Characteristics

Short-cycle work requires a short amount of training time to perform at the Core level, working according to rules.

Strength and added value of the role

Colleagues in the role of Go-getter perform routine work. These are repetitive tasks that do not require training. For example, sorting, unpacking, or household work. Doing the same thing every day has its advantages: you can work consistently, you know exactly what is expected of you, and you can usually do the work relatively thoughtlessly. A Go-getter can get started straight away after the first instructions. A Go-getter is careful, reliable, and collegial.

Key behavioral traits

The Go-getter is reliable, collegial, and careful.

Traits of the Core | Go-getter

Mastery: • Can be deployed immediately without experience or relevant training. • Knows the work instructions and acts accordingly. • Independently carries out simple, short-cycle work. • Knows the responsibilities that come with the job.

Autonomy: • Works carefully. • Carry out your tasks in a disciplined manner. • Operates safely. • Signals matters that deviate from the rules.

Impact: • Helpful towards others. • Works well together. • Is polite and friendly. • Asks for help if the work is not clear.

Ownership: • Arrives on time. • Ensures a neat workplace. • Is a reliable force that others can count on.

Traits of the Master | Go-getter

Mastery: • Performs the work independently. • Completely controls the operation of a machine, computer, device, or vehicle. • Has all the skills required. • Knows the rules and procedures and adheres to them.

Autonomy: • Works with care and dedication. • Anticipates to changing circumstances. • Is accurate; does not make mistakes through negligence. • Can assess practical situations and choose the right solution. • Has insight into the work, the sequence, and the factors that need to be taken into account.

Impact: • Cooperates well with colleagues. • Instructs or consults with colleagues about implementation. • Has a positive working attitude and radiates this. • Addresses others in a friendly, helpful, and correct manner.

Ownership: • Addresses colleagues if necessary. • Feels involved and handles materials or equipment with care. • Dares to intervene when things go differently. • Takes initiatives to better organize work and involves colleagues.

Characteristics

Diploma or certificate, craftsmanship, rules and instructions, defined tasks.

Strength and added value of the role

Through their craftsmanship, skilled workers ensure that routine, specialist tasks are completed. They understand their profession and carry it out with care. Skilled Workers work within regulations, assignments, and routines but cannot simply be exchanged for another skilled colleague. The work of the Skilled Worker requires professional knowledge, involvement, cooperation, and accuracy. The Skilled Worker can notice exceptions and act accordingly.

Key behavioral traits

The Skilled Worker has Specific professional knowledge and craftsmanship, is involved, and works with care and precision.

Traits of the Medior | Skilled Worker

Mastery: • Has a diploma or certificates that demonstrate professionalism/ craftsmanship. • Has the necessary skills to work independently. • Know when help from a colleague is needed and ask for it. • Masters all equipment used.

Autonomy: • Works strictly according to regulations and instructions. • Performs the work precisely, otherwise errors will occur. • Works efficiently and organized. • Is accurate and does not make mistakes due to negligence.

Impact: • Listens to colleagues and follows instructions. • Works well together with colleagues. • Addresses others in a friendly, helpful and correct manner. • Has a positive working attitude and radiates this. • Calls in a manager or colleague in a timely manner in unexpected and unforeseen situations.

Ownership: • Feels involved and handles materials and equipment with care. • Works accurately according to plan. Ensures that the work is completed and adjusts the work pace accordingly if necessary. • Works with concentration and a sense of responsibility. • Sees the work lying around and picks it up.

Traits of the Core | Skilled Worker

Mastery: • Manages all aspects of the job. Has been tried and tested in the trade. • Gains the confidence to tackle all tasks independently. • Sees the connection between the work and other tasks, such as maintaining equipment or recording data. • Is versatile within the field. • Can read, understand and apply drawings, manuals, and regulations.

Autonomy: • Demonstrates specific craftsmanship. • Also works with great care and attention to details. • Oversees the work and makes things complete. • Sees work, gets to work on it and solves it. • Performs checks on the quality of its own work, products or deliveries.

