Behavioural criteria for result directed management, definitions and examples of visible realisations


Behavioural criterion
Shows ability to absorb important oral information.
Ask questions, discusses reactions.
Picks up signals.
Allows the other person to have his say.
Requests clarifying reasons or cause.
Pauses when another wants to interrupt.
Maintains contact continually with conversing party.
Gives a good summary of what bas been said.

Behavioural criterion
Oral presentation
Presents ideas and facts clearly, making use of the correct aids.
Avoids unnecessary digressions.
States the essence of a complex matter effectively.
Uses blackboard, flip-over sheets to convey core of matter.
Explains effectively.
Enriches through manner of presentation.
Skilful in use of overhead projector and other aids.

Behavioural criterion
Capacity for oral expression
Ability to convey ideas and opinions to others in clearly comprehensible language.
Formulates clearly and distinctly. Speaks in comprehensible language.
Takes the trouble to find the right words.
Conveys the meaning of the message effectively.
Clarifies a problem by means of a good example.

Behavioural criterion
Power to convince
Behaviour which is intended to convince another of a certain standpoint and obtain his agreement with respect to certain plans,ideas or products.
Explains clearly why something is done or needs to be done.
Expresses himself enthusiastically about a matter.
Responds adequately to negative reactions.
Brings up the same idea in different ways.
Checks whether a message has got across.
Confirms positive response to a proposal.
In case of conflict of interests, looks for a win-win solution.

Behavioural criterion
Capacity for written expression
Can write ideas and opinions comprehensibly and correctly.
Writes a correct letter.
Writes clear research reports.
Is good at spelling and sentence structure.
Formulates a proposal or decision clearly and completely.
Writes a good interview report.

Behavioural criterion
Flexible behaviour
When problems or opportunities arise, changes own behavioural style to achieve goals in question.
Objectifies, instinctively distances self from situation.
Can appreciate a divergent standpoint.
Under pressure of time, alters approach in practical way.
Changes line of approach if desired effect is threatened.
Takes into account position or character of conversing parties.
Profits from circumstances which change coincidentally.

Behavioural criterion
Group oriented-leadership
Can direct and control a group and can establish and maintain cooperative efforts.
Invites group members to participate.
Identifies success of team.
Stands up for needs of team.
Monitors effectiveness of team.
Ensures that each member knows where he stands.
Puts self in controlling role.
Resolves internal conflicts.

Behavioural criterion
Person-oriented leadership
Can direct and control an employee within the framework of his task.
Gives directions or instructions.
Says no when necessary.
Sets limits, with consequences.
Demands performance.
Motivates employees to do their jobs effectively.
Brings up fact that performance or behaviour is inadequate.
Develops employees
Analyses development needs and ensures that development activities are implemented.
Gives directions or examples to teach other party.
Explains why something should be the way it is.
Checks whether it succeeds or is understood.
Gives useful and specific feedback.
Supports and encourages.
Gives personal suggestions for development.
Gives individual persons attention and even coaching or training

Behavioural criterion
Personal presentation
Can make a good first impression and maintain it.
Behaves at the first contact appropriately and correctly.
Has a positive influence.
Charismatic personality.
Impression created does not change substantially during course of conversation.
Impression confirmed by analysis of occupational background.

Behavioural criterion
Contributes to a joint result even when the cooperation concerns a subject which is not of personal interest.
Adapts to the group when the object is to arrive at a joint result.
Provides a contribution, idea or proposal for a group task which is not one of personal interest.
Reduces tensions in a group.
Expresses self positively about the performance of a colleague.

Behavioural criterion
Shows himself aware of other people and the surroundings as well as his own influence on these matters.
Behaviour shows evidence of recognition of the feelings and needs of others.
Admits spontaneously that communication has not succeeded.
Takes into account the circumstances of another, does something meaningful in response.
Expresses the feelings and needs of another.
Understands that something may be painful for another and responds to such a situation appropriately.
Accepts another person as he or she is.
Tolerates a divergent view.
Shows himself aware of the clinic or moral problems of another.
Takes the objectives of another into account.

Behavioural criterion
Can deal with others without difficulty.
Can approach others easily and can mix easily in company.
Easily makes contact. Volunteers personal information to establish common areas of interest.
Builds up networks.
Is a member of commissions or associations.

Behavioural criterion
Delegates his own decision-making authority and responsibilities to the right personnel.
Sees implications or consequences of situation.
Convinces self of the ability or suitability of others.
Monitors the final result.
Leaves another free to do something in his own way.
Puts someone in a position to learn from his own mistakes.

