DIFFERENTIATED

DEVELOPMENT JOURNEY

Differentiated Development Journey v1.1 - PAGE 1 -

TABLE OF CONTENTS

SECTION Navigate to the Desired Section:

1 Introduction: Differentiated Development Journey

2 Phases at a Glance

3 Driving Development, Who’s Who

4 70-20-10 Blended Learning Model

5 More on the 20%: Role of Mentors, Coaches, Sponsors

6 30-60-90 Day Checklist

7 Discover Menu

8 Critical Leader Capabilities

9 Develop Menu (by Capability)

10 FAQs

11 Development Plan Thought Starter

Differentiated Development Journey v1.1 - PAGE 2 -

INTRODUCTION
This toolkit was designed to provide associates with the tools and resources to accelerate self-development and
improve managers’ ability to develop others. Included are Goodyear’s Critical Leader Capabilities and suggested
development activities necessary to create a high-impact individual development plan (IDP).

By setting a common standard for behavior and performance for all our associates and linking competencies to
training and development opportunities, we begin the transformation that will help our associates better meet the
complex needs of our consumers and grow in their careers with Goodyear. When our current and aspiring leaders
demonstrate and build on these competencies, we are better equipped to meet our strategic initiatives.

SELF-DEVELOPMENT DEVELOPING OTHERS

Associates should use this toolkit as a roadmap to progress The toolkit can be used to provide direct reports/aspiring
on their development journey. By working through the leaders with a clear understanding of what it takes to
phases, identify your strengths and areas for development succeed in their current role and/or to advance to other
and then determine the training and development actions leadership roles.
that will create the most impact for your desired outcomes.

To maximize the value of this toolkit, spend time in each of the 4 phases and follow these steps.

Associate and Manager Review Toolkit & Assess Need for a Mentor
As a first step, the associate and manager should set up time (ideally, 60 minutes) to meet and review the
STEP
toolkit together. Connect on where the associate is in their development journey now, and where they are
1 headed. Determine and schedule a regular cadence for check-ins moving forward.

Also, discuss the associate’s mentoring needs. Does the associate currently have a mentor or coach who
is actively helping the associate navigate the organization, build new capabilities, and/or grow in their
career? Would the associate benefit from being assigned a new mentor – a leader who will be specifically
selected for the associate, with associate input? The associate will be invited to participate in a mentoring
program and is encouraged to participate if he/she could benefit from a mentor (or an additional mentor).

Spend time in Self-Discovery (pages 10-11)

STEP Everyone can benefit from spending time on building self-awareness, even if well established in your
2 career. Discuss the associate’s level of need for building self-awareness (e.g., strengths, opportunities,
career aspirations, and understanding how others perceive associate) and identify actions to take.

STEP Review the Critical Leader Capabilities (pages 12-21)

Discuss the capabilities most critical for the associate’s current and aspirational roles/leadership levels. In
3 addition, connect the associate to others who can add useful perspective on needed capabilities.

Create an Individual Development Plan (IDP) (pages 26-29)

STEP The associate can create an IDP, aligned with his/her career aspirations and the needs of Goodyear, using
4 the development suggestions in this Toolkit. Alignment with and input from the manager is highly
recommended. Document the IDP in GTMS.

Differentiated Development Journey v1.1 - PAGE 3 -

PHASES AT A GLANCE

PREPARE
This is the first phase of the Differentiated Development Journey. The purpose of this phase
is to inform direct managers and invite associates to focus on their development journey.

It is important that all involved understand the purpose, objectives and expectations of the
journey. Proper onboarding for associates and direct managers will take place during this
phase.

DISCOVER
Depending on where you are in your development journey, you may want to spend more time in
the Self-Discovery phase. During this phase you may engage in various activities which will
enable you to build self-awareness, identify where you want to go and/or areas you might want
to focus on as a part of your development.

This is perhaps the most critical aspect of your development journey. Invest time in an
assessment and/or establish a mentor relationship. You should also update your IDP and
completing your GTMS profile. Pages 10-11 provide more information.

DEVELOP
Review the Critical Leader Capabilities on page 11. Once you have selected 1-2 critical areas of
development, review the develop menu to build a customized development plan. Keep in mind
that the develop menu is not exhaustive, it is indicative, and you may have needs or actions
outside of it. We encourage you and your manager to identify actions that are the most
relevant and meaningful.

SUSTAIN
Development is an on-going, lifelong journey. It’s important to continue to drive a
development mindset as a standard practice. Continue to check-in on progress and reflect on
the outcomes of your development actions.

Differentiated Development Journey v1.1 - PAGE 4 -

70-20-10DEVELOPMENT
DRIVING BLENDED LEARNING APPROACH

Leadership Team Direct Manager

“CHAMPION” “DEVELOPER”

Differentiated
Development
Journey Associate
“DRIVER”

Talent Partner HRBP

“THOUGHT PARTNER” “FACILITATOR”

Direct Manager
“DEVEL
Differentiated Development Journey The associate is in the driver’s seat. They own their development
Associate “Driver” and oversee their career path.

Continuously promotes a culture of development by supporting

Leadership Team “Champion” associate development actively, leading by example and creating
opportunities for networking & visibility.

Direct manager actively supports and ensures a safe

environment for development. The Direct manager coaches and
Direct Manager “Developer”
mentors the associates and helps to remove any developmental
barriers.

HRBPs consult & coach associates and/or managers, in a sense

HRBP “Facilitator” making and enabling the users to adopt and apply the tools and
resources in a practical and meaningful way.

Gathers and provides ideas to provoke thought and action related

Talent Partner “Thought Partner”
to the Differentiated Development Journey.