Impact: • Understands what needs to be done and exchanges information about it adequately. • Works well together. • Behaves representatively of the organization. • Accepts feedback and learns from it.

Ownership: • Masters the craft down to the last detail. • Is involved and intervenes if things threaten to go wrong. • Show that you feel responsible for the end result. • Thinks and acts to prevent errors and damage.

Traits of the Master | Skilled Worker

Mastery: • Has an above-average understanding of the craft, which allows them to present exceptional problems. • Exudes seniority, making colleagues willing to follow decisions. • Knows the best solution even in difficult unusual situations. • Has an overview so that work is carried out efficiently and with the right priorities. • Independently chooses the necessary approach to unusual or unexpected problems.

Autonomy: • Anticipates independently on new, unknown situations. • Is flexible in approach if necessary. • Takes the lead when circumstances change or a start needs to be made. • Gives the right instructions to others.

Impact: • Stimulates cooperation within the team or looks for cooperation. • Is flexible in consultation situations so that solutions are arrived at jointly. • Can communicate and consult adequately with others and coordinate work. • Transfers knowledge to less experienced colleagues.

Ownership: • Visibly takes on more responsibilities than direct colleagues. • Has a pioneering role in new developments. • Speaks to colleagues about their performance, which benefits cooperation and performance. • Feels responsible for the end result and acts accordingly.

Characteristics

Practical problems, working according to procedures, arranging and organizing, anticipating.

Strength and added value of the role

The Organiser is someone who enjoys practical problems. It is work that occurs more or less every day, but is varied so that you have to develop your own routines to solve problems. You must, therefore, be able to decide which approach is best in different situations. An Organiser must be able to act decisively and be good at communication.

Key behavioral traits

The Organiser has strong communication skills, can decide which approach is best due to being able to assess cause and effect, excels at arranging and organizing.

Traits of the Junior | Organiser

Mastery: • Demonstrates some expertise. • Performs simple tasks independently. • Has control, organization and improvisation skills. • Know what still needs to improve to be able to work independently. • Has a feeling for the profession and, therefore, works better and more efficiently.

Autonomy: • Shows commitment and takes good initiative. • Has the will to solve matters independently. Ask for advice in a timely manner if necessary. • Works correctly and independently on simple tasks. • Easily switches between simple tasks.

Impact: • Has an open working attitude and works well together. • Collegial and helpful. • Behaves correctly and representatively. • Has empathy to handle (customer) contact well. • Can communicate with colleagues about matters. Understands the message.

Ownership: • Eager to learn, figure things out independently, or ask for advice. • Involved, ensures that the result meets expectations. • Sees work and solves it. • Dares to take on challenges to learn and gain experience. • Makes a meaningful contribution to team performance.

Traits of the Medior | Organiser

Mastery: • Has mastered the most important aspects of the work. • Has problem insight: comes up with the right explanations and solutions for problems. • Quickly masters the work and feels challenged to do more difficult work. • Picks up questions and assignments quickly. • Is decisive. • Results testify to professional knowledge.

Autonomy: • Oversees the consequences of own actions. • Dares to independently take on less difficult assignments and carry them out and does so well. • Can arrange, make decisions and improvise in regularly occurring situations. • Acts adequately in the event of unforeseen, practical situations.

Impact: • Listens to colleagues and customers and acts accordingly. • Can communicate considerations clearly. • Coordinates matters well so that collaboration runs efficiently. • Regularly asks colleagues for advice. Let yourself be coached. • Can deal well with the feelings and emotions of others with whom they consult and collaborate.

Ownership: • Actively engages in discussions about insights into the field, techniques and developments. • Shows ownership of the problem by taking responsibility for the end result. • Is critical of the quality of own work. • Proactively improves your own approach, allowing you to work better and independently.

