MannKindDRIVE

find my level

what applies to me.

Two quick picks. No login, no personal information.

1. Pick your job ladder

2. Pick your grade level (GL)

you're on the Mgmt / Executive ladder at GL 13. your DRIVE mastery level is executive.

Your level describes the rung, not the person. It reflects what your grade level asks for, not where your ability stops. Every level is fully achievable and fully creditable at its own rung. Meeting your level completely is the goal.

Awareness

See it early — risk and opportunity alike.

Executive

Scope: The enterprise and its ecosystem. · Lead time: Before the inflection arrives.

Behavior

You read the company as one system — markets, regulators, patients, capital, talent, culture — and name the turns before they arrive. You help the enterprise tell important from urgent and put resources behind the difference. You ask how leadership produced an outcome before asking who is responsible for it, and because you ask that way, others begin to ask it too.

Upside

Making the whole company see sooner, and act where it matters most.

Trap

Reading good conditions as proof of a good position.

Not yet

No wider scope. What deepens is how early you see it and how honestly you say it.

Threshold condition

Honesty about what you see, including when it implicates you. Required in full at every level; what rises with scope is what it costs you to hold. Your manager judges what meeting it looks like in your role, not whether it applies.

Teamwork & Leadership

Lead from where you stand.

Executive

Scope: The enterprise. · Mechanism: By building a system that sustains it; capability comes from how the company works, not who is watching.

Behavior

You build the leadership system: decision rights, succession strength, accountability mechanisms, and the standards leaders hold each other to. You make enterprise trade-offs openly when local interests conflict with company interests, and say plainly what will stop. You create conditions where leaders challenge each other early, commit once a decision is made, and hold each other to both the results and the climate they produce.

Upside

A direction people commit to and carry when you are not there.

Trap

Demanding accountability while tolerating avoidance and rescue among your own leaders.

Not yet

No wider scope. What deepens is how well the system holds without you in the room.

Threshold condition

Integrity and consistency: the same person under pressure as at kickoff. Required in full at every level; what rises with scope is what it costs you to hold. Your manager judges what meeting it looks like in your role — not whether it applies.

Solution Maker

Consistent, creative, robust solutions.

Executive

Scope: The enterprise. · Problem: Many are real, the work is choosing among them.

Behavior

You define the strategic choices that shape the company. When many possibilities look attractive, you say which get investment, which wait, and which the company will not pursue. You connect people, disciplines and opportunities in ways others would not. You put resources behind calculated bets, make the trade-offs visible, and change course when the evidence says to.

Upside

Concentrating finite resources on the few things that matter most.

Trap

Keeping too many good options alive and thinning attention, talent and capital across all of them.

Not yet

No wider scope. What deepens is the quality of what you decline.

Threshold condition

Curiosity, and willingness to look past the first workable answer. Required in full at every level; what rises with scope is what it costs you to hold. Your manager judges what meeting it looks like in your role — not whether it applies.

Execution

Commit and deliver it when promised — and build momentum.

Executive

Scope: The enterprise. · Commitment: The operating rhythm, through sustained uncertainty.

Behavior

You set how the company operates: priorities, resource allocation, decision cadence, and what leaders are held to. You make sure the organization commits to the right things rather than an increasing volume of activity. When priorities collide you make the trade-off explicit, reallocate, and say clearly what will stop. Your operating rhythm lets the enterprise plan and invest through uncertainty.

Upside

Extraordinary results through focus and disciplined allocation.

Trap

Trying to win everything at once.

Not yet

No wider scope. What deepens is how well the rhythm holds when conditions turn.

Threshold condition

No corners cut under pressure; transparency about risk while it is still early. Required in full at every level; what rises with scope is what it costs you to hold. Your manager judges what meeting it looks like in your role — not whether it applies.

Continuous Improvement

Stay with it over time.

Executive

Scope: The enterprise. · Scaffolding: The company keeps compounding after you.

Behavior

You make improvement a condition of how the company operates rather than a value on a wall. You keep asking whether the structures, incentives and operating model still fit the strategy, and you redesign the systems that shape behavior rather than improving isolated activities. You expect the same of your leaders, so better ways of working compound across the company and keep compounding after you.

Upside

Building an organization that gets better without being told to.

Trap

Reading past success as proof the system still fits the future.

Not yet

No wider scope. What deepens is how little of it depends on you.

Threshold condition

Treating improvement as yours rather than someone else’s. Required in full at every level; what rises with scope is what it costs you to hold. Your manager judges what meeting it looks like in your role — not whether it applies.

compare levels.

What do I need to work on to grow? Pick any two levels and scan the difference.

Awareness

Executive

Scope: The enterprise and its ecosystem. · Lead time: Before the inflection arrives.

You read the company as one system — markets, regulators, patients, capital, talent, culture — and name the turns before they arrive. You help the enterprise tell important from urgent and put resources behind the difference. You ask how leadership produced an outcome before asking who is responsible for it, and because you ask that way, others begin to ask it too.

Upside: Making the whole company see sooner, and act where it matters most.

Trap: Reading good conditions as proof of a good position.

Not yet: No wider scope. What deepens is how early you see it and how honestly you say it.

