1. © Knightsbridge Human Capital Management Inc. Leadership Requirements Model

2. © Knightsbridge Human Capital Management Inc. 22 Algonquin’s Future Leadership Requirements Lead Others with Courage & Conviction Build Relationships Internally & Externally Develop & Execute on Strategic Plans Be Passionate about Teaching & Learning STUDENT SUCCESS CaringLearning IntegrityRespect Be Innovative & Entrepreneurial

3. Lead Others with Courage and Conviction Demonstrates an ability to lead people and teams, and displays self-assurance in making decisions and taking actions that balance the best interests of the students, team, organization and its stakeholders. Why is it important? Be the champions for the goals of the College Model the core values of the College (Caring, Learning, Integrity, Respect) in a consistent manner Capitalize on people’s abilities – get the right people in the right roles with the right responsibilities Take the time to mentor and develop staff and demonstrate a commitment to helping people succeed Give honest feedback, speak their mind and respectfully challenge others’ thinking Make difficult (sometimes unpopular) decisions when necessary Have confidence in their own opinions and capabilities Leaders need to: PECDean / DirectorManager / Chair Influences others by promoting and modeling the College values and puts the good of the College above the needs of a specific area Models the College values and helps others understand their importance Models behaviours that align with College values Inspires others to achieve organizational goals by promoting an environment of alignment and trust Fosters team spirit and promotes high team performance Fosters a climate of openness, trust and solidarity among own team Identifies talent that aligns to the needs of the College and strives to ensure that people are in the right roles Accurately appraises the strengths and weaknesses of individuals across multiple teams Accurately appraises team members’ strengths and weaknesses Takes an active role as a coach, mentor and developer of talent Develops and mentors direct reports through regular coaching, career planning and proactive performance management Helps team members develop the abilities needed to excel in their roles Holds others accountable for their performance; delivers timely and constructive feedback Deals directly with non-performance and non- performers across multiple teams; delivers timely and constructive feedback and encourages their managers to also do so Deals directly with non-performance and non- performers within own team; delivers timely and constructive feedback with team members Recognizes outstanding performance and celebrates successes Gives credit and acknowledges performance of colleagues and staff Monitors, acknowledges and celebrates performance of staff Solicits others’ opinions as appropriate and then makes and communicates decisions Accepts team feedback and makes focused decisions; makes decisions even when difficult to do so, such as in ambiguous situations or when all the information is not available Makes difficult decisions with confidence; clearly communicates decisions (both good and bad) Voices personal views instead of those considered politically correct; confident to raise differing views Assesses the risks and strives for bold goals for the future Says what needs to be said, when it needs to be said Adopts the general College directions to the specifics of his/her area Has the confidence to question status quo or assumptions Sample Behaviours

4. Be Passionate about Teaching and Learning Inspires and energizes others to go above and beyond through a passionate belief in the College’s mandate and a genuine curiosity and love of learning. Why is it important? Demonstrates by word and action as unwavering commitment to academic excellence Be passionate about the mandate of the College and always lead with the student in mind Understand the professional practice of teaching Strive to be on the leading edge of knowledge in all areas that impact the College (always ahead of the curve) Be driven by an underlying curiosity and desire to know more about things, people and issues Encourage intellectual curiosity in others Demonstrate a strong work ethic and high level of commitment Leaders need to: PECDean / DirectorManager / Chair Communicates a compelling academic vision for the College and inspires others through his/her passion Generates excitement and commitment for Algonquin’s vision and mandate within the department and with external stakeholders Generates excitement and commitment for Algonquin’s vision and mandate with own team and with external stakeholders Demonstrates an ongoing commitment to understanding the professional practice of the teaching and learning process Is seen to understand and be focused on teaching and learning as well as administration Encourages team to participate in relevant professional development activities Sets the standard of excellence and commitment for their department and the College Demonstrates a strong work ethic and a high level of commitment to the College and its students Demonstrates a concern for working well or surpassing a standard of excellence Always leads with the student in mind Promotes an environment that nurtures innovation across the College and encourages and supports professional development Promotes an environment that nurtures innovation across teams and encourages and supports professional development Encourages innovation in members of own team and creates a positive atmosphere to engage in learning Promotes information sharing and open channels of communication Shares new knowledge, ideas, and opinions and ensures employees have access to information Freely shares knowledge with employees and staff Demonstrates an insatiable curiosity on a broad range of topics and is an expert in one or more areas Is curious about a broad range of topics and is an expert in one or more areas Is curious about a broad range of topics and stays current in own area of expertise Sample Behaviours