Traits of the Core | Organiser

Mastery: • Manages all systems, programs and instruments that need to be worked with. • Sees the coherence between all parts of the work, both their own work and other work processes. • Masters all facets and skills of the profession. • Has expertise and chooses the right solution or approach. Can also solve difficult or difficult issues effectively. • Is asked for advice by less experienced colleagues because experience, insight and expertise clearly stand out

Autonomy: • Oversees the work, sets the right priorities, and manages time efficiently. • Correctly assesses a wide variety of submitted issues based on procedures and regulations. • Tackles difficult problems independently and adequately. • Sets the right priorities, oversees what is important and what is not. • Arrange, decide, and improvise effectively in all situations where this is desired.

Impact: • Can listen well. • Takes the feelings of others into account and responds to them skillfully. Has tact. • Consults with customers or colleagues. Keep your back straight if necessary and know how to reach an agreement. • Gives colleagues constructive feedback. Corrects if necessary. • Can convince customers or colleagues of their decision through their knowledge.

Ownership: • Can bring the most common situations to a good end result. • Works according to the quality criteria. • Is critical of their own work. • Takes responsibility for the end result, does not hide behind others or circumstances. • Shows themselves as a problem owner. Assures others that issues have been addressed and resolved.

Traits of the Master | Organiser

Mastery: • Is a specialist in the field; stands head and shoulders above colleagues in terms of knowledge. • Has a helicopter view: recognizes the anomalous situation, oversees the solution options and always chooses the best one. • Oversees consequences that affect daily operations and resolves them independently. • Exudes seniority; commands respect and trust from others through expertise and decisiveness. • Often asked for advice on difficult and exceptional issues.

Autonomy: • Correctly solves exceptional practical problems through extensive experience and knowledge. • Assess structural problems, draw the right conclusions, and solve them independently. • Takes initiative to solve problems step by step and together. • Affects operational policy; understands information, draws conclusions and makes recommendations. • Assess the performance of colleagues or procedures, gets to work on them and solves them without help from others.

Impact: • Is the 'natural' point of contact within the team, because everyone knows that the problem is understood and the lines are convincingly laid out for others. • Has dominance so that others follow advice and instructions. • Has developed a natural need to transfer knowledge and experience to others. • Consults and negotiates constructively where there are conflicting interests and rules and procedures are not sufficient. • Dares to act decisively towards the team, customer or others; challenges them constructively about their performance so that cooperation improves.

Ownership: • Is the one who tackles the most difficult problems, even with which little or no experience has been gained. • Let the team function independently. • Secures work processes so that everyone knows according to which criteria the work must be carried out. • Is critical of themselves, which means that their own performance continuously improves. • Takes responsibility for the team's results. • Takes the initiative to better organize the work.

Characteristics

Subject matter expert, unique problems, Methods and techniques, theoretical analyses and advising.

Strength and added value of the role

The Expert has specialist knowledge in a specific field. This allows them to investigate difficult issues methodically and systematically, analyze information, draw conclusions and provide the questioner with a sound answer or advice on how to solve the problem. The Expert often has to deal with the 'what' question: What should we do to find a solution to this specific problem?

Key behavioral traits

The Expert is results-oriented and analytical and will work methodically and systematically to solve complex and concrete problems.

Traits of the Junior | Expert

Mastery: • Is beginning. Can complete unique questions and assignments with assistance. • Understands what the team is doing and asks the right questions. • Relies on colleagues to receive confirmation of the chosen approach. • Shows great involvement, eagerness to learn and dedication.

Autonomy: • Approaches practical matters and small assignments creatively, energetically and independently. • Knows the methodical approach to problems or questions and applies it under supervision. • Adopts an investigative attitude and takes initiatives to learn from it.

Impact: • Acts helpfully. • Consults with customers or colleagues about various practical matters and does so well. • Advises customers and colleagues about regularly recurring situations. • Accepts feedback and demonstrates an ability to learn from it. • To keep the feelings of others in mind. Has tact.

Ownership: • Is persistent: works until the result meets the standard. • Is decisive: sees work to be done, takes initiative and solves issues. • Is self-critical. • Actively engages in discussions about insights about the work, techniques and developments.

Traits of the Medior | Expert

Mastery: • Has progressed. Independently applies the most important methods and techniques within assignments and projects. • Has problem insight: comes up with the right explanations and solutions. • Sees coherence between one's own work, the assignment and the customer's request. • Works independently on assignments with a limited scope, impact and risk of failure. • Is active in discovering how methods and techniques can be applied in different situations.