OPER”

Differentiated Development Journey v1.1 - PAGE 5 -

70-20-10 BLENDED LEARNING MODEL
Goodyear
Goodyearencourages
encouragesthe
the70-20-10
70-20-10blended
blendedlearning
learningmodel
modelasasa aholistic
holisticapproach
approachtotolearning
development.
to maximize
This approach
the impact of
learning through experience, socialization and formal training methods. All aspects are important to addressing
maximizes the impact of learning through experience, socialization, and formal training methods. All aspects are skills
gaps, performance and engagement and when combined can lead to sustained learning.
important to addressing skills gaps, performance, and engagement and when combined can lead to sustained learning.
The Differentiated Development Journey discover and develop menus are designed to provide you options in each of
70% represents learning by doing through experiences and challenging assignments
these
20% areas so you
represents can maximize
learning yourline-manager,
from others: learning too. mentors, experts, coaches, role models
10% represents formal learning such as course, books seminars
70% represents learning by doing through experiences and challenging assignments
20% represents learning from others: line-manager, mentors, experts, coaches, and role models
10% represents formal learning such as courses, and books seminars

As you reach the menu portions of this toolkit, you will notice the development actions are categorized into
70-20-10. The toolkit was designed for you to choose actions from each category to easily adopt the 70-20-10
model, the graphic below represents a high-level examples for each category.

70% LEARN BY DOING

▪ Develop Capabilities in Current Role ▪ Volunteer (Employee Resource Groups,
▪ Apply Formal Learning On-the-Job Outside Organizations)
▪ Cross Functional/Action Learning Projects ▪ Serve on a Community Board
▪ Host a teach-back on one of your 10% ▪ Speak at a Professional Conference
learning actions ▪ Professional Certifications (with
▪ Job Rotations requirements to apply learning on the job)
▪ Career Moves

20% LEARN FROM OTHERS

▪ Coaching and learning from Others ▪ Knowledge Management
▪ Formal and Informal Mentoring ▪ With your team, apply for an industry
▪ Reverse mentor a senior leader recognition or award
▪ Networking Opportunities and Best
Practice Sharing

10% FORMAL LEARNING

▪ Internal and External Formal Training (classroom, e-learning)
▪ Conferences
▪ External Resources (i.e., books, podcasts, articles, case studies)

Differentiated Development Journey v1.1 - PAGE 6 -

MORE ON THE 20%
An effective way to develop competencies and business acumen is through the support of others. Considered “social
learning”, learning through other people helps associates assimilate new skills and enhance development by trying out ideas
and hearing the other’s more experienced view. This social form of learning occurs through everyday conversations with team
members. Associates may also seek the support of mentors, sponsors, and professional coaches. Following are how these
roles differ and how each support and associate’s growth.

ROLE OF A MENTOR, COACH, AND SPONSOR

MENTOR – Tells and Shares COACH – someone who explores answers with
you
▪ Manager or colleagues who have
Coaching is a practice where a professional coach asks
experience you seek
▪ External professionals in your powerful questions to an associate to aid them in decision
network making, committing to actions, and producing results. The
outcome is an action plan that the associate creates to
position themselves to be better equipped to meet
personal objectives, team goals and Goodyear’s business
priorities. Coaching:
COACH – Asks and Evokes
▪ Manager ▪ Involves structured meetings using coaching models
▪ Professional Certified Coach and techniques based around defined goals that are
established with you, your manager and your coach
related to success of the team and the business
▪ Helps you become aware of your choices to achieve
what you really want

SPONSOR – Advocates and ▪ Builds in accountability that you choose and control
Opens Doors Goodyear leverages the GROW™ coaching model for
▪ Prior Managers coaching conversations that associates can have on their
▪ Leaders with whom you have own. Visit Talent Central for coaching resources.
demonstrated deep value and
credibility SPONSOR – someone who talks about you
Sponsors take a deeper role in advocacy for associates by
suggesting opportunities for the associate to be more
MENTOR - someone you talk to visible and further develop expertise. Opportunities may
Supports associates by sharing their experiences, range from new stretch assignments to networking
expertise, or knowledge while reflecting on the opportunities and even consideration for new roles. A
associate’s experiences and questions. The mentee sponsor takes a more directive role in the relationship to
drives the conversations and is responsible for guide the associate in how to develop and how to position
actioning in between sessions. themselves for higher opportunities.

▪ Informal meetings with agenda and discussion ▪ Associate arranges meetings with sponsor
guided by mentee ▪ Associate sets agenda to seek guidance with
▪ Mentee sets goals along the way connections to stretch opportunities and exposure to
roles as they arise

Differentiated Development Journey v1.1 - PAGE 7 -

 30-60-90 DAY CHECKLISTS
□ Associate and their manager have had a development check-in meeting and
established a regular check-in cadence. Managers can use this Guide to
facilitate development conversations.

30
□ Associate and their manager are oriented to the Differentiated
Development Toolkit.
□ Associate has reviewed the Discover Menu and identified actions they
would like to take to enhance self-awareness.
DAYS IN □ Associate has discussed the need for mentoring with their manager
□ Associate has completed their profile in GTMS (internal resume, including
career aspirations).

□ Associate has selected a mentor and scheduled the first meeting.

□ Associate is executing on elements from the Discover Menu.
□ (If ready to move beyond Self-Discovery) Associate has reviewed the Critical

60
Leader Capabilities and the Develop Menu and has completed the following:
□ Chosen one to two areas of initial development focus.
□ Discussed areas of focus and development actions with their
DAYS IN manager.
□ Created an Individual Development Plan (IDP) and documented it in
GTMS.
□ Associate’s HRBP has checked in with the associate.

□ Associate and their manager have regular development check-in meetings.

□ Associate and their manager have created a plan for the associate to build
their network and gain visibility with leaders. Associates can use this guide

90
for informational interviews.
□ (If not completed by 60 days) Associate has reviewed the Critical Leader
Capabilities and the Develop Menu and has completed the following:

DAYS IN □ Chosen one to two areas of initial development focus.

□ Discussed areas of focus and development actions with their
manager.
□ Created an Individual Development Plan (IDP) and documented it in
GTMS.
□ Associate has had at least one, if not two, meetings with mentor.

