WHIRLPOOL LEADERSHIP MODEL

LEADERSHIP REQUIREMENTS

Leadership Attributes
Character & Enduring Values Practices and remains committed to Whirlpools set of enduring values
and beliefs: Integrity, Respect, Teamwork, Diversity, and Spirit of Winning. Demonstrates high integrity
and develops organizations with unquestioned levels of integrity--never compromises because of the
pressures of the day. Inspires and earns trust and respect from those they lead. Displays behaviors that
clearly show respect for others and with all their diversity. Puts the companys needs first and practices
teamwork across all boundaries. Strong performance focus as defined by Spirit of Winning
Confidence Demonstrates self-confidence and decisiveness that is sharply distinguished from arrogance
or egotism. Develops confidence in people and entire organizations that leads to responsible risk-taking
and abilities to win
Diversity and Inclusion Creates an engaging environment that leverages everyone's thoughts, beliefs,
ideas, and opinions to achieve optimal results for the Customer and the Company
Thought Leadership Consistently challenges and improves thinking and decision-making processes and
outcomes. Consistently offers out-of-the-box innovative thinking and sophisticated judgments that lead
to results

Leadership Practices
Vision Passionately creates a visioncommunicates that vision persuasively, and aligns an organization
around attainment of that vision. Helps organizations see beyond what is known todayand in the
process accomplishes more than they ever thought possible
Strategy Creates strategies that align and move the organization toward the accomplishment of the
vision
Communications Communicates clearly and with candor with all constituents. Practices active-
listening and 2-way communications in order to enable alignment. Creates an environment that
encourages and expects dialogue and debate
Management Skills Demonstrates effective management skills in order to drive results through others.
Effectively sets priorities, establishes individual and team expectations, facilitates productive meetings,
provides candid feedback, develops people, delegates, and drives accountability
Attracting, Developing & Engaging Talent Attracts, develops, engages and retains top leadership
talent throughout the company. Surrounds her/himself with outstanding talent. Focuses on his/her own
developmental needs
Customer Champion Puts the customer at the center of every process and activity valued by the
customer. Drives growth through relationship-management, innovation, and the effective and efficient
use of resources

Leadership Performance
Extraordinary Results Consistently guides and leads the organization to extraordinary results against
all dimensions of our vision, strategies and balanced scorecard goals
Driver of Change/Transformation Anticipates the future of the business/work and creatively mobilizes
resources to shape the transformation. Spends appropriate energy and resources working with the
organization to drive and create transformation at all levels
WHIRLPOOL LEADERSHIP MODEL
BEHAVIORS AND KEY ACTIONS

I. LEADERSHIP ATTRIBUTES (Who)
A. Character and Enduring Values
Demonstrates integrity
Does the right thing under duress
Pushes back and challenges ideas
Puts organizational needs first
Demonstrates exceptional teamwork
Does what they say they will do
Consistently shows respect and builds trust
Values others ideas asks for their input
Values others time listens well
Shares credit for achievement and successes
Contributes and achieves at an extraordinary level
Embodies a Spirit of Winning
B. Confidence
Demonstrates decisiveness in face of stress
Seeks out complex business challenges
Unaffected by negativity of others
Optimistic about results
Conveys confidence to the organization
Demonstrates and encourages risk taking
Proactively engages with others
Creates organizations that are confident in their abilities to win
Demonstrates passion and provides energy and focus to the organization
C. Diversity and Inclusion
Develops an environment of inclusion which harnesses the power of diversity
Values differences in backgrounds & perspectives
Genuinely understands and appreciates cultural differences and diverse points-of-
view
Demonstrates sensitivity to, and learns from, diverse people and cultures
Respects, encourages and understands power of diversity in the organization
Clearly cares about Whirlpool customers, products and people
Celebrates and encourages diversity as a key driver of innovation
Creates great diverse teams that are inclusive of people with different perspectives
D. Thought Leadership
Consistently adds value with his/her thinking
Improves quality of meetings and decisions through thinking
Demonstrates strategic and big picture thinking
Demonstrates innovative and creative thinking
Consistently challenges the status quo
Engages the best thinking of others
Makes others smarter through his/her participation
Is impressive in his/her intelligence
II. LEADERSHIP PRACTICES (What)
A. Vision
Passionately creates a customer-focused vision which helps the organization see
beyond whats known today
Passionately creates a customer-focused vision which helps the organization
accomplish more than even thought possible
Communicates vision passionately and aligns people toward attainment of the vision
Provides group with a greater sense of purpose
Consistently communicates a set of stretch goals
B. Strategy
Ability to develop strategies that move towards accomplishment
Senses change in the markets with little confirming data
Provides clarity of plans and goals
Reduces complexity of understanding and execution
Comfortable dealing with ambiguity
Translates vision and strategy to action
Executes vision and strategy with speed and sense of urgency