Autonomy: • Methodically analyzes the question or assignment. Chooses the right approach. • Oversees the execution of the assignment. Understands what results are expected and works towards them in a structured and planned manner. • Dares to take on challenging assignments to learn from them. • Is ambitious, independent and focused on improving their own performance. • Can realize own projects on time and with good quality.

Impact: • Can collaborate with colleagues within assignments towards the same goal. • Approaches others easily, asks critical questions, is open to feedback, and is eager to learn. • Can easily deal with conflicting interests. • Understands the message, information and assignment from customers and colleagues and acts accordingly. • Can deal well with the emotions of others with whom they consult and collaborate.

Ownership: • Is successful in assignments that are carried out independently. • The results testify to a correct methodical approach. • Independently and systematically achieves the results that have been determined and recorded in advance. • Feels responsible for the end result and intervenes when there is a risk of not being met.

Traits of the Core | Expert

Mastery: • Has the relevant theoretical knowledge in the field for tackling regular assignments. • Oversees the scope of a wide range of assignments or projects. Organizes own work and sets the right priorities. • Oversees the impact of the assignments on other processes and systems and adjusts the approach accordingly. • Manages various roles (commercial, project management, etc.). • Keeps up with the latest developments in the field and visibly applies the knowledge.

Autonomy: • Chooses the most efficient or most effective solutions and makes the right trade-off between the two. • Provides complete and well-founded advice by independently conducting methodical research. • Is proactive: recognizes impending problems and takes measures to prevent them and uses their influence to do so. • Has control so that everyone involved works together efficiently. • Works in a planned and structured manner on a wide variety of concrete assignments so that the agreed objectives are achieved.

Impact: • Convincingly presents points of view that demonstrate expertise. • Shares knowledge with team members and colleagues so that collective performance improves. • Takes corrective action towards colleagues if matters do not meet the desired professionalism. • Deals professionally with the interests of third parties, even if they are contrary to your own or company interests. • Consults adequately about tasks and division of roles with others, which leads to an effective and efficient approach to the assignment.

Ownership: • Successfully manages difficult and complex projects or assignments. The results testify to a concrete methodical approach. • Is self-critical and ensures that the quality meets the standards set for it. • Is persistent: takes full responsibility for realizing all requirements set for the assignment. • Can act decisively in difficult situations. • Demonstrate ownership of the assignment. Takes responsibility for the approach, the process and the end results.

Traits of the Master | Expert

Mastery: • Is an expert in the field: stands out above colleagues in terms of knowledge. • Can carry out the most complex, technical assignments. • Has a helicopter view: examines versatile problems, oversees the range of solutions and chooses the best one. • Oversees the consequences that solutions and decisions have for policy. Issues advice on this. • Exudes seniority: commands special respect from customers and colleagues through knowledge and expertise. • Solutions, advice and decisions demonstrate authoritative knowledge and insight. • Brings in new knowledge from outside the organization. Takes the team's expertise to a higher level.

Autonomy: • Has an exceptional willpower to distinguish themselves in terms of expertise, causing others to grant them authority. • Makes the right decisions in very complex, multi-faceted problems. • Their advice has an impact on policy. • Can implement new policies within the organizational unit. • Brings focus/unity between different processes, systems, methods or working methods from a higher problem-solving level.

Impact: • Coaches less expert colleagues and is perceived as a good coach. • Because of their authority, they are sought and found by policymakers and asked for advice. • Has developed a natural need to share or transfer broad knowledge and experience to others. • Dares to act decisively towards their own team or customers. Speaks to the team constructively so that cooperation improves. • Bundles acquired information and uses it to improve processes structurally.

Ownership: • Is continuously working on further optimizing the processes for which he is responsible. • Takes responsibility for the team's results. • Ensures work processes in such a way that there is a 'learning organization'. • Acts as a role model, also (or especially) where the norms and values of the organization are concerned.

Characteristics

Abstract issues, stakeholder management, vision, and making weighted decisions.