Differentiated Development Journey v1.1 - PAGE 8 -

DISCOVER MENU
When we see ourselves clearly, we are more confident and more creative. We make sounder decisions, build stronger
relationships, and communicate more effectively. A strong awareness of self can also help to frame the type of role or work
you want to do in the future, which can help guide career development and exploration.

Self-awareness represents how clearly, we see our own values, passions, aspirations, impacts on others, and reactions
(including thoughts, feelings, behaviors, strengths, and opportunities). Internal self-awareness is how we see ourselves.
External self-awareness means we understand how others view us.

Note, ◆ indicates a cost associates with the development action in the Discover and Develop Menus.

FOUNDATIONAL DEVELOPMENT JOURNEY REQUIREMENTS

1 Active Individual
Development Plan (IDP) 2 Updated
GTMS Profile 3 Complete an
Assessment

✓ Completing your GTMS Profile ✓ Assessments help you know your

✓ A career development plan will give
will help to document your strengths and areas for improvement
you ownership over all aspects of your
professional experience and and may even uncover blind spots. In
career.
accomplishments, provide greater the case of a 360 assessment, you will
visibility of your background and also learn how others perceive you.
✓ You will begin to know your strengths
skills to your manager and
and opportunities inside out. You will
leadership team, and assist you in ✓ This increased self-awareness allows
decide on meaningful targets and set a
achieving your career aspirations. you to create a tailored development
realistic plan to meet them.
plan where you can bring your
✓ Make sure to update your Work strengths to the next level and
✓ You will know what you want to Experience, Education, Mobility and develop in important areas of
accomplish and how far you've already Career Aspirations. opportunity.
come.

AVAILABLE KFALP: Self-assessment that identifies leadership potential for development

and decisions using seven key signposts.

ASSESSMENTS
Contact your HRBP to order a KFALP ◆.

Korn Ferry 360: The KF360 is an online feedback system that provides a safe,
convenient way for people to self-assess and receive feedback from others on
their on-the-job skills and abilities.
Contact your HRBP to order a KF360 and review the KF360 FAQ ◆.

Core and Functional Competency Assessment Tools: Competencies describe

the knowledge, skills, and/or abilities required to fulfill job tasks, duties, or
responsibilities. Core and Functional Competency Guides and Self-
Assessment tools are available to help identify strengths and opportunities
and support the development of associates, enabling them to execute more
effectively in role and future roles.
Access the Core Competency Self-Assessment and the Functional
Competencies.

Differentiated Development Journey v1.1 - PAGE 9 -

 DISCOVER MENU

SUGGESTED DEVELOPMENT RESOURCES

These are just a few of the many ways you can actively develop your self-awareness. We encourage you to get creative and
brainstorm other ideas with your manager and team members.

□ BOOK: Get There Faster, Christin DiDonato

□ BOOK: Find Your Why, Simon Sinek

□ BOOK: Strengths Finder, Tom Rath

□ ARTICLE: Define Your Personal Leadership Brand in Five Steps

FORMAL
LEARNING □ ARTICLE: What Self-Awareness Really is and How to Cultivate It

□ E-LEARNING:  Self-Awareness, Authenticity and Leadership |  Developing Your Emotional

Intelligence

□ Mentor Assignment: Mentorship can be a significant part of your overall career success. A strong and
trusted mentor is someone who can provide you career guidance, support your development journey,
and help you remain self-aware. Be sure to have a conversation with your manager about mentoring.
You will receive more information about mentor matching.

□ Mentoring Circle: Get There Faster – Meet with colleagues to share in the process of self-discovery.
Based on the book, Get There Faster by Christine DiDonator, you’ll complete and discuss activities to
LEARN FROM discover what energizes you, live your personal values, envision your future and more. An invitation to
OTHERS join this mentoring circle will be circulated at a later date.

□ Want a broader view of yourself? Seek feedback from more than one source. Ask how others think you
are doing, what they’d like to see you continue or do differently. To learn more about asking for
feedback, consider this e-Learning: Asking for Feedback as an Employee

□ Ask for feedforward. Ask for suggestions for the future (on a skill you would like to develop or a
presentation you are about to deliver). For more information, read the article: Try Feedforward Instead
of Feedback
LEARN FROM
DOING □ Turn blind spots into known opportunities. Blind spots are things you think you’re good at, but others
don’t see it that way. Better to have known and admitted opportunities for development so we can ask
for help, delegate it, or work to develop ourselves. Ask for feedback. Listen. Consider. Adapt.

Differentiated Development Journey v1.1 - PAGE 10 -

CRITICAL LEADER CAPABILITIES
Today our leaders face many challenges including emerging customers, evolving demands, technology/new ways of
working, need for speed/agility, volatility, and uncertainty, and we must stay focused on our current business while pushing
our limits to lead the future of mobility. The road ahead of us looks much different than the road behind us requiring
changes in how we operate.

These critical leader capabilities represent what we believe our leaders need to demonstrate to drive the outcomes we
must deliver today and in the future. In addition to Goodyear’s Core Competencies, there are several leader capabilities that
are important to achieving long-term success.

CRITICAL LEADER CAPABILITIES

Within this toolkit, we will explore each of these critical and important leader capabilities in more depth, including suggested
70/20/10 development actions associated with each. Your job is to leverage these resources to design a meaningful
development plan that meets both the current and future needs of Goodyear, and supports your overall career aspirations.

Differentiated Development Journey v1.1 - PAGE 11 -

 COMMUNICATION & INFLUENCE
DEVELOP MENU

DEFINITION: BEHAVIORS:
Is effective in a variety of communication ▪ Adjusts to fit the audience and the message
settings: one on one, small and large groups, or ▪ Practices active listening
among diverse styles and position levels. Uses ▪ Positions views and arguments appropriately to win support
influence skills and relationships as needed to ▪ Convinces others to take action and can win concessions without
drive desired results. damaging relationships

SUGGESTED DEVELOPMENT RESOURCES

These are just a few of the many ways you can actively develop this capability. We encourage you to get creative
and brainstorm other ideas with your manager and team members.