Behavioural criterion
Planning and organising
Effectively determines goals and priorities and specifies the necessary actions, time and resources to achieve the goals concerned.
In a confusing situation can take measures to order affairs effectively.
Can break down an assignment into phases.
Employs others according to proficiency and interests.
Has keen ability to look ahead.
Distinguishes primary from secondary issues.
Responds effectively to unforeseen complications.

Behavioural criterion
Checking progress
Draws up and implements procedures to monitor and check the progress of processes, tasks and activities of employees and himself.
Seeks or creates order and regularity.
Checks his own work and that of others.
Monitors a process or a project.
Develops procedures and protocolls.

Behavioural criterion
Can devise original solutions to problems which are associated with the job. Thinks up new working methods to replace existing procedures.
Requests space for own style or solutions.
Comes up with a new and relevant point of view.
Comes up with an entirely different approach or technique.
Quickly senses what is going on in the care of an issue.
Has an eye for simplicity and beauty.
Looks behind the boundaries of his own field or department.

Behavioural criterion
Capacity to learn
Can absorb new information and apply it effectively.
Learns from his own experience.
Looks for information which can be used in the work situation.
Tries by means of questions or other forms of inquiry to arrive at the deeper causes of problems or successes.
Does systematic research.
Has his own network and develops his own methods to obtain useful information.

Behavioural criterion
Awareness of surroundings, social and political environment.
Shows himself well-informed about social and political developments or other factors in his surroundings and has the ability to apply this knowledge effectively to his job or the organisation.
Is familiar with current news topics which are important to his field.
Knows what the most important developments will be in his field.
Has a feeling for developments in related or supporting fields.
Understands which political and social influences his field is exposed to.
Deals skilfully with formal and informal power relationships and conflicts of interest.

Behavioural criterion
Compares information and potential lines of action in the light of relevant criteria to arrive at realistic evaluations.
Looks before he leaps.
Involves 'feasibility' in considerations.
Specifies alternatives in decisions.
Involves possible side-effects in considerations.
Involves others in decisions, but objectifies opinions or advice of experts and interested parties.
Justifies divergent view or divergent decision.
Reconsiders decisions if circumstances or developments justify doing so.

Behavioural criterion
Organisational sensitivity
Distinguishes influence and consequences of own decisions or activities on ether parts of the organisation.
Responds to unspoken needs.
Understands problems associated with another job.
Adapts behaviour when a message is not understood.
Enlists the assistance of another department or job.
Understands and uses the informal organisation.
Warns about consequences outside own field of work.

Behavioural criterion
Problem analysis
Identifies problems, recognises important information, establishes links between information.
Traces possible causes of problems, looks for relevant information.
Makes suitable distinction between primary and secondary issues.
Identifies an important problem.
Specifies the cause of problems when they occur.
Undertakes action when a relevant problem surfaces.
Actively takes advantage of information sources which are necessary for the job.
Anticipates failures for example by providing information in time and / or a plan of steps to be taken.
Analyses a task or work process.
Establishes logically and methodically the location of a fault and likewise determines its cause.
Has various methods for handling complex problems and obtaining relevant information.

Behavioural criterion
Can distance self from daily matters; concentrates on main issues and long-term policy.
Recognises patterns in events, sees links, and above all the differences between what is happening, new and previous situations.
Points out entirely new problems and new situations which are not yet so clear to others.
Objectifies and puts knowledge gained from experience into perspective.
Takes into account modernisation and the outside world.
Develops a new interpretation of the objectives or the mission of the organisation or department.

Behavioural criterion
Strives to rise higher in the organisation.
Displays behaviour that is oriented to a career and the achievement of success.
Takes the trouble to develop self in order to accomplish these ends.
Has a plan for personal development and for career.
Wants recognition for personal results.
Strives for more independence and / or responsibility in the organisation.
Is not stuck in one field of work or a single job.
Opts for mobility, if necessary, outside the organisation.

Behavioural criterion
Highly active for extended periods when the job requires this response.
Works hard.
Has stamina.
Does not mind extra work.
Able to persevere under considerable pressure.
Involved in many activities outside work.
Towards the end of an intensive discussion, brings up new topics or returns to neglected points.

Behavioural criterion
Identifies and responds to opportunities.
Prefers to be the initiator rather than to wait passively.
Voluntarily requests further information.
Takes productive necessary actions which are not explicitly asked of him.
Takes advantage of an opportunity.
Is active in word and deed.
Undertakes action to accelerate progress.
Voluntarily comes up with an idea or solution.