Executive

Scope: The enterprise and its ecosystem. · Lead time: Before the inflection arrives.

You read the company as one system — markets, regulators, patients, capital, talent, culture — and name the turns before they arrive. You help the enterprise tell important from urgent and put resources behind the difference. You ask how leadership produced an outcome before asking who is responsible for it, and because you ask that way, others begin to ask it too.

Upside: Making the whole company see sooner, and act where it matters most.

Trap: Reading good conditions as proof of a good position.

Not yet: No wider scope. What deepens is how early you see it and how honestly you say it.

Teamwork & Leadership

Executive

Scope: The enterprise. · Mechanism: By building a system that sustains it; capability comes from how the company works, not who is watching.

You build the leadership system: decision rights, succession strength, accountability mechanisms, and the standards leaders hold each other to. You make enterprise trade-offs openly when local interests conflict with company interests, and say plainly what will stop. You create conditions where leaders challenge each other early, commit once a decision is made, and hold each other to both the results and the climate they produce.

Upside: A direction people commit to and carry when you are not there.

Trap: Demanding accountability while tolerating avoidance and rescue among your own leaders.

Not yet: No wider scope. What deepens is how well the system holds without you in the room.

Executive

Scope: The enterprise. · Mechanism: By building a system that sustains it; capability comes from how the company works, not who is watching.

You build the leadership system: decision rights, succession strength, accountability mechanisms, and the standards leaders hold each other to. You make enterprise trade-offs openly when local interests conflict with company interests, and say plainly what will stop. You create conditions where leaders challenge each other early, commit once a decision is made, and hold each other to both the results and the climate they produce.

Upside: A direction people commit to and carry when you are not there.

Trap: Demanding accountability while tolerating avoidance and rescue among your own leaders.

Not yet: No wider scope. What deepens is how well the system holds without you in the room.

Solution Maker

Executive

Scope: The enterprise. · Problem: Many are real, the work is choosing among them.

You define the strategic choices that shape the company. When many possibilities look attractive, you say which get investment, which wait, and which the company will not pursue. You connect people, disciplines and opportunities in ways others would not. You put resources behind calculated bets, make the trade-offs visible, and change course when the evidence says to.

Upside: Concentrating finite resources on the few things that matter most.

Trap: Keeping too many good options alive and thinning attention, talent and capital across all of them.

Not yet: No wider scope. What deepens is the quality of what you decline.

Executive

Scope: The enterprise. · Problem: Many are real, the work is choosing among them.

You define the strategic choices that shape the company. When many possibilities look attractive, you say which get investment, which wait, and which the company will not pursue. You connect people, disciplines and opportunities in ways others would not. You put resources behind calculated bets, make the trade-offs visible, and change course when the evidence says to.

Upside: Concentrating finite resources on the few things that matter most.

Trap: Keeping too many good options alive and thinning attention, talent and capital across all of them.

Not yet: No wider scope. What deepens is the quality of what you decline.

Execution

Executive

Scope: The enterprise. · Commitment: The operating rhythm, through sustained uncertainty.

You set how the company operates: priorities, resource allocation, decision cadence, and what leaders are held to. You make sure the organization commits to the right things rather than an increasing volume of activity. When priorities collide you make the trade-off explicit, reallocate, and say clearly what will stop. Your operating rhythm lets the enterprise plan and invest through uncertainty.

Upside: Extraordinary results through focus and disciplined allocation.

Trap: Trying to win everything at once.

Not yet: No wider scope. What deepens is how well the rhythm holds when conditions turn.

Executive

Scope: The enterprise. · Commitment: The operating rhythm, through sustained uncertainty.

You set how the company operates: priorities, resource allocation, decision cadence, and what leaders are held to. You make sure the organization commits to the right things rather than an increasing volume of activity. When priorities collide you make the trade-off explicit, reallocate, and say clearly what will stop. Your operating rhythm lets the enterprise plan and invest through uncertainty.

Upside: Extraordinary results through focus and disciplined allocation.

Trap: Trying to win everything at once.

Not yet: No wider scope. What deepens is how well the rhythm holds when conditions turn.

Continuous Improvement

Executive

Scope: The enterprise. · Scaffolding: The company keeps compounding after you.

You make improvement a condition of how the company operates rather than a value on a wall. You keep asking whether the structures, incentives and operating model still fit the strategy, and you redesign the systems that shape behavior rather than improving isolated activities. You expect the same of your leaders, so better ways of working compound across the company and keep compounding after you.

Upside: Building an organization that gets better without being told to.

Trap: Reading past success as proof the system still fits the future.

Not yet: No wider scope. What deepens is how little of it depends on you.

Executive

Scope: The enterprise. · Scaffolding: The company keeps compounding after you.

You make improvement a condition of how the company operates rather than a value on a wall. You keep asking whether the structures, incentives and operating model still fit the strategy, and you redesign the systems that shape behavior rather than improving isolated activities. You expect the same of your leaders, so better ways of working compound across the company and keep compounding after you.

Upside: Building an organization that gets better without being told to.

Trap: Reading past success as proof the system still fits the future.

Not yet: No wider scope. What deepens is how little of it depends on you.