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High Performance

We achieve our goals and ambitions through drive and determination

We will collaborate across organisational and geographical boundaries for successful outcomes. We will mobilise and energise others to achieve success, inspired by a common vision. We will work effectively to develop, strengthen and maintain internal and external partnerships. We will be supportive; demonstrating respect for the contribution of others and facilitating effective teamwork. We will share our skills, knowledge and insights to achieve common goals, taking time to listen and consider different perspectives. We will be proud of our diverse community, we will promote equal opportunities and foster a culture of inclusion and transparency.

Why is this important?

A culture of high performance will enable us to stay one step ahead of our competition and become a world-class organisation.

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Level 5
Effective Behaviours
  • Can explain the vision, mission and values and how it applies to them and their role.
  • Demonstrates our corporate behaviours, inspiring colleagues to follow their example.
  • Seeks clarity on objectives ensuring a good understanding of required quality and performance expectations.
  • Maintains positivity, focusing on the achievement of objectives despite setbacks.
  • Plans, prioritises and works in an organised way to deliver work on time and to required standard.
  • Takes responsibility for delivery and quality of their own work, keeps colleagues and their manager up to date on how work is progressing.
  • Informs manager or colleagues early of any obstacles to delivery.
  • Demonstrates flexibility in response to changing priorities.
Less Effective Behaviours
  • Demonstrates a lack of resilience with things do not go to plan.
  • Consistently fails to demonstrate ownership and deliver tasks on time due to lack of planning and forethought.
  • Delivers work inconsistently and to varying quality standards.
  • Unable to articulate the part they play in helping Encirc achieve its vision and objectives.
Effective Behaviours
  • Brings the vision to life and makes it relevant to colleague’s day to day roles.
  • Establishes and accepts accountability for set objectives; takes ownership of assigned work through to completion and takes action to resolve problems before being asked.
  • Defines tasks and activities of team members and provides clarity about roles and responsibilities where necessary.
  • Recognises problems and alerts those likely to be impacted, communicating effectively when deadlines are unlikely to be achieved.
  • Drives consistent high performance by promoting the values and setting expectations.
  • Encourages accountability, builds capability in team members and provides constructive feedback.
  • Monitors the quality of team member’s work and takes appropriate action where necessary.
  • Contributes to the achievement of team objectives by supporting colleagues and removing obstacles.
  • Effectively communicates all relevant information at the right time to their team.
  • Considers sufficient options, impact and consequences before making decisions.
Less Effective Behaviours
  • Disappoints others through failure to manage expectations.
  • Allows poor quality work to be produced.
  • Fails to clarify performance expectations.
  • Procrastinates when faced with difficult decisions or complex situations.
  • Fails to maintain an overview of team activities in relation to the bigger picture.
Effective Behaviours
  • Consistently communicates how the overall vision links to specific plans and departmental objectives so that colleagues are motivated and clearly understand the Team’s goals.
  • Actively promotes and communicates Encirc’s values and competency framework.
  • Engages team members in creative discussions around team issues and objectives, actively encourages problem solving and the contribution of ideas.
  • Displays openness and transparency in decision making, involves and communicates with others in decisions and plans that affect them.
  • Sets clear performance standards and SMART objectives for team members that align with department’s goals and priorities.
  • Monitors ongoing performance standards across their team, recognises and celebrates success, promptly addresses under-performance.
  • Delegates effectively by taking into account the potential of the individual and needs of the job and uses own as effectively as possible.
  • Identifies and adopts leadership style appropriate to the situation and the individuals involved, inspiring and motivating others to achieve.
  • Influences people outside their direct control to accomplish tasks, projects and assignments.
Less Effective Behaviours
  • Unable to adapt or flex their leadership style. e.g applies a one size fits all approach.
  • Fails to plan and is continually firefighting.
  • Afraid to delegate, mistrusts others’ ability to achieve.
  • Micromanages, gets too involved in the day to day work to the detriment of other priorities.
  • Avoids difficult conversations about problems or performance issues.
  • Communicates infrequently and is rarely available to colleagues.
  • Holds onto information, does not explain decisions, fails to involve or update others.
  • Sets targets which are not SMART or makes no attempt to set objectives.
Effective Behaviours
  • Inspires others by translating corporate objectives and strategic priorities into clear outcomes.
  • Actively breaks down silos by communicating messages about priorities, objectives and setting performance expectations.
  • Plans ahead whilst demonstrating flexibility during times of change.
  • Drives and improves overall performance on quality and productivity for their functional area. Benchmarking externally to ensure best practice.
  • Delegates authority to match responsibility and holds colleagues accountable for agreed commitments.
  • Influences and gains buy in and commitment from a diverse range of stakeholders, both internal and external.
  • Sets a climate where team and organisational achievements are recognised, rewarded and celebrated.
  • Maintains clarity in the face of challenges or negotiations, surfaces tensions and resolves uncertainties/ambiguities.
Less Effective Behaviours
  • Assumes targets are on track without checking or discussing.
  • Leaves functional area unclear about the vision and goals.
  • Demotivates others with inconsistent and haphazard approach to tracking progress and/or performance.
  • Loses sight of the strategic view and disempowers others by becoming overly involved in lower level priorities.
  • Backs down readily in the face of challenge or tough negotiations.
  • Fails to plan or consider contingencies, exposing individuals, the functional area or the business to unnecessary risk.
Effective Behaviours
  • Leads from the front, is highly visible and demonstrates credibility and integrity within Encirc and externally.
  • Displays visionary leadership and communicates with purpose, honesty and clarity.
  • Exemplifies the desired organisational values and culture.
  • Ensures that functional organisational goals and objectives are aligned with Encirc’s and wider corporate (Vidrala) strategy.
  • Retains overall accountability for achieving strategic objectives.
  • Plans strategically, mapping out key milestones throughout the year.
  • Drives a performance culture across the organisation allowing others the appropriate authority to deliver.
  • Considers the impact and consequence their decisions have on the organisational culture and climate.
  • Demonstrates ultimate accountability for business performance, in successes or in adversity.
Less Effective Behaviours
  • Unable to translate, articulate and inspire people around vision or stretching goals.
  • Demonstrates lack of accountability for poor performance and results, blaming others
  • Blames others for poor performance and results.
  • Allow the departments focus to drift away from critical priorities and does not measure performance against them.
  • Constantly making changes to strategic priorities in an unplanned manner, impacting performance and engagement.
  • Excessively operationally focussed, losing sight of organisational imperatives.
  • Creates a “say do gap” by behaving in a way that contradicts the espoused values and culture.
Value Leaders
Robert Rose
Robert Rose
Larisa Kryachkova
Larisa Kryachkova