EXAMPLE BEHAVIORS CFE

ACHIEVING BUSINESS RESULTS

Results based on business accountabilities for the job and annual goals related to specific business initiatives.
UNSATISFACTORY INCONSISTENT SUCCESSFUL HIGHLY SUCCESSFUL EXCEPTIONAL
0 – 5% 10 – 20% 50 – 75% 10 – 20% 0 – 5%
Continually focuses team on
Establishes goals, monitors progress
Goal & Timeline

deliverables and results. Always achieves goals

Accomplishes most, but not toward them, and achieves them.
Often misses deadlines. Achieves most goals before before expected deadline.
Driven

all goals by deadline. Demonstrates a sense of urgency to

Does not follow up on expected deadline. Planning expert: often
Shows lack of urgency for reach goals on time.
required actions. Able to adjust quickly and assigned to lead complex
time or task. Establishes project plans with clear
attains goals despite adverse projects.
timelines and related deliverables.
circumstances.
Work frequently contains
Work occasionally contains Results are notable for the Known for producing
Quality
Results

errors. Pushes for results to Achieves quality results.

errors or doesn't meet high quality. Work rarely superior, error-free results.
the point of alienating
quality standards. contains errors.
others.
Demonstrates skill gaps in Able to effectively perform
Demonstrates mastery of
one or more critical areas of most job tasks, but Regularly assists other team
Knowledge

all areas of the job.

the job. demonstrates a few skill Demonstrates the technical skills and members and seen as a
Business or Technical
Requires a great deal of gaps. Nike knowledge necessary for the job. resource by others.
Expert: consulted during
direction to accomplish Lacks proficiency to assist Called upon to teach.
major business decisions.
required tasks. team members.
Frequently disorganized. Sometimes disorganized. Extraordinarily organized,
Independently and effectively handles
Gets lost in details and does Unable to prioritize Adept at changing priorities master of time
Efficiency

multiple competing priorities and makes

not follow through on independently. as situation demands. management. Makes it
good use of resources (e.g., time, people,
commitments. Spends too Not able to stay within Recommends and helps look easy. Able to
money)
much time on low priority budget. implement cost saving ideas. accomplish significantly
projects. more than co-workers.
Prefers the status quo.
Unable to learn or grasp Incredibly innovative.
Needs to be pushed to try Creatively solves problems and seeks Seeks opportunities to
new concepts. Resists Break-through thinking and
Innovation

something new. better ways to do things. Exercises a explore different solutions.

things that are new or new ideas add significant
Tends to rely on what is willingness to learn. Appropriately Creative approaches result in
different. Has tunnel vision value.
easy or in place in terms of challenges the status quo. new processes or products
– only considers one way to
developing solutions to that save time and money.
do an assignment or task.
problems.

Note: If an employee has been at Nike for less than three months of the fiscal year (hired between March 1 and May 31) the employee will be considered “TOO NEW TO RATE.”

1/5
 EXAMPLE BEHAVIORS CFE

Creating Team Success: TEAM PLAYER

Effectively perform your role on the team; Maintain collaborative working relationships; Be a positive influence.
UNSATISFACTORY INCONSISTENT SUCCESSFUL HIGHLY SUCCESSFUL EXCEPTIONAL
0 – 5% 10 – 20% 50 – 75% 10 – 20% 0 – 5%
Treats others with respect. Tactful,
Collaboratio
n & Respect

Usually treats others with Goes out of way to include Amazingly tactful and able
Often rude or overly blunt. considerate and honest with all team
respect. May not others. Provides forums in to deal effectively with very
Demonstrates disruptive or members. Maintains collaborative
demonstrate openness to which all members can difficult individuals and
undermining behavior. working relationships and involves
others' input. contribute. emotional situations.
stakeholders appropriately.
Frequently reinforces and
Often negative about the Positive influence on team. Finds unique, unexpected
Reactive response to recognizes contributions of
Positive
Impact

work and the team. Speaks enthusiastically about the work ways to energize the team,
problems. Trails the group others. Continually points out
Not welcoming or and the team. celebrate accomplishments
in responding to challenges. opportunities rather than
approachable. Personable and approachable. and help others succeed.
challenges.
Makes assumptions and
Responsibilit

Inappropriately blames Readily accepts personal responsibility. Always accepts responsibility

Personal

draws conclusions that

others for problems or Delivers on commitments. Usually on for mistakes and shares credit
negatively impact others. Extraordinarily dependable.
y

failures. time and respectful of other’s time. with the team for a job well
Not always respectful of
Frequently late or absent. done.
other’s time.
Frequently volunteers to help
Unwilling to be flexible in
Articulates support for Demonstrates flexibility. Shows others or takes on additional Demonstrate leadership
order to support others or
Flexibility

change, but may challenge willingness to work on different tasks as projects when there may be a during times of change by
the team. Not able to move
more than necessary or needed. need. establishing temporary
forward in ambiguous
demonstrate anxiety or Able to work effectively in changing, Maintains calm composure procedures or unique
situations.
stress. ambiguous situations. under stress. Helps others approaches to situations.
accept change.
Sought after to perform
Offers break-through ideas
Rarely speaks up or offer special assignments due to
Actively participates by sharing and innovations that
suggestions. Withholds Usually does not speak up strong results and follow-
Initiative

information, offering suggestions and increase team efficiencies

information that would help or offer suggestions. through. Models a sense of
taking initiative to get things done. and effectiveness. Takes on
the group. Often does not In many situations waits to urgency to help push team
Doesn’t wait to be told what to do or significant additional work
follow through on be told what to do. toward action and brings
when to do it. in order to support the
commitments. people together to solve
team.
problems.