Strength and added value of the role

A Connector focuses on their own field and is internally oriented. A Connector solves the how-question. It is the person who ensures the elaboration of this philosophy in department policy, innovation projects and other matters that are necessary to achieve innovations. In IT-terms we would refer to that phase as the functional design: determining specifications or the program of requirements. We also call these design issues. This requires vision, because what works for the others can be completely dysfunctional in your company. What makes it even more difficult is that very diverse stakeholders all have something to say about it. They all need to be convinced.

Key behavioral traits

The Connector has a strong personal vision that is convincingly conveyed, they have conceptual abilities.

Traits of the Junior | Connector

Mastery: • Has relevant theoretical knowledge in the field for approaching operational assignments • Oversees the scope of a wide range of operational assignments or projects. • Organizes own work and sets the right priorities • Actively keeps track of new developments in the field and visibly applies that knowledge • Masters various roles and thus increases their performance

Autonomy: • Can be widely and fully deployed to solve a wide variety of mainly operational problems • Has convincing control, so that everyone involved works together efficiently to achieve the intended result • Recognizes the interests of stakeholders and acts accordingly • Provides complete and well-founded advice by methodically examining information • Chooses the most efficient or effective solutions and makes the right trade-off between the two

Impact: • Gives convincing presentations that demonstrate expertise • Deals professionally with the interests of third parties, even if they are contrary to your own or company's interests • Takes corrective action towards colleagues if matters do not meet the desired professionalism • Is committed to the team result, knows the interests at stake and puts their own aside if necessary • Knows how to convince stakeholders effectively. Has a good sense of timing when other parties need to be involved to achieve the goal

Ownership: • Ensures that systems, customer relationships or processes function or produce more efficiently or better in difficult, complex situations • Is self-aware: knows what they can do and where their limits are. Remains in control of the situation • Is decisive • Can act flexibly in difficult situations • Is self-critical • Is persistent: takes full responsibility for achieving the end result

Traits of the Medior | Connector

Mastery: • Has fully mastered the theoretical foundations of the field and can apply them independently and convincingly • Has political sensitivity: oversees all interests, even those that are invisible, and anticipates them successfully • Distinguishes between 'wild', unrealistic ideas and a vision that makes sense and contributes to the solution of complex, conceptual problems. • Has vision: makes the right considerations, comes up with good arguments, has a feeling for the correct prioritization of matters • Determines the right priorities within a strategic process that leads to the solution of an issue

Autonomy: • Set the right course for policy issues or strategic projects, taking into account the interests at stake • Takes the helm of strategic projects or conceptual research with conviction • Effectively exposes the question behind the question • Acts convincingly and decisively and thus gains the trust of management, customers and colleagues • Unites opposing interests in such a way that parties can agree

Impact: • Has sufficient argumentative power to include decision-makers in advice • Searches and finds strategic decision makers to create support • Knows how to mobilize and motivate others so that they make their contribution on time • Knows how commitment can be obtained for advice and proposals so that the goal is achieved

Ownership: • Realizes expectations about the end result of strategic projects or research • Demonstrate ownership of the assignment by taking initiative and responsibility for the end result • Independently carries out less complex assignments and projects with an emphasis on research, advice or implementation • Intervenes if a process threatens to stagnate or will not meet expectations • Makes the right assessment in complex situations with regard to interests, expectations, and preconditions

Traits of the Core | Connector

Mastery: • Masters all relevant professional, and methodological instruments in the field and applies this successfully in abstract problem situations • Has political sensitivity: knows how administrative interests intertwine and how to find a way that leads to consensus and support • Overviews the big picture • Explains developments by placing them in a strategic framework • Follows and knows the most important (scientific) developments in the field and applies them

Autonomy: • Has vision: makes the right decisions so that others agree with the approach to complex projects, assignments and research. • Conducts theoretical research that leads to a targeted approach and implementation of complex policy issues • Translates strategic objectives and themes into business processes. Makes decisions based on a clear and convincing vision • Switches easily and flexibly between solutions so that agreement is reached • Sets clear objectives for themselves and the team and structures the path to achieving them through: a plan of action.