II. LEADERSHIP PRACTICES (What) Continued
C. Communications
Drives communication through the organization
Communicates passionately and persuasively
Articulates ideas clearly
Fosters two-way communication
Actively encourages diverse and multicultural employees to share their best ideas
and perspectives
D. Management Skills
Establishes appropriate individual and team goals and objectives, both performance-
focused and developmental
Follows through to assure achievement of goals and objectives
Effectively delegates responsibilities to others
Consistently provides performance feedback and rewards
Demonstrates effective time management, personally and with others
Consistently runs effective meetings
Effectively manages people and financial resources
Applies innovation tools and principles into his/her management process
Applies ccOPEX tools and principles into his/her management process
E. Attracting, Developing & Engaging Talent
Surrounds him/herself with notably strong talent
People want to work with him/her
People follow him/her from previous jobs
Assembles remarkable teams
Inspires/motivates others to excel
Spends more than a little time mentoring and coaching
People seek him/her out as mentor
Consistently manages out underperformers
His/her people graduate into bigger jobs
Takes ownership of supplying talent for the organization
F. Customer Champion
Demonstrates a clear understanding of customer issues and expectations
Consistently demonstrates passion for the customer
Aligns key processes against customer expectations
Emphasizes the customer when making key decisions and changes
Clearly links each activity to its impact on customer loyalty
Elicits the groups hearts and minds in focusing on the customer
Challenges the organization to put the customer at the center
Creates space time and resources for customer focused initiatives
Encourages and recognizes employees for taking an active role in serving the
customer
Actively supports and sponsors innovation activities
Fosters new ways of thinking and innovative approaches
Ensures processes are aligned to the customer's needs and expectations
III. LEADERSHIP PERFORMANCE (Translating into Performance)
A. Extraordinary Results
Surprisingly good results in each setting
Consistently exceeds expectations
Relative to other good performers, exceptional performance
May have turned around a business or division
Results impact P&L in obvious and meaningful ways
Often overcomes obstacles/barriers to produce results
Obtains cross-functional/enterprise results
B. Driver of Change/Transformation
Drives, versus cooperates with, change
Consistently challenges the status quo
Establishes organizational credibility and followership
Engages cross-functional coalitions to implement change
Has mobilized an organization to embed change
TOP TALENT INDICATORS TOP TALENT DERAILERS

Thought Leadership
Consistently adds value with his/her thinking
Improves quality of meetings and decisions through thinking
Demonstrates strategic and big picture thinking
Demonstrates innovative and creative thinking
Consistently challenges the status quo
Engages the best thinking of others
Makes others smarter through his/her participation
Is impressive in his/her intelligence
Extraordinary Results
Surprisingly good results in each setting
Consistently exceeds expectations
Relative to other good performers, exceptional performance
May have turned around a business or division
Results impact P&L in obvious and meaningful ways
Often overcomes obstacles/barriers to produce results
Obtains cross-functional/enterprise results
Attracting, Developing & Engaging Talent
Surrounds him/herself with notably strong talent
People want to work with him/her
People follow him/her from previous jobs
Assembles remarkable teams
Inspires/motivates others to excel
Spends more than a little time mentoring and coaching
People seek him/her out as mentor
Consistently manages out underperformers
His/her people graduate into bigger jobs
Takes ownership of supplying talent for the organization
Driver of Change/Transformation
Drives, versus cooperates with, change
Consistently challenges the status quo
Establishes organizational credibility and followership
Engages cross-functional coalitions to implement change
Has mobilized an organization to embed change

















Character and Enduring Values
Indicates willingness to compromise Enduring Values if under pressure
Behaves in a way that demonstrates disrespect for diversity
Puts other interests above those of the company
Demonstrates difficulty or disinclination to work in teams
Does not demonstrate empathy or a willingness to be inclusive of others
Confidence
Absence of appropriate self-confidence
Unwilling to step out of ones comfort zone
Is indecisive
Frequently defers to the opinion of others, particularly those in authority
Does not inspire confidence in others
Arrogance
Fails to acknowledge the contribution of others
Diminishes the accomplishments of others relative to his/her own
Holds an inflated view of ones abilities and accomplishments
Management Skills
Underdeveloped repertoire of management skills to drive results through
others
- In particular, this refers to an inability or unwillingness to delegate work to
those reporting to him/her
- General inability to effectively set priorities, establish individual and team
expectations, facilitate productive meetings, provide candid feedback, develop
people, and drive accountability