□ BOOK: Presence: Brining Your Boldest Self to your Biggest Challenges

□ BOOK: Influencer, The New Science of Leading Change

□ E-LEARNING: Communicating with Confidence

□ E-LEARNING: Communicating in the Language of Leadership

FORMAL
LEARNING □ EXTERNAL VIRTUAL COURSE: Case Western Reserve University (CWRU) Influencing at all Levels ◆

□ Join GY’s Toast Masters and commit to participating. You will practice your speaking skills,
persuasiveness and delivering messages clearly and concisely

□ Consider completing a DiSC assessment and workshop with your team to understand different
communication styles. Demonstrate your ability to adjust your communication style based on the
LEARN FROM message, audience and expected outcome ◆
OTHERS

□ Lead or join a team charged with communicating a major change initiative in your function. Conduct an
audience analysis including a Think, Feel, Do Communications Plan. Think carefully about the
challenging messages that need to be conveyed and plan how you will cover them clearly and
succinctly.

□ Create and deliver a presentation on a proposed investment or technology. Be sure to align your
messaging to the audience and be prepared to justify your request.

LEARN FROM □ Volunteer to represent your organization as the keynote speaker or expert panelist at an internal event
DOING (ERG, Team Meeting, etc.)

□ Apply to chair a communications and marketing committee of one of Goodyear’s ERGs

Differentiated Development Journey v1.1 - PAGE 12 -

 BUSINESS ACUMEN
DEVELOP MENU

DEFINITION: BEHAVIORS:
Demonstrates understanding of business and ▪ Describes how business works and how an org. makes money
functional concepts, processes, and practices ▪ Demonstrates a big picture understanding of the business,
required to drive sound decisions that create interrelationships, and priorities
value for your company and our customers. ▪ Evaluates advantages and risks of critical business decisions and
their impact on the entire organization
▪ Utilizes economic, financial, and organizational data to build
business case for major initiatives

SUGGESTED DEVELOPMENT RESOURCES

These are just a few of the many ways you can actively develop this capability. We encourage you to get creative and
brainstorm other ideas with your manager and team members.

□ INTERNAL RESOURCE: The first step to building Business Acumen is to ensure you have a solid
understanding of Goodyear’s Strategy Roadmap

□ BOOK: Seeking the Big Picture: Business Acumen to Build Your Credibility, Career and Company

□ ARTICLE: How to Improve Your Finance Skills (Even if you Hate Numbers)

□ ARTICLE: 10 Podcasts to Help Build Your Business Acumen

FORMAL □ E-LEARNING: Developing Business Acumen
LEARNING
□ EXTERNAL VIRTUAL COURSE: Case Western Reserve University (CWRU) Using Financial Analytics to
Measure Core Business Performance (5 weeks, ~2 hours per week, Sept 15 – Oct 13, 2021) ◆

□ CONNECT WITH YOUR MENTOR: Seek their perspective on the rationale behind different business
decisions, market conditions and corporate initiatives

□ Talk to your manager about building the team’s business acumen during team meetings by inviting
guest speakers from other functions to share their team’s work
□ Join or start a business-focused mentoring circle with members of other functional areas. Include a
discussion on Goodyear’s Connected Business Model. Start by watching Rich Kramer’s Video.
LEARN FROM
OTHERS □ Join a professional group, industry associate, or other external networking group. Seek to understand
how other businesses work. Get their take on the economy and what’s happening in their industries.

□ Participate in or lead a cross-functional project to gain a broader picture of the business. Consider the
views, needs, and concerns of project stakeholders, along with their goals, success measures and
competing priorities.
□ Look for three to five metrics you can use as the key performance indicators for your decision making.
Bring the data into context (e.g., is the organization focused on reducing expenses, expanding service,
supporting growth) and track over time.
LEARN FROM □ Analyze the business from a customer service or operations angle. Shadow a Goodyear sales/retail
DOING colleague or gather feedback from an internal or external customer. Visit a GY plant, attend a Supply
Chain or Operations Townhall.

Differentiated Development Journey v1.1 - PAGE 13 -

 PROJECT MANAGEMENT
DEVELOP MENU

DEFINITION: BEHAVIORS:
Knowledge of effective project management ▪ Describes the key objectives, phases, and deliverables of a current
strategies and tactics and ability to plan, project
organize, monitor, and control projects, ensuring ▪ Uses appropriate project management tools and requirements to
efficient utilization of technical and monitor project progress and status
administrative resources to achieve project ▪ Leverages change management capabilities to support the
objectives. success of the project
▪ Maintains open communication, while building trust and
confidence of project team and stakeholders

SUGGESTED DEVELOPMENT RESOURCES

These are just a few of the many ways you can actively develop this capability. We encourage you to get creative and
brainstorm other ideas with your manager and team members.

□ BOOK: Project Management for the Unofficial Project Manager

□ ARTICLE: The Four Phases of Project Management

□ E-LEARNING: Project Management Foundations

□ E-LEARNING: The Eight Essential People Skills for Project Management

FORMAL □ VIDEOS: Goodyear’s PMO Office Video Courses

LEARNING
□ INTERNAL COURSE: Project Management Fundamentals, offered by GY PMO

□ Gather a peer group or project team to watch a recorded Project Management Community of Practice
session together. Following the recording, discuss reactions and ideas for how you can incorporate
what you learned into the project your leader

□ Host a Best Practice Sharing Session around Project Management and invite someone from the PMO
office to participate
LEARN FROM
OTHERS □ Join an external professional organization that focuses on Project Management

□ Take on a project or assignment that requires collaborative planning with colleagues from various
business units, functions and/or regions and leverage the project management tools from GY’s PMO
Office