Note: If an employee has been at Nike for less than three months of the fiscal year (hired between March 1 and May 31) the employee will be considered “TOO NEW TO RATE.”

2/5
 EXAMPLE BEHAVIORS CFE

Creating Team Success: EFFECTIVE COMMUNICATOR

Demonstrate communication skills; Actively listen; Seek Information.
UNSATISFACTORY INCONSISTENT SUCCESSFUL HIGHLY SUCCESSFUL EXCEPTIONAL
0 – 5% 10 – 20% 50 – 75% 10 – 20% 0 – 5%
Particularly skillful at adapting
Verbal communication is clear, concise Captivating communicator.
Avoids in-person Appears uncomfortable in communication style to meet
and effectively conveys intended Compelling use of story telling
Verbal

communication. casual conversations. other’s needs.

message. and humor to engage others.
Intended message is often Intended message is Effectively uses examples and
Comfortable and approachable in casual
unclear. sometimes unclear. metaphors to convey a
conversation.
message.
Written communication is clear, concise Writing grabs people’s
Written communications Master level writer;
Poor organization or and effectively conveys intended attention.
Written

are overly blunt, rude or frequently called upon to

rambling ideas detract from message. Use of style, format and
not easy to understand. write or review critical
intended message. language significantly
correspondence.
enhances message.
Sometimes makes
Reacts defensively to Listens well. Asks questions for Paraphrases, asks good
Listening

assumptions or Regarded as great listener.

feedback. clarification. Body language is open. questions, and accurately
misunderstands Highly coachable and always
Interrupts others, does not Demonstrates curiosity and seeks to summarizes to always confirm
information and does not open to feedback.
listen. understand. understanding.
ask clarifying questions.
Selfish point of view, not Ensures all key stakeholders
Sometimes lacks conviction Articulates a clear point of view.
Influence

able to demonstrate how are informed and in Amazingly persuasive. Always

or impact. Presents ideas logically and persuasively.
ideas or suggestions would agreement. able to influence others to
Sometimes neglects to Able to influence others to accept or
enhance group goals. Artfully overcomes strong take most beneficial action.
inform key stakeholders. include ideas and suggestions.
objections of others..
Sometimes unprepared for Effective group presentation skills. Delivers creative Masterful presenter;
Presentation

Presentation materials presentations or audience Develops quality presentation materials presentations that engage frequently called upon to
unorganized or poor questions. and skillfully uses a variety of audience and have impact. present to others.
Skills

quality. Often unprepared. Delivery uninteresting - presentation technologies and Use visuals, story telling and Very adept at handling
monotonous style, overly techniques. Able to field audience humor to significantly challenging questions.
technical, lack conviction. questions. enhance presentation.
Effectively manages conflict. Seeks Proactively brings people
Ignores issues that Highly effective at mediating
Resolve
Conflict

Does not address issues in a mutually beneficial solutions. together to resolve issues.
negatively impact the conflict and handling complex
timely manner. Gains consensus and collaboration to Deals effectively with very
success of the team. emotional issues.
resolve issues. difficult or emotional issues.

Note: If an employee has been at Nike for less than three months of the fiscal year (hired between March 1 and May 31) the employee will be considered “TOO NEW TO RATE.”

3/5
 EXAMPLE BEHAVIORS CFE

Creating Team Success: TEAM LEADER

Share team goals; Build a diverse, well-balanced team; Create an effective work environment.
UNSATISFACTORY INCONSISTENT SUCCESSFUL HIGHLY SUCCESSFUL EXCEPTIONAL
0 – 5% 10 – 20% 50 – 75% 10 – 20% 0 – 5%
Provides little or no
Not effective at sharing Build energy, excitement and Team members are uniquely
Share Team Goals

communication of Sets and communicates team

departmental or corporate sense of urgency within the and thoroughly connected to
departmental or corporate purpose/goals and individual roles by
goals and/or linking the team. team goals and progress.
goals. Team members do June 1. Ensures alignment between
work of the team to them. Uses highly collaborative Team has a clear connection
not demonstrate an individual and team goals.
May project a lack of process to set team goals and and makes a genuine
understanding of how Monitors progress and shares results
support for corporate create commitment and contribution to departmental
their work contributes to with team.
initiatives/events. engagement. and corporate goals.
big picture.
Does not always display the
appropriate sense of Uses competency-based selection
Build Diverse Team

