Behavior Guidelines

 Customer Focus - Understand the needs and wants of Porsche's

customers in order to provide accurate, complete and timely service.
 Teamwork - Work cooperatively with others to achieve organizational and
team goals.
 Creative Problem-Solving - Create new and valuable ideas and use
these ideas to solve problems and develop improved processes and
methods.
 Continuous Learning - Show a commitment to continuous learning and
improvement of self, others, and Duke practices.
 Diversity - Take full advantage of the rich backgrounds and abilities of all
by recognizing and valuing differences, seeking inclusiveness, and
considering and honoring differing points of view.

Additional Expected Behaviors for Supervisors

 Strategic Communication - Help develop a common vision by providing

clear direction and priorities, clarifying roles and responsibilities, and
promoting mutual understanding through effective communication.
 Performance Management - Take the time to effectively plan and
evaluate performance, provide feedback, recognition and coaching, and
develop employees to be their personal best at Duke.

CUSTOMER FOCUS - Understand the needs and wants of Porsche's

customers in order to provide accurate, complete and timely service.
Indicators of Ineffective Indicators of Indicators of Exceptional
Behavior Satisfactory Behavior Behavior
Respond to customers Treat all customers with Maintain helpful and
defensively or in an dignity, respect and a courteous manner, even
unfriendly or uncaring welcoming attitude. when faced with hostility
way. from customers and/or
other stressful conditions.
Fail to consider effect of Work to gain a clear Regularly update
personal actions on understanding of the understanding of
customers. problems and situations customers' needs and
faced by customers. quickly adapt solutions, as
needed, to changing
customer demands.
"Pass the buck" to others Listen for and respond to Anticipate customers'
or is not accessible to customer requests or needs and respond
respond to customers' problems in a timely appropriately before the
needs. manner. situation requires action.
Fail to follow through on Follow through on Take extraordinary actions
commitments to commitments to to meet customers' needs
customers. customers despite time when required.
pressures or obstacles.
Do not meet established Meet established customer Regularly exceed
customer standards. standards most of the established customer
time. service standards.

TEAMWORK - Work cooperatively with others to achieve organizational

and team goals.
Indicators of Ineffective Indicators of Indicators of Exceptional
Behavior Satisfactory Behavior Behavior
Help direct team members Help and support others to Put Duke's success ahead
but do not cooperate with solve customer problems of department or business
other teams or and accomplishes Duke's unit success.
departments. goals.
Work only to serve self- Willingly accept Put team's success ahead
interests and meet accountability for team of personal success.
personal goals. success.
Criticize or disregard other Give credit and Help to keep team
team members' opinions, recognition to others who performance and morale
strengths or contributions. have contributed to the high even during periods of
team. intense pressure or heavy
workload.
Blame others for mistakes Communicate openly and Work to resolve conflict
and/or setbacks that respectfully when among team members by
negatively affect team addressing problems with showing respect for others'
results. other team members. opinions and working
toward mutually agreeable
solutions.
Do not share information Share information and Coach less experienced
or expertise with others expertise with others to team members and
when needed. help them achieve team motivate others to achieve
goals. common goals.

CREATIVE PROBLEM-SOLVING - Create new and valuable ideas and use

these ideas to solve problems and develop improved processes and
methods.
Indicators of Ineffective Indicators of Indicators of Exceptional
Behavior Satisfactory Behavior Behavior
Tend to jump to solutions Use established standards Respond to recurring
without fully analyzing and and methods to solve problems by investigating
understanding problems. common problems. the underlying causes and
take steps to eliminate
them.
Show inflexibility in Try different approaches Anticipate possible
approach when facing when initial efforts to solve problems and develop
obstacles; "get stuck" in problems do not work. contingency plans to avoid
frustration. or go around them.
Not open to new ideas or Look at problems from Experiment and use
ways of solving problems. different points of view creativity, as appropriate,
and try to find new to find better, faster, less
solutions as needed. expensive or more efficient
ways to do things.
Lose energy or interest Ready to accept difficult Take responsibility for and
before difficult problems problems and approach deal effectively with most
can be resolved. them with a positive "can- complex or difficult
do" attitude. problems.