□ Assist in developing a project plan including a complete project charter

□ Conduct a lesson learned or after-action review following the completion of a project

LEARN FROM □ With a project team, run through a scenario planning/contingency planning exercise
DOING
□ Conduct “Voice of the Customer Interviews” to gain perspective on a project you’re working on

Differentiated Development Journey v1.1 - PAGE 14 -

 STRATEGIC THINKING
DEVELOP MENU

DEFINITION: BEHAVIORS:
Understands the importance of the “big picture” ▪ Anticipates future trends and implications accurately
and leverages an in-depth understanding of the ▪ Readily poses future scenarios and associated risks and
marketplace, Goodyear’s strategies, technology, consequences
and external factors when developing and ▪ Prepares responses to key marketplace trends, opportunities, and
executing initiatives. vulnerabilities
▪ Recommends ways to position the organization for long-term
competitiveness

SUGGESTED DEVELOPMENT RESOURCES

These are just a few of the many ways you can actively develop this capability. We encourage you to get creative and
brainstorm other ideas with your manager and team members.

□ BOOK: Leading with Strategic Thinking, Aaron Olson & Keith Simerson

□ ARTICLE: How We Do It: Three Executives Reflect on Strategic Decision Making

□ ARTICLE: Zoom In, Zoom Out

□ E-LEARNINGS:  Strategic Thinking |  Strategic Agility |  Critical Thinking for Better Judgement and
FORMAL Decision Making
LEARNING □ VIDEO: What is Strategic Thinking? The Deep Dive Strategic Thinking Framework

□ Spend time with your internal and external stakeholders. Discuss and understand their strategic
initiatives, key business drivers and how they measure success.

□ Conduct a scenario planning exercise with key stakeholders to play out the impacts of strategic
decisions. Discuss your assumptions. Thinking about how the organization could/should respond.

□ Study emerging trends inside and outside your field. Meet with colleagues to discuss how events and
trends may impact your organization’s strategy and how you might capitalize on them.
LEARN FROM
OTHERS □ Get together with colleagues to discuss Strategic Thinking. Use the Ignite Learning Guide to the
started.

□ Lead a project that requires significant strategic thinking. Include a long-term view of the problem
being addressed. Identify the impact of decisions on various segments of the organization.

□ Scan the environment before making a strategic decision. Use scanning frameworks such as a SWOT to
define internal and external factors that share a competitive position in the marketplace.
□ Conduct a Competitor Analysis to know the industry inside and out. Study the competition’s annual
reports, websites, press releases, etc. How is Goodyear positioned compared to them?
LEARN FROM
DOING
□ Consider doing a start, stop, continue exercise to make room for strategic priorities. Gain agreement on
what projects are mission critical vs important vs nice to have. Discontinue projects that are not
essential to driving the business strategy forward.

Differentiated Development Journey v1.1 - PAGE 15 -

 NETWORKING
DEVELOP MENU

DEFINITION: BEHAVIORS:
Understanding of the business value of creating ▪ Identifies the key stakeholders in immediate business
mutually beneficial relationships inside and environment
outside the organization to improve access to ▪ Builds a strong network of relationships that extend influence and
resources and expertise that drive desired impact
outcomes. ▪ Leverages professional relationships inside and outside the
organization that increase the organization’s capabilities
▪ Collaborates with network to generate new ideas and solutions

SUGGESTED DEVELOPMENT RESOURCES

These are just a few of the many ways you can actively develop this capability. We encourage you to get creative and
brainstorm other ideas with your manager and team members.

□ BOOK: The Lost Art of Connecting, Susan McPherson

□ BOOK: The Proximity Principle, Ken Coleman | Use this worksheet as a companion to the book.

□ ARTICLE: How Networking Can Become Your Competitive Advantage

FORMAL □ E-LEARNING: Professional Networking

LEARNING

□ Have a conversation with your mentor about how they’ve built and maintained their network

□ Observe peers at networking events and make note of best practices, then apply them in your own
networking practices

□ Be curious – when networking with peers and leaders, seek to understand how business trends and the
LEARN FROM political landscape might impact business and inform decisions
OTHERS

□ Join or lead a virtual/global team deploying a new system, process or procedure across decentralized
or dispersed areas and use that as an opportunity to network across the organization

□ Attend a networking event sponsored by an ERG or outside of the organization

□ Create a relationship map within your organization and make a plan to connect
LEARN FROM
DOING
□ Join a Goodyear Employee Resource Group

Differentiated Development Journey v1.1 - PAGE 16 -

 INNOVATION MINDSET
DEVELOP MENU

DEFINITION: BEHAVIORS:
Creating new and better ways for the organization ▪ Comes up with useful ideas that are new, better or unique
to be successful. ▪ Approaches problems with curiosity and finds new ways of solving
them
▪ Takes a creative idea and puts it into practice
▪ Encourages diverse thinking to promote and nurture innovation

SUGGESTED DEVELOPMENT RESOURCES

These are just a few of the many ways you can actively develop this capability. We encourage you to get creative and
brainstorm other ideas with your manager and team members.

□ BOOK: The Innovator’s DNA, Clayton Christensen, Jeff Dyer, Hal Gregersen

□ ARTICLE: A Framework for Innovation in the COVID-19 Era and Beyond

□ E-LEARNINGS:  Leading with Innovation |  Enhancing Team Innovation |  Balancing Innovation and
Risk
FORMAL
LEARNING
□ VIDEO: HBR: The Explainer – Disruptive Innovation

□ Connect with people external to your industry to bring ideas from the outside

□ Speak with research institutions to diffuse knowledge and deepen your understanding

□ Look inside for diverse internal capability. Bridge silos by starting a dialogue. Look beyond business
LEARN FROM functions and levels
OTHERS

□ Take on a project to re-launch a product or service that is not doing well, look for ways to optimize and
make improvements

□ Monitor and follow a new product, service or process through design, test, market and launch cycles

□ Reflect on new ways of capturing value, whether it be through organizational change, new ways of
LEARN FROM reaching customers, etc. Then pitch your idea/s to your leadership team/suppler/customer to gain buy-
in for a pilot
DOING

Differentiated Development Journey v1.1 - PAGE 17 -

 RESILIENCE & AGILITY
DEVELOP MENU

DEFINITION: BEHAVIORS:
Rebounding from setbacks and adversity when ▪ Is confident under pressure
facing difficult situations. ▪ Handles and manages crises effectively
▪ Maintains a positive attitude despite adversity
▪ Bounces back from setbacks
▪ Grows from hardships and negative experiences

SUGGESTED DEVELOPMENT RESOURCES

These are just a few of the many ways you can actively develop this capability. We encourage you to get creative and
brainstorm other ideas with your manager and team members.