Impact: • Has a convincing vision and approach to implementation issues so that proposals are accepted • Adequately structures collaboration between departments and business processes, both internally and with external parties • Effectively steers others towards their vision and approach. • Addresses others effectively about the quality of their contributions • Unites the interests of key stakeholders to achieve consensus on objectives

Ownership: • Is visible. Brings the 'ship' to the other side independently • Independently carries out abstract, complex projects with administrative stakeholders • Uses influence in a timely, convincing and effective manner to adjust process design or objectives • Exudes confidence in the end result, causing others to believe in the correctness of the chosen path • Demonstrate a sense of ownership by taking full responsibility for the approach, process and end results

Traits of the Master | Connector

Mastery: • Is a sought-after authority in the field • Breaks away from professional certainties by taking the perspective of the organization for advice • Has full insight into the strategic themes at a business level, can accurately assess the consequences for the professional agenda and the team's program • Exudes seniority: is experienced as an authority and role model within and outside the organization • Takes the team's expertise to a higher level through intensive contributions to scientific insights

Autonomy: • Has internalized the strategic vision of the organization. This means it is not reactive or problem-solving but provides direction in the form of programs or roadmaps. • Has a decisive influence on strategic decision-making processes that concern the area of interest • Oversees strategy and implementation: sees discrepancies and intervenes successfully • Successfully implements multi-year change processes. Acts as program manager. • Safeguards the methods and instruments used so that continuity is secured

Impact: • Has shifted their role to the tactical management of colleagues/projects, which means they are more at a distance • Has built a close and confidential relationship with key colleagues. • Coaches team members on the interests that play a role at a strategic level. Place them in the shelter so that they can do their work undisturbed • Knows how to provide sufficient counterplay to realize their agenda/program. • Has developed a strong network from which strategic advantage is gained

Ownership: • Makes its mark on strategic initiatives that need to get off the ground • Is an example for others. As an authority, it is the guardian of norms and values. • Demonstrates responsibility for the results of team members • Takes on important strategic responsibilities. • Set the course independently, using theoretical models

Characteristics

Managing change, coherence between business processes, new proposition/ business development, managing Connectors

Strenght and added value of the role

The Luminary has the ability to inspire others with their own unique view of reality. In this way he shows customers and colleagues the way in new directions. These are fundamental changes that are necessary to ensure the continuity of the organization. A Luminary is concerned with issues such as: 'Which product-market combinations are interesting for us?', 'Which themes should take shape in the coming years?' and, by extension: 'Which products, instruments or business processes have do we need?'. A Luminary takes changes in the market into account and responds to them by developing and implementing new models.

The Luminary tackles major themes within their own field. The Luminary defines the themes and shapes the business process or instrument so that the theme ensures the desired change within the entire organization.

Key behavioral traits

The Luminary is inspiring, directing or managing, has power of persuasion is able to get others on board, has entrepreneurial ability.

Traits of the Medior Luminary

Mastery: • Is an absolute authority. The models, concepts and programs are so distinctive and innovative that they determine competitiveness • Is completely absorbed in the work, making the vision part of the personality • Shapes the business model together with other Luminarys. • Provides innovative models, concepts and programs that prepare the organization for the future • Sees which fundamental changes are necessary for continuity. • Designs fundamentally new concepts that are accepted • Exudes seniority. Is perceived internally and externally as an outspoken authority

Autonomy: • Successfully develops models and concepts and initiates programs that have company-wide impact • Brings knowledge and experience with strategic developments into innovative concepts. • Is far ahead of the troops in terms of mission and vision. • Advises on the right business model to keep in touch with market developments • IS a player at a high managerial level: has a decisive influence on strategic decision-making processes. • Is constantly in demand because of the ability to think about major changes

Impact: • Is a full-fledged discussion partner regarding entrepreneurial issues. • Inspires and takes others on a successful journey • Leaves their mark on the decision-making of Luminarys, Navigators and Chess-player. Has built a close relationship with them • Regularly draws the attention of potential target groups and customers through presentations and media • Successfully acts as a program manager for leading major change projects • Successfully builds a large network of relationships

