The Manager's Playbook:

Document Purpose

This playbook is the definitive guide for managers within the Logos Ethica framework. Its purpose is to equip you with the mindset, skills, and practical tools to translate our organization's high-level ethical strategy into the daily objectives, behaviors, and conversations of your team. Your role as a manager is the most critical in shaping our culture, and this playbook is designed to empower you to build a team where integrity and performance thrive together.

Part 1: The Manager's Mindset

Before we get to the tools, we must start with the mindset. As a manager, you are the Chief Culture Officer of your team. The health of your team's culture is a direct reflection of your actions, your priorities, and your courage. To succeed, you must adopt three core beliefs:

1. Culture is My Job: The culture of my team is not a secondary responsibility; it is the very foundation of its performance. I am accountable for creating an environment where our values are a lived reality.

2. Consistency is Everything: My team pays more attention to what I do than what I say. The small, daily moments—how I run a meeting, how I react to a mistake, what I celebrate—are what truly shape the culture. My consistency in these moments is the ultimate proof of our values.

3. Courage is Required: It is easy to manage a "True Star." It is difficult to have a tough conversation with a "Talented Terror." My job requires the courage to have those difficult conversations, because protecting the culture is my most important responsibility.

Part 2: The Core Model - Understanding "Whole Performance"

Our company has a simple but powerful definition of success: Whole Performance. This means we evaluate and reward both the results you achieve and the behaviors you demonstrate.

• The "What": The achievement of your specific, measurable goals. This is your performance.

• The "How": The way in which you achieve those results, measured against our company's core values. This is your character in action.

The Whole Performance Matrix

This matrix is the central model for understanding and managing your team. Every team member, including you, falls into one of these four archetypes. Your primary job as a leader is to celebrate and promote your True Stars and to courageously coach or move on from your Talented Terrors.

• Quadrant 1: The True Star (High Results, High Alignment)

• These are your role models. They exceed their goals and embody the company's values. They are collaborative, act with integrity, and lift the performance of the entire team.

• Your Action: Retain, reward, and empower them. They are your future leaders.

• Quadrant 2: The Potential Star (Low Results, High Alignment)

• These individuals are a positive cultural force but may lack the skills or experience to produce high results yet. They have a great attitude and are eager to learn.

• Your Action: Coach, train, and develop their skills. They are your talent pipeline.

• Quadrant 3: The Talented Terror (High Results, Low Alignment)

• This is the most dangerous archetype for your culture. They hit their targets but leave a trail of "damage" by cutting corners, refusing to collaborate, or creating conflict. Their toxic behavior will drive away your True Stars.

• Your Action: Address their behavior urgently and make it clear that how results are achieved is non-negotiable.

• Quadrant 4: Misaligned & Low Performing (Low Results, Low Alignment)

• These individuals are a significant drag on both team performance and morale.

• Your Action: Intervene quickly with a clear and direct performance improvement plan that addresses both results and behavior.

Part 3: The Manager's Toolkit - Practical Application

This section provides the practical tools to embed the "Whole Performance" model into your team's daily rhythm.

1. The Team Values Charter Exercise

Purpose: To translate our high-level company values into specific, observable behaviors for your team.

Action: In your next team meeting, facilitate a 30-minute discussion. For each company value, ask your team: "What does this value look like in action on our team? What is a specific behavior we can all commit to that would be a powerful expression of this value?"

Company Value

Our Team's Behavioral Commitment

e.g., Collaboration

"We will proactively offer to review a teammate's work before a major deadline."

e.g., Integrity

"We will raise potential risks in our project stand-ups, even when it's uncomfortable."

2. The "Whole Performance" 1-on-1 Agenda

Purpose: To ensure your regular 1-on-1 meetings are consistently focused on both results and behaviors.

Action: Use this simple, three-part structure for your weekly or bi-weekly 1-on-1s.

• Part 1: The Check-in (5 mins): "How are you doing? What's on your mind this week?"

• Part 2: The "What" (15 mins): "Let's talk about your key projects and priorities. Where are you making progress? Where are you blocked, and how can I help?"

• Part 3: The "How" (10 mins): "Let's talk about how the work is getting done. Can you share an example of how you saw one of our team's values in action this week? Is there anything we can do to work together even more effectively?"

3. The SBI Feedback Model

Purpose: To give feedback on values-based behavior in a way that is direct, fair, and non-judgmental.

Action: When you need to give feedback (positive or corrective), use this simple model:

• Situation: Describe the specific situation. ("In the project planning meeting yesterday...")

• Behavior: Describe the specific, observable behavior. ("...when the marketing team asked for input, you responded that our team was 'too busy to help'...")

• Impact: Explain the impact of the behavior. ("...the impact is that it creates a silo and damages our relationship with a key partner team.")

Part 4: Navigating Common Challenges

This section provides practical advice for the most difficult parts of your role.

• "What if my 'Talented Terror' is my highest performer?"

• This is the ultimate test of your commitment to our culture. The short-term pain of addressing this issue is always less than the long-term cost of their toxic behavior. Use the SBI model to give direct, non-negotiable feedback on their behavior. If they are unwilling or unable to change, you must be prepared to part ways. Keeping them sends a message to your entire team that our values are not real.

• "How do I give tough feedback on 'the how' without it feeling personal?"

• The key is to use the SBI model and to connect the behavior back to the shared standards in your "Team Values Charter." Frame the conversation as a commitment to helping them succeed in both dimensions of performance. The feedback is not about their personality; it's about the gap between their actions and the team's shared commitments.

• "What if my team is cynical about this?"

• Cynicism is often a sign of past "say-do" gaps. The only way to overcome it is with unwavering consistency. Acknowledge their skepticism ("I understand why you might feel this is just another corporate initiative"), and then ask them to hold you accountable. Say, "Judge me by my actions over the next few months. If you see a gap between what I'm saying and what I'm doing, I expect you to call me on it."

Part 5: The 90-Day Challenge & Toolkit Connections

This playbook is not a one-time training; it's an ongoing operating system.

Your Post-Workshop 90-Day Challenge

• Month 1: Complete the Team Values Charter exercise with your team.

• Month 2: Use the "Whole Performance" 1-on-1 Agenda for all your direct reports and give feedback at least once using the SBI model.

• Month 3: Share a success story or a challenge from this playbook in your next manager peer group meeting.

How This Playbook Interacts with Other Toolkits

• Input: The results of your team's VPCB survey are a key input for understanding your team's cultural health.

Output: This playbook is the primary training for successfully implementing the Ethical Performance & Promotion Framework. The "Whole Performance Matrix" is the central model for both.