Behavioural criterion
Investigates preferences and needs of client, uses and acts on the information gained.
Presents self as cooperative and helpful.
Convinces self of the real meaning of a request.
Creates possibility of correction or adjustment.
Indicates that client is welcome to come back.
Gives a clear picture of mutual expectations.
Provides client with customised work.
Accepts responsibility for mistakes.
Responds to client with prompt rectification, without defensive behaviour.

Behavioural criterion
Management identification
Identifies with interests and problems of management.
Displays loyalty.
Admits own involvement in and committment to desired policy.
Takes into account policy space of supervisor or senior management.
Adapts proposals to policy situation at top.
Stands behind decisions which are useful to the organisation, even when they are less popular or controversial.
Explains why under actual circumstances an ideal plan is not realistic.

Behavioural criterion
Undertakes actions which are based more on own convictions than on the desire to do someone a favour.
Sees and presents self as an expert.
In case of dispute, makes own position clear.
Does not evade significant difference of opinion with client or superior.

Behavioural criterion
Sense of enterprise
Identifies market opportunities, for existing as well as new products services. Acts on these insights and is therefore willing to take risks.
Comes up with new ideas for areas of application, products, services.
Sees opportunities and possibilities and takes advantage of them.
Persists even in the face of substantial obstacles.
Uses all available methods to obtain information.
Strives for high quality and thinks he can do better than others.
Takes costs as well as clients into account.
Makes a decision at a calculated risk.
Invests in contacts with clients and employees.
Monitors budgets and work processes.

Behavioural criterion
Performance motivation
Behaviour that is evidence of high standards of own work. Shows dissatisfaction with mediocre performance.
Shows enthusiasm and effort.
Looks for responsibility and challenges.
Sees opportunities instead of problems.
Proposes improvements.
Participates actively.
Does something about gaps in own knowledge.
Has shown capacity to set high standards and meet them.
Is a hard worker.

Behavioural criterion
Continues to act by adapting to changing surroundings, tasks, responsibilities and/or people.
Maintains overview when faced with unexpected events.
Adjusts rapidly to new situation.
In event of change has feeling for priorities.
Chooses new goal when necessary.
In crisis situations effectively completes the most important tasks.

Behavioural criterion
Makes decisions by means of actions or establishes point of view by stating opinions.
Gives clear directions.
Expresses own opinion.
Says no.
Confronts; states clearly that something is not right.
Specifies consequences if directions are not obeyed.

Behavioural criterion
Fits self into policy and procedures of organisation.
In event of changes, looks for confirmation with the right authority.
Asks for copy of regulations or policy.
Shows self ready to accept authority.
Sees the correct limits to own responsibility.
Identifies novel situation.
Displays self-controlled behaviour.

Behavioural criterion
Takes risks to achieve a certain, recognisable advantage.
Decides, in spite of what is clearly incomplete information.
Stands out in a group.
Presents a controversial standpoint.
Does not evade confrontations with power.

Behavioural criterion
Maintains professional accepted social and ethical standards in activities which are connected with the job.
Takes responsibility for own actions.
Is well aware of own standards and values and acts accordingly.
Indicates when expected behaviour is outside own standards and/ or those of the profession or organisation.
Maintains standards even when doing so may involve disadvantages, tension or conflict.

Behavioural criterion
Dealing with details
Can deal at length and effectively with detailed information.
Has a system for retaining information.
Has a feeling for routines and procedures.
Completely finishes a complex task.

Behavioural criterion
Stress resistance
Continues to perform effectively under pressure of time, setbacks, disappointments or resistance.
Does not panic in event of serious interruption or error.
Remains businesslike and calm in the face of substantial resistance.
Checks for errors right up until the last moment.
Takes responsibility when an error has been made.
Deals effectively with moments of silence or confusion.
Stays on the spot.

Behavioural criterion
Stays with a plan of action or view until the highest goal has been achieved or can no longer be reasonably reached.
Repeats standpoints and proposals, if necessary in other words in order to achieve goal.
Continues to strive for the same objectives according to the same line of action.
Cannot be swayed easily from a point of view.


l. A behavioural criterion is a set of forms of visible behaviour expressed while doing the jobs in an organisation. Important is that such a set is specific and observable and can be classified in a logical and reliable way. The presented list of behavioural criteria and their definitions has been adapted from a checklist which has been frequently used for many years in the Netherlands and the United States.

2. Realisations are examples of how a behavioural criterion can be visible in different situations in various jobs. These descriptions are flexible and give the user opportunities to update the visible expression of behavioural criteria according to changes in policy, circumstances or technology. These realisations are aids for selection, assessment, performance appraisal and effective personal leadership.

Last updated : july 21 2007