Ownership: • Is driven and, from there initiates new product market combinations, business lines, platforms, etc. • Is an inspiring colleague for the Luminary, Navigator, and Chess-player • Initiates the formation of ideas around fundamental business development • Takes responsibility for its own programs and their results • Is a pioneer in the field

Traits of the Core Luminary

Mastery: • Determines the models, platforms, etc. for the area of interest within the organization for organizational change, fundamental research and building distinctive capacity (branding). • Integrates other disciplines within their vision. This shows entrepreneurial ability • Has a clear and inspiring vision of fundamental changes in the organization for the next 2 to 3 years. • Defines the programs, roadmaps, etc. that mark the way to the destination for Connectors within the team • Has innovative concepts that determine the distinctive character of the organization. Provides guidance to the colleagues in Connector and Expert positions in the team. • Takes responsibility for the expertise development of the team. So that the concepts are understood, understood and applied

Autonomy: • Is visionary: Brings coherence between similar business processes. • Conducts leading research into principles within the field. • Defines inspiring strategic objectives so that they provide guidance for the Connectors in the team • Recognizes the consequences of change processes for the organization: has an eye for the undercurrent, makes it transparent and open to discussion • Converts their vision on changes into a distinctive business and innovation plan

Impact: • Shapes the business model together with other Luminarys. Sees what interests are at stake and integrates them into policy • Has persuasive power to get others involved in a fundamental change process. • Conveys the 'destination' clearly, inspiring and credible to others, allowing them to join you on the journey • As a 'business case manager', successfully leads multidisciplinary teams with important innovation objectives. • Maintains intensive contact with important stakeholders and customers, leading to structural cooperation • Focuses on the collective. Achieves growth and higher returns for the organization

Ownership: • Inspires with new concepts. • Is a magnet that Connectors want to work for • Start new business or expand existing ones • Takes responsibility for the team's results • Takes the strategic development of the business as a starting point for personal development

Traits of the Master Luminary

Mastery: • Has 'detached' from the field of expertise, which means they places their vision in a different, company-wide framework. • Has a major impact on the distinctiveness of the organisation, because it knows how to connect multiple teams of Connectors in terms of content • Has insight into how the market is changing and translates this into important themes that move the organization forward. • Is asked with their teams internally and externally to solve fundamental problems that affect the company as a whole and on which continuity depends • Takes responsibility for the competence and career development of its teams.

Autonomy: • Has a strong vision for the future for their teams and the company: sees and initiates promising new business and takes important initiatives • Analyzes issues from a multi-year future perspective. What steps need to be taken to reach the 'next level' • Develops strategic themes and successfully realizes comprehensive concepts using Connectors • Has authority: provides effective counteraction to senior management to realize its strategic agenda or programs • Draws up business cases for multi-year, multidisciplinary projects and receives approval for them

Impact: • Provides inspiring and successful leadership to fundamental projects in which various disciplines must be integrated. • Successfully coaches Connectors on their behavior, problem insight and contributions to the business result • Sets standards for the behavior of colleagues. • Has created a large network internally and externally with important and influential people ultimately responsible • Initiates and assumes responsibility for setting up structural collaborations with partner organizations

Ownership: • Achieves growth and higher returns through business development. • Is driven and focused on conversion and expansion of existing business. • Has a decisive influence on the entire business model or takes responsibility for it • Integrates all business processes into a successful organization. • Manages an independent company or extensive business unit to the desired results • Takes responsibility for the results of strategic teams within the area of interest that focus on various specialisms • Acts as a figurehead for the organization. • Always puts the company's interests first • Has integrity • Uses power responsibly

Navigators have the ability to bring different business processes together in a successful business model. The company mainly focusses on one product-market combination that is composed of various operational processes (Realization). It doesn’t matter whether this is a production company that focuses on operational excellence (Organiser in the lead) or a service provider which offers tailor-made solutions (Expert in the lead). The Navigator ensures that the result objectives are met with the agreed quality criteria. Ideally therefore the Navigator is a natural manager who has structured things well.