CONTINUOUS LEARNING - Show a commitment to continuous learning and

improvement of self, others, and Duke practices.
Indicators of Ineffective Indicators of Indicators of Exceptional
Behavior Satisfactory Behavior Behavior
Resist or ignore Take advantage of Actively seek opportunities
opportunities to learn new available training to learn and apply new
ways to working. opportunities to improve information and concepts
personal and team quickly.
effectiveness.
Become defensive or Ask others for feedback to Consistently seek out,
ignore constructive evaluate own performance appreciate and act on
performance feedback and to identify constructive feedback to
that is given. opportunities for improve performance.
improvement.
Blame others or the Accept responsibility for Learn from mistakes to find
situation for failure and do failures and take time to new and better work
not analyze own behaviors analyze mistakes in order methods.
and results. to improve performance.
Spend little time trying to Devote time and attention Take initiative to study
learn new job skills and to improving job "best practices" and trends
Duke practices. knowledge and skills. in one's field and apply to
work, as appropriate.

DIVERSITY - Take full advantage of the rich backgrounds and abilities of

all by recognizing and valuing differences, seeking inclusiveness, and
considering and honoring differing points of view.
Indicators of Ineffective Indicators of Indicators of Exceptional
Behavior Satisfactory Behavior Behavior
Treat people differently Treat people fairly and
*NOTE: All Duke Staff
depending on cultures, respectfully regardless of
Members are expected to
gender, race or position. culture, gender, race or
demonstrate role model
position. behavior related to issues
Show insensitivity to staff Regard, recognize and of diversity. Therefore, only
member diversity in value differences in the one level of acceptable
actions or communication. needs and views of others. performance is defined for
this competency.
Use words and behaviors Try to take advantage of
inconsistent with Duke the rich backgrounds and
values regarding inclusive diverse talents of Duke
team approach. staff.
Criticize or disregard Consider and honor
different opinions, styles different opinions, styles
or ways of working. and ways of working.

Additional Expected Behaviors for Supervisors

STRATEGIC COMMUNICATION - Help develop a common vision by
providing clear direction and priorities, clarifying roles and
responsibilities, and promoting mutual understanding through effective
communication.
Indicators of Ineffective Indicators of Indicators of Exceptional
Behavior Satisfactory Behavior Behavior
Do not obtain necessary Discuss the impact of Gain strong support from
buy-in from those affected change efforts honestly key players to mobilize
by decisions. and directly to those team to champion and
affected. implement organizational
change.
Conceal or use information Communicate intentions, Encourage an open
unfairly to gain personal ideas and feelings openly exchange of ideas and
advantage. and directly. different points of view and
tell the truth even when it
will be unwelcome.
Inflexible in Modify communication Develop and use effective
communication style or style to address audience and creative strategies to
show insensitivity to needs; explain ideas and influence others and gain
language and cultural opinions in ways audience their support.
communication can easily understand.
requirements.
Fail to communicate Duke Make sure direct reports Communicate the strategic
vision and goals and align understand Duke vision direction in such a way that
with day-to-day practices. and goals and can staff members, at all levels,
translate those goals into fully understand their role
day-to-day practices. in achieving Duke goals.

PERFORMANCE MANAGEMENT - Take the time to effectively plan and

evaluate performance, provide feedback, recognition and coaching, and
develop employees to be their personal best at Duke.
Indicators of Ineffective Indicators of Indicators of Exceptional
Behavior Satisfactory Behavior Behavior
Set unrealistic goals: goals Establish clear, specific Identify "vital few" goals
that are either too easy or performance goals, and allocate time and
impossible to reach. expectations and resources accordingly to
priorities. achieve them when faced
with multiple demands and
competing priorities.
Do not monitor Give people frequent and Consistently inspire
performance results or candid performance performance and address
confront others openly and feedback on how they are performance problems
directly about doing on their jobs. immediately, before they
performance problems; are forgotten or out of
rationalize away broken control.
promises or poor
performance.
Fail to take responsibility Coach individuals and Offer useful developmental
for coaching and teams to strengthen their suggestions and
developing others. performance and meet constructive feedback that
expectations. helps individuals and teams
improve performance and
exceed expectations.
Fail to recognize positive Notice and show Celebrate individual and
contributions or address appreciation when people team successes by taking
performance problems have produced expected time to recognize and
constructively. results and behaviors. highlight both everyday
and exceptional
accomplishments.
Consider factor irrelevant Conduct performance Clearly differentiate levels
to performance (such as reviews on time, openly of performance and use
seniority) when communicate rationale for financial and non-financial
determining performance- ratings and relate recognition to encourage
based pay. performance ratings and high performance.
rewards to the
achievement of expected
results and behaviors.