5. Build Relationships Internally and Externally Proactively builds and maintains deep relationships, networks and partnerships (internally and externally) and works effectively with others across the College and with local, national and international stakeholders. Why is it important? Proactively identify and manage complex stakeholder needs, internal and external to the College, knowing when to lead and when to follow Collaborate and influence across organizational boundaries Translate and clearly communicate complex concepts and strategies, modifying messaging in line with audience Show open-mindedness to new ideas, approaches and points of view Demonstrate a genuine desire to help or serve others Leaders need to: PECDean / DirectorManager / Chair Maintains a deep and broad professional network outside of the College and encourages staff to maintain and develop their own network Maintains a deep network of external contacts and encourages employees to maintain and develop their own network Maintains a network of relevant external contacts and encourages employees to maintain and develop their own network Acts as an effective ambassador for the College – a public representative Represents the College both internally and within the community in a professional manner Cultivates long-term relationships of trust with internal stakeholders (e.g., faculty, staff, students) and external stakeholders Communicates changing stakeholder needs to internal teams and adapts strategies accordingly Ensures transparency and clear communication with all stakeholders Demonstrates solid listening abilities and a keen understanding of stakeholder needs (internal and external) Provides necessary information and resources to internal teams to ensure commitments to stakeholder are met Consistently follows through on actions and commitments to stakeholders Proactively identifies new stakeholders (internal and external) and leverages existing relationships to create new partnership opportunities Actively seeks out opportunities to partner with peers to champion initiatives internally; develops cross-area relationships and models open two-way communications between teams and individuals Maintains relationships with key contacts in other teams and areas Seeks out and skillfully incorporates alternate views Seeks out and incorporates suggestions and ideas from others Is open-minded when different perspectives are presented Communicates complex ideas in a persuasive and compelling manner Translates and clearly communicates complex concepts to a range of audiences Effectively communicates messages in a clear and timely manner Works proactively to eliminate barriers between areas and to create positive cross-functional dynamics Creates a climate for exchange and collaboration internally Recognizes and acts on opportunities for cross- College collaborative initiatives internally and externally Sample Behaviours

6. Be Innovative and Entrepreneurial Champions innovation and continuous improvement by maintaining an awareness of internal and external trends. Is open-minded and seizes new opportunities that align with the strategic direction of the College. Why is it important? Be forward thinking in understanding the impact of emerging trends on the College See the “big picture” – thinking holistically about the College’s role and impact in the community and the world Nurture risk tolerance in employees Identify and capitalize on promising opportunities, while accurately evaluating and managing risks to the College Be agile and adaptable when pursuing promising opportunities, with a readiness to integrate new information Drive continuous improvement while supporting employees in moving through uncertainty, ambiguity and change Embrace technology and leverage its potential for the good of the College Leaders need to: PECDean / DirectorManager / Chair Anticipates the potential impact of emerging industry and market trends on the College Stays abreast of emerging industry and market trends Stays abreast of current industry and market trends Develops ideas to reshape the businessLinks with external partners to build on each others innovative and entrepreneurial initiatives Explores and implements best practices used by other Colleges and/or industries Challenges current thinking and thinks “outside the box” Challenges current thinking and drives continuous improvement Challenges the status quo, identifies opportunities for improvements and thinks “outside the box” to come up with creative or new ways of meeting operational challenges Demonstrates a willingness to take measured risks and learn from his/her mistakes, also encouraging others to do so Fosters innovation and demonstrates a willingness to take calculated risks and learn from mistakes; encourages/empowers direct reports to make innovative decisions Takes risks and tries new things; learns from mistakes Solicits input from key internal stakeholders (students, faculty, staff) Creates an environment open to diverse perspectives Looks for ways to do things better and assesses different options Mobilizes resources and confidently guides others through change, ambiguity and uncertainty Reinforces change messages across teams and helps others adapt to different ways of doing business Adapts well to change and helps others through the change process Fully leverages technology to help the College stay leading-edge in a demanding and changing environment Looks for new ways to leverage technology to deliver programs and/or services Sample Behaviours

7. Develop and Execute Strategic Plans Proactively builds and implements strategic plans and objectives to create urgency and support for strategy execution, driving the long-term success of the College. Why is it important? Consistently push themselves and others to achieve higher levels of productivity and quality Hold themselves and others accountable for agreed-upon deliverables and measureable outcomes Provide clarity of purpose by prioritizing key goals and actions Make effective and timely decisions, with an ability to mentally “shift gears” quickly Achieve common goals by working cooperatively with others Leaders need to: PECDean / DirectorManager / Chair Sets the vision and strategic direction for the College, with a solid understanding of the challenges and opportunities presented by the College’s external environment Translates vision and strategies into tangible actions and plans Ensures employees have a clear understanding of their role in achieving business goals, and sets benchmarks to measure successes (SMART) Instills a clear sense of purpose that inspires members of the College and diverse stakeholders Motivates teams and individuals by instilling a clear sense of purpose Motivates individuals by instilling a clear sense of purpose Establishes plans for all possible contingencies based on ongoing risk assessment Reassesses priorities in response to additional requests and new initiatives; shows an ability to balance the important with the urgent Sets challenging yet realistic goals and drives a heightened sense of urgency for achieving them Instills a sense of urgency for achieving departmental/ team results Exhibits initiative and a sense of urgency to meet and exceed individual goals Models strategy execution through focus, discipline and timely delivery Applies focus and discipline to ensure plans and objectives are achieved Demonstrates focus and discipline to execute individual and team-based goals Provides necessary resources and removes barriers and obstacles Engages appropriate resources to make timely and effective decisions to effectively execute plans Uses resources intelligently and responsibly with own team to accomplish tasks and projects Takes full accountability for strategic decisions and for the overall performance of the institution Holds teams and individuals accountable for achieving performance goals Holds individuals accountable for achieving performance goals. Uses principles, organizational values and business experience in decision making Involves the right people in making decisions, and leverages relationships and resources to get things done across the organization Takes a fact-based approach to decisions and exercises sound judgment Sample Behaviours