□ BOOK: The Optimism Advantage, Terry Paulson

□ BOOK: Sink, Float or Swim, Scott Peltin and Jogi Rippel

□ ARTICLES:  Building Resilience |  The Secret to Building Resilience

FORMAL
□ E-LEARNING:  Building Resilience |  Building Resilience as a Leader |  Strategic Agility | 
Cultivating Mental Agility
LEARNING

□ Failed in gaining buy-in on an idea? Before presenting an idea, identify possible resistance and meet
with a single stakeholder, study and present the problem to a group, call a problem-solving session, or
call in an outside expert. Use the insights you gain to give yourself some advice about what to do
differently. Persevere.

□ Intentionally engage in coffee chats with key stakeholders/gatekeepers/decision makers in the

organization to understand how a system/process or organization operates. Develop organizational
agility by investing in meaningful connections with a wide network of cross-functional associates.
LEARN FROM
OTHERS □ Do walking debriefs with a friend or colleague. Tap into those who support you at work, home and in
your community.

□ Take on a task or assignment that you dislike doing. Manage your own resistance to driving it forward.

□ Prepare and present with confidence, a significant proposal to your management team. Anticipate the
resistance you may get and prepare to counter it.
□ Offer to take the lead on getting a derailed project back on track. Dig beneath the surface to find out
what went wrong so you can work out how things need to be approached differently.
LEARN FROM
DOING
□ Solicit constructive criticism from a customer or stakeholder that you’ve had trouble with or find it hard
to get along with. Look for what you can learn from the information you receive.

Differentiated Development Journey v1.1 - PAGE 18 -

 LEADER OF CHANGE
DEVELOP MENU

DEFINITION: BEHAVIORS:
Embraces change, seeks out data, and takes ▪ Conveys a compelling and clear case for change
risks by adjusting course and making decisions as ▪ Makes courageous decisions, even without have all of the
needed with speed and purpose. data/facts
▪ Instills a sense of urgency and moves with speed when
implementing change
▪ Manages both project (e.g., activity) and emotional aspects of
change (e.g., fear, resistance)

SUGGESTED DEVELOPMENT RESOURCES

These are just a few of the many ways you can actively develop this capability. We encourage you to get creative and
brainstorm other ideas with your manager and team members.

□ BOOK:  Leading Change, John Kotter |  ADKAR, Jeffrey Hiatt

□ ARTICLE: The Secret to Leading Organizational Change is Empathy

□ E-LEARNING:  Leading Change in Large Organizations |  Critical Thinking for Better Judgement and
Decision Making |  Using Emotions to Leverage and Accelerate Change: A Guide for Leaders

□ INTERNAL COURSE: Change Management Fundamentals, offered by GY PMO

FORMAL
LEARNING □ EXTERNAL COURSE: Case Western Reserve University (CWRU) New Change Equation | Change
Leadership ◆

□ Join and leverage the Goodyear Change Management Yammer Group

□ Join or facilitate discussions/mentoring circles with others regarding changes occurring in the
organization or a specific function/workgroup to understand how others are navigating and leading the
change

□ Join a professional group, industry association or other external networking group. Seek to understand
LEARN FROM how other leaders approach and drive change within their organizations and/or make challenging
OTHERS decisions to move the business forward during uncertainty

□ Lead an organizational change initiative that includes conceptualizing and proposing activities to
promote understanding and acceptance of changes underway

□ Streamline the process and procedures of organizational change management to enhance

organizational efficiency
□ Create focus groups in response to organizational changes. Use these as a forum to promote the
change to stakeholders and gain acceptance
LEARN FROM
DOING
□ Lead a team or group that is experiencing resistance due to a change that was imposed upon them
(e.g., new structure, downsizing); practice restoring trust between the group and management

Differentiated Development Journey v1.1 - PAGE 19 -

 BUILD PEOPLE & TEAMS
DEVELOP MENU

DEFINITION: BEHAVIORS:
Builds organizational capabilities by developing a ▪ Instills trust, accountability and ownership for the outcomes
culture of accountability and high performance ▪ Builds talent and capabilities through feedback & coaching
and by inspiring others to realize their full ▪ Recognizes and celebrates individual/team accomplishments
potential ▪ Empowers and engages team to thrive in a hybrid working
environment

SUGGESTED DEVELOPMENT RESOURCES

These are just a few of the many ways you can actively develop this capability. We encourage you to get creative and
brainstorm other ideas with your manager and team members.

□ BOOK: The Advantage, Patrick Lencioni

□ BOOK: Multipliers, Liz Wiseman

□ ARTICLE: How to Manage Managers |  6 Ways to be More Inclusive

□ E-LEARNING:  Manager as Coach |  Leadership Through Feedback

FORMAL □ INTERNAL COURSE: Exploring the Leadership Landscape
LEARNING
□ INTERNAL COURSE: GROW

□ Have a conversation with your mentor about their approach to people development

□ Gather your peers periodically to discuss real-time challenges and opportunities you’re experiencing
leading people

□ Facilitate discussions with your team on meaningful topics. Consider leveraging one of these team
LEARN FROM building activities or ask your team to propose their own ideas
OTHERS

□ Select and leverage the right mix of talent on your team. Analyze the key purpose, tasks and
deliverables of your team, then ask: Who is best suited to do the work? What knowledge, expertise and
skills are critical?