Is patient when filling a

Only hires employees s/he urgency and follow-through process to fill team vacancies.
vacancy to ensure diverse Continually finds ways to
already know. Narrow to ensure team is fully Leverages individuals' strengths and
hiring pool. Sees and reinforce and deepen the
interpretation of "NIKE staffed. development goals when assigning work
acknowledges own biases and team's understanding of the
fit," limits diversity in team Sometimes assigns work and projects.
doesn't allow them to impact business case for diversity.
composition. inappropriately due to poor Demonstrates understanding of the
decision-making.
assessment of employee positive impact of a highly diverse team.
talents.
So focused on business Creates an atmosphere in
Effective Work

Style encourages results, does not see signs Encourages a team atmosphere by Finds creative ways to engage which team members love to
Environment

unhealthy competition that the team is faltering. fostering inclusion, open communication team members who might come to work.
rather than collaboration. Pays little attention to and effective team decision-making prefer to sit on the sidelines. Always balances needs of the
Rarely recognizes and issues of morale or process. Recognizes and rewards team Devotes time and resources business with needs of
rewards team successes. inclusion. successes. to team building activities. employees. Engenders high
commitment and trust.
Meetings are often
Conducts purposeful meetings that are Skillfully uses his/her
Management

Meetings frequently lack disorganized and/or Is known for lively, productive

Meeting

well planned, with clear agendas. Makes understanding of group

direction and an outcome. unproductive. Does not meetings. Participants leave
optimal use of meeting time. Facilitates dynamics to surface hidden
Overly dominates group manage agenda or feeling energized and
participation of all team members. Starts agendas and to keep the
discussions. discussion. Fills up time just inspired.
on time. Ends on time. meeting on topic.
to fill up time.

Note: If an employee has been at Nike for less than three months of the fiscal year (hired between March 1 and May 31) the employee will be considered “TOO NEW TO RATE.”

4/5
EXAMPLE BEHAVIORS CFE

Creating Team Success: MANAGING OTHERS

Clarify expectations; Provide on-going feedback; Develop employees.
UNSATISFACTORY INCONSISTENT SUCCESSFUL HIGHLY SUCCESSFUL EXCEPTIONAL
0 – 5% 10 – 20% 50 – 75% 10 – 20% 0 – 5%
Clarifies employee goals, performance Regularly refers to goals
Does not take an active standards and expectations and insures throughout the year and
Is known as leader of teams
Goal Setting

role in goal setting. Employee goals are not they understand connection to collaborates with employees
that consistently set and
Does not inform specific or measurable. departmental and corporate goals. to ensure they are on track
achieve aggressive but
employees when there are Does not complete goal Completes goal setting by June 30 (within with goals.
realistic goals that support
significant changes in setting by June 30. 60 days for new hires) and ensures goals Appropriately uses stretch
business objectives.
performance expectations. are adjusted as needed throughout the goals to inspire and challenge
year. employees.
Reluctant to delegate work
Delegates work without to others, tries to do it all Extraordinarily aware of each
Delegation

Skillfully uses delegation as a

giving instructions or alone or assigns work Delegates appropriately to enable others team members' potential and
tool to develop and motivate
context. Passes off own inappropriately due to poor to assume responsibility and authority. delegates work to maximize
others.
work inappropriately. assessment of employee team success.
talents.
Viewed as having biased Frequently allows busy Meets regularly with direct reports to Adept at adjusting coaching
judgments and playing schedule to interfere with provide ongoing feedback, coaching and style to each person’s unique Frequently cited as "my all-
favorites. 1:1 meetings with team problem resolution. Recognizes needs. Inspires excellence. time favorite boss" due to
Coaching

Does not address members. employee achievements. Provides Collects feedback from exceptional ability to
performance issues in a Mid-year and year-end CFEs developmental feedback as needed and multiple perspectives and motivate, challenge and
timely and forthright are consistently not redirects marginal performance. uses a calibration process to teach.
manner. completed in a timely Completes mid-year CFEs prior to 1/31 ensure ratings are fair and
manner. and year-end CFEs by 6/30. accurate.
Development plan
Inspires team members to
discussions are sometimes Does not make individual Partners with all direct reports to create Known throughout the
Develop Others

understand and fully leverage

de-motivating; focus is development planning a meaningful Individual Development Plans company for developing
their own values and talents.
only on employee priority - may be delayed or and provide resources and support to talent. Often sought out as a
Facilitates learning
weaknesses. Does not superficial and lack realistic help them develop. Uses on-boarding mentor. Role model through
environment and regularly
provide tools and training development goals. plans for new employees that assure commitment to own
provides learning
employees need to be successful assimilation. development.
opportunities for employees.
successful.

Note: If an employee has been at Nike for less than three months of the fiscal year (hired between March 1 and May 31) the employee will be considered “TOO NEW TO RATE.”

5/5