Traits of the Medior Navigator

The key concepts for a Medior are independence and discovery. The Medior has been found suitable to operate independently at the level for which they were hired. They have shown in an earlier phase to agree with the organisation's working methods and the associated working discipline. They can work on an assignment independently. Within those boundaries, the Medior will now look for the best way to shape their knowledge and insights. He will try out different styles and test them with more experienced colleagues or co-workers in other disciplines. He will talk with them about insights, techniques and developments.

The Medior is interested in other people's positions within their work area and the impact they have on their own work. He can now clearly indicate where that impact is and where can be benefited from synergy. He has become convinced that (interdisciplinary) cooperation will lead to better results. In short, by really listening to other people, he will realize more and more what he is doing. The Medior will also actively search for partnerships in order to showcase themselves as a person with their own ideas. Gradually, this leads to them being recognized and acknowledged by their environment, and their co-workers will ask for them and work with them.

Traits of the Core Navigator

The key concepts for the Core person are versatility, maintaining control and proactivity. Versatility relates to the large diversity of problems that the Core person can assess, indicate or diagnose and translate into the right approach for the presented issue. Versatility also has to do with the broad employability of the officer within their own discipline, even when he is considered to be a specialist. And finally, versatility relates to the process, the chain and the playing field in which they operate. This means that the officer does not only focus on the specific case at hand (product, customer or client), but also on the entire environment that influences the causes of the issue or the final result. Maintaining control over the process directly relates to this. Maintaining control means that the officer has complete control over the final result. To be able to do this, the officer needs to have a proactive attitude, anticipate matters and developments before they lead to insurmountable problems. The Core level also means that the officer has completed a full educational program in their area of expertise.

Traits of the Master Navigator

The key concepts for the Master officer are focus, multicausality, and business development. Focus means to achieve cohesion between several directions to a solution that together from the approach to a problem that is related to business in one way or another. Within their area of expertise, a Master has reached the end of their learning curve. That area of expertise focuses on optimizing similar systems, processes and projects. He has made the last, ultimate step that enables them to analyze matters on a problem-solving level that is higher than that of their colleagues.

The Master officer oversees the entire spectrum of possibilities, notices touching points with other subjects and developments that are taking place and brings them all together. That is also what we call focus. That is why the Master needs to know about all the ins and outs of their specialty, why he has to have the experience and why he needs to be interested in new developments that are taking place in their area of expertise and how they are applicable to their organization. In other words: he can apply the knowledge of their area of expertise in a broader sense than their colleagues are able to. The Master officer will handle the most difficult problems, even those that lack policy or where the policy is insufficient. Because of their approach and the consequent solutions, he can influence that policy.In that sense, we talk about business development.

The Chess-player leads a concern or a company that is composed of several Product Market Combinations (PMCs). The Chess-player manages the portfolio. Chess-players lead organizations that don’t focus their primary process on realization but on creation. In these cases, we talk about professional services and product leadership. These companies rely heavily on the thinking power of Professionals and Generalists, which are present in large numbers. The Chess-player monitors the balance between what is necessary for continuity in the future and the issues that need to be addressed throughout the company. These are issues that are related to changes that are so fundamental and comprehensive that they need a very long time before they are embedded in the organization.

The key concepts for the Core officer are versatility, maintaining control and proactivity. Versatility relates to the large diversity of problems that the Core officer can assess, indicate or diagnose and translate into the right approach for the presented issue. Versatility also has to do with the broad employability of the officer within their own discipline, even when he is considered to be a specialist. And finally, versatility relates to the process, the chain and the playing field in which they operate. This means that the officer does not only focus on the specific case at hand (product, customer or client), but also on the entire environment that influences the causes of the issue or the final result. Maintaining control over the process directly relates to this. Maintaining control means that the officer has complete control over the final result. To be able to do this, the officer needs to have a proactive attitude and anticipate matters and developments before they lead to insurmountable problems. The Core level also means that the officer has completed a full educational program in their area of expertise.