□ Volunteer to mentor someone outside of your function. Understand their goals and expectations and
make sure you’re tailoring your approach to meet their needs.
□ Build a culture of recognition. Monitor and publicize short-term wins. Long-term goals/visions are an
LEARN FROM important part of inspiring others, but if these are the only carrots, progress toward your vision will lose
DOING traction. You need momentum, and you can create momentum by recognizing short-term progress and
making it visible. Leverage the Leader Recognition Guide for ideas.

Differentiated Development Journey v1.1 - PAGE 20 -

FREQUENTLY ASKED QUESTIONS
Q: What is the Differentiated Development Journey?

A: The Differentiated Development Journey supports an intentional, individualized development journey which
includes the following phases:
▪ Discover – Build self-awareness of strengths, opportunities, and career aspirations, and create an IDP
▪ Develop – Execute on the IDP to develop capabilities needed for current or future roles
▪ Sustain – Sustain newly gained capabilities and identify new development goals

Through this initiative, associates will be provided support and resources that are customizable and flexible to
meet the development needs of the individual.

Q: Why is Goodyear doing a Differentiated Development Journey?

A: By providing our talent with meaningful development aligned with their career aspirations and development
actions, we will:
▪ be better positioned to realize our business priorities
▪ increase readiness of our associates to take on key leadership positions within the organization
▪ improve associate engagement and retention
It is important to note that business situations continually change. Goodyear’s need for leadership talent
continues to evolve with changing economic conditions, growth, new strategic direction, and other factors. As
such, this development journey will help us build a pipeline of leaders with relevant capabilities.

Q: Who is included in this Differentiated Development Journey?

A: Talent at all leadership levels who have been nominated for participation by their leadership teams. This may
include:
▪ Successors to leadership and/or critical positions in the organization.
▪ Associates who have consistently exhibited high performance and the willingness and capacity for
continuous personal development.
While participation in this journey is meant to include readiness to take on key leadership positions, it does not
“come with” any identified promotion at this juncture.

Differentiated Development Journey v1.1 - PAGE 21 -

FREQUENTLY ASKED QUESTIONS
What if my other team members ask me why they aren’t getting the same opportunities to
Q:
develop as those in the Differentiated Development Journey?

A: To ensure associates receive a meaningful experience, only a small group of individuals are selected at any
given time to participate in the Differentiated Development Journey. Just because an associate wasn’t selected
for this initiative now doesn’t mean they aren’t a candidate for the future.

In addition, all associates are encouraged to continue to grow and develop through stretch assignments and by
taking advantage of resources such as competency guides on Talent Central (Core and Functional), e-learnings
in GTMS, and mentoring (see resources on Talent Central).

Q: What are the responsibilities of the manager of the associate?

A: ▪
▪
Collaboratively work with the associate to design an individual development plan
Work with HR to provide the associate access to assessments, development opportunities, coaching,
etc.
▪ Facilitate opportunities for the associate to gain visibility with leadership
▪ Meet with the associate regularly to check-in on development progress
▪ Participate in manager development opportunities focused on supporting an associate through career
development
▪ Update strengths, opportunities, and development actions in the associate’s profile in GTMS

Q: What are the expectations of the associate?

A: ▪
▪
Identify initial learning goals and commit to reaching them.
Actively participate in the design and execution of an individual development plan, leveraging the
Discover and Develop menus.
▪ Initiate and drive a relationship with a mentor or coach.
▪ Seek and embrace feedback.
▪ Follow up on any referrals and connections of resources that are recommended.
▪ Meet with manager regularly to share progress and discuss any roadblocks.
▪ Update GTMS IDP and Profile.

Differentiated Development Journey v1.1 - PAGE 22 -

FREQUENTLY ASKED QUESTIONS
Q: How will our HR and Talent Partners provide support throughout this initiative?

A: HR BUSINESS PARTNER
▪ Meet with Managers regularly, checking in on progress and connecting them to development resources
for manager (e.g., manager workshops and coaching tools) and associate (e.g., assessment tools,
coaching, development actions)
▪ Meet with associate 1:1 at least twice during the development journey to support associate engagement
in the development journey
▪ Engage Talent Partners as needed to support development conversations, etc.

TALENT PARTNER
▪ Maintain Discover and Develop menus
▪ Offer Mentoring Circles and other development workshops to associates
▪ Provide tools and workshops to managers for facilitating career conversations and quality IDPs

Some of the development activities have a cost associated with them. How do we
Q: determine if these are appropriate and available?

A: Managers may decide to approve or not approve a particular development option for several reasons, for
example: alignment with the associate’s development needs at that time (refer to the associate’s learning goals
and IDP), budget, competing priorities or better alternative development opportunities, etc. It is important that
the associate and manager discuss the fit for options selected along with the rationale for any decisions.
Contact your HRBP for more information on fit and access to development options with a cost. Reminder, ◆
symbol in the menus indicates a cost associated with the development action.

Q: This group of talent is doing really well. Why do they need a mentor?

A: Having a mentor will accelerate associate’s skill development, expose them to a larger more diverse network of
leaders, present them with new perspectives on past/current scenarios, and provide them with an additional
role model to emulate.

Q: How does the associate find a mentor?

A: More information on mentor matching will be provided.

Differentiated Development Journey v1.1 - PAGE 23 -

FREQUENTLY ASKED QUESTIONS
I’m concerned about the amount of my time this initiative will require. What options do I
Q:
have?

