how to read drive
five parts. every level.
Each competency is defined at five mastery levels. Every cell follows the same structure.
Axis line
The two variables that move at this level: scope of accountability, and the competency’s own secondary axis.
Behavior
What someone at this level does, in terms a manager could evidence
Not yet
The ceiling. What this level does not reach, so the step up is visible.
Upside
The signature of doing this level well, and what it produces.
Trap
This level’s own strength, overused.
level describes the rung, not the person.
Mastery levels map to grade bands. A strong performer at GL 5 operates at Intermediate because that is what GL 5 asks for — not because their ability stops there. Every level is fully achievable and fully creditable at its own rung. Meeting your level completely is the goal; exceeding it is not.
threshold conditions.
Each competency has one condition required in full at every level. What rises with scope is not the amount required but what it costs you to hold it. Thresholds are discussed in review conversations not scored: your manager judges what meeting the condition looks like in your role, not whether it applies.
leadership is not reserved for titles.
Every level of Teamwork & Leadership, including Advanced and above, is reachable without direct reports. What is assessed is how you cause behavior to change and what that leaves behind, not how many people report to you.
where results live.
These five competencies (soft skills) are the front wheel — how expertise (the rear wheel) gets applied. You are the Driver: your role, responsibilities, goals, and accountability grow in scope and complexity over time, all within the frame of MannKind's mission and objectives. Performance comes from both wheels working together — expertise creates capability and momentum, and the Power Competencies guide how that capability is applied. A strong year does not by itself move you up a level here, and a difficult one does not move you down.