A: ASSOCIATE:
Given the focus on intentional development, the Differentiated Development Journey may require more time
than the associate typically spends on their development. The associate is expected to prioritize time for
development. However, the initiative is intended to be customizable and flexible to meet the associate’s current
needs. Through the Discover and Develop menus, the associate can choose development actions that are
scaled and timed to match the associate’s ability to actively participate. If the associate cannot engage in the
initiative at a meaningful level, the associate and manager are encouraged to evaluate competing priorities or
consider deferring participation.

MANAGER:
Given the focus on intentional development, the Differentiated Development Journey may require more time
than the manager typically spends on associate development. The manager is expected to prioritize time for
associate development. However, the manager can and should leverage others to support the associate in their
development journey. The associate will have a mentor or coach as part of this initiative. The manager can also
encourage the associate to create a personal board of advisors who can provide feedback, guidance, and
support. Also keep in mind that development check-ins can be quick, using three simple questions: What is
working? Where are you getting stuck? What will you do differently?

Q: How will we measure success of this initiative?

A: All Differentiated Development Journey associates will have:

▪ Active IDPs
▪ Documented career aspirations in GTMS Profiles
▪ Documented strengths, opportunities, and development actions in GTMS Profiles
▪ Mentor, Coach, or Sponsor
Over time, we will also measure the improved readiness of associates to take on key leadership positions and
their promotion into them.

Differentiated Development Journey v1.1 - PAGE 24 -

DEVELOPMENT PLAN THOUGHT STARTER

WHAT DO I WANT FROM MY DEVELOPMENT PLAN?

How will a development plan help me achieve my

Goals for my current role
career goals?

Goals for my future role(s):

WHAT ARE MY AREAS OF POTENTIAL DEVELOPMENT?

Consider the following inputs and ask yourself: How can I better achieve my career goals? What skills and
behaviors will help me with a current project? What have I learned from feedback I’ve received? What can I do
more of/less of?

IDEAS FOR POTENTIAL OBJECTIVES

▪ Feedback from past performance ▪ Inputs to your career plan

▪ Goodyear’s 5 Core Competencies ▪ Strengthen what you enjoy doing
▪ Functional competencies or skills needed to ▪ Functional competencies or skills needed to
achieve current business objectives prepare you for future opportunities

Examples:
▪ Changing specific actions in a way that others notice - “Learn to manage conflict to increase my group’s ability to solve problems
productively.”
▪ Improving my ability in a certain area. May require changes in knowledge, behavior, and perspective - “In weekly meetings, listen to
others before stating my point of view.”

Differentiated Development Journey v1.1 - PAGE 25 -

DEVELOPMENT PLAN THOUGHT STARTER

WHERE DO I WANT TO FOCUS MY ENERGY?

Use the following criteria to evaluate the development areas identified on the previous page.
Prioritize your options and determine where you want to focus.

WHAT GIVES ME ENERGY? WHAT WILL CREATE A WHAT IS REALISTIC?

POSITIVE OUTCOME?

Do I have energy or passion around If I make a change in this area, how How difficult will it be to make a
this area? will it benefit me? My team? change in this area?
Goodyear?

Will this help me achieve my How will this change my impact

aspirations as a leader in my current and success as a leader? Does change seem attainable?
role? In a future role?

DEVELOPMENT OBJECTIVE
Create a SMART objective for your highest priority development area using the table below.
Note: Enter your SMART objective statement into the “Objective Name” field in GTMS. Be sure to also select a start and end date.

Specific
What will I accomplish?

Measurable
How will I know it worked?

Attainable
Is this realistic?

Relevant
What are the business drivers?

Time-Based
By what date or timeframes will I
achieve this objective?

SMART Development Objective

Differentiated Development Journey v1.1 - PAGE 26 -

DEVELOPMENT PLAN THOUGHT STARTER

WHAT ACTIONS WILL I TAKE TO REACH MY OBJECTIVE?

Consider the 70/20/10 model to define development actions you will take to achieve your objective.
Note: Enter your actions into the objective “Description” field in GTMS. Be sure to make them SMART.

70% 20% 10%

LEARN BY DOING LEARN FROM OTHERS FORMAL LEARNING

ACTIONS I WILL TAKE TO ACHIEVE MY DEVELOPMENT OBJECTIVE:

QUESTIONS TO CONSIDER:
▪ What specific steps do I need to take to achieve my goal? ▪ What assignments or projects will help me develop (e.g.,
▪ What tactics can I use to break bad habits? job rotations)?
▪ How can I schedule time to focus on my development? ▪ How can I learn from others (e.g., professional
▪ How can I hold myself accountable? associations, learning communities, feedback)?
▪ How can I include others in holding me accountable (e.g., ▪ How can I share what I’ve learned with others (e.g., leader
mentors, peers, coaching)? as teacher)?
▪ What knowledge do I need to gain? ▪ What cues can I create that remind me to use new
▪ How can I practice these skills or behaviors (real or behaviors?
simulated)?
Example: “Within one year, I will have joined two nonprofit boards in my community.”

Differentiated Development Journey v1.1 - PAGE 27 -

DEVELOPMENT PLAN THOUGHT STARTER

HOW CAN I HOLD MYSELF ACCOUNTABLE?

How can I solicit feedback and sustain progression toward success?

Consider enlisting the help of others, to establish your Personal Board of Trustees. The Board of Trustees term
was borrowed from the business world to create a framework for identifying a network of relationships to create a
sounding board, to advise you and to provide you with feedback on your life decisions, opportunities and
challenges. Below are the roles your Board of Trustees might play. Think of who may be able to help you to
accelerate your development and how.

INFORMATIONAL
CONNECTOR INFLUENCER MENTOR SPONSOR
POWERHOUSE
The person who makes The person who supports The person who can
The “people person”. One The person who always has things happen. If you need your growth and accelerate your career by
who knows just about a finger on the pulse of folks to get on board with a development by providing putting your name forward
everyone. what’s going on in the org new idea or initiative, tap advice, feedback and for career opportunities or
your influencer guidance assignments
Name(s):

Timing for connection:

Differentiated Development Journey v1.1 - PAGE 28 -