Management training how to use behavioural competencies
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Management training how to use behavioural competencies
- 1. Management Development How to use behavioural competencies Management Communication Training
- 2. Andrew Manasseh • 25 years training, business development, staff management and training • British Council 15 years in Thailand, Czech Republic, Italy and Brussels • Management of large and diverse teams • Roll out of new performance management procedures • Training of line managers and staff in EU trade associations, corporate public affairs and member state government permanent representations in Brussels
- 3. What you will do with this training What can I apply to What support from my job? my line manager? How can I further What else could I practise? benefit from learning?
- 4. 1. Management styles A review of the management styles that we can use with different teams
- 5. The main leadership styles include • Transactional leadership. • Autocratic leadership. • Bureaucratic leadership. • Charismatic leadership. • Democratic/participative leadership. • Laissez-faire leadership. • Task-oriented leadership. • People/relations-oriented leadership. • Servant leadership. • Transformational leadership.
- 6. Type of work and people Creative Creative work work Dependent Autonomous people people Procedural Procedural work work Dependant Autonomous people people
- 7. Management style Creative Creative Dependent Autonomous Consultative Consensus participative Laissez faire Procedural Procedural Dependant Autonomous Autocratic Consultative benevolent participative
- 8. Task 1 Which management styles apply in your context? How do these apply to you? • Use the matrix to map the teams / people that you work with • What style (s) of management do you currently use? • Could you change your approach? • How could you do it differently? What results / benefits would you aim for?
- 9. Personality traits drive us • Dominant • Influential I want I want results recognition I want I want reason relationships • Compliant • Steady
- 10. Task 2 Which personality traits apply to you and your team? 1. Think about yourself • Which of these best describes how you operate? 2. Think of one person you manage • Which trait best describes a person your line manage? Challenge 3. What could possibly go wrong? 4. What things should you avoid? 5. How can you get the best outcome?
- 11. 2. Behavioural competences The behaviours we use to get things done
- 12. Behavioural Competences What are they? Behavioural competencies refer to personal attributes or characteristics that describe HOW a job or task is performed as opposed to the particulars of the job or task. A behavioural an observable skill, characteristic or application of knowledge displayed by a person that is required for effective performance.
- 14. Behavioural competencies Easy to see and measure Skills & knowledge Self-image More difficult to see, but lend the Values & most support Motive traits
- 15. Skills and • Do I know how to do it? knowledge • Do I have the knowledge I need? Values • Do I see the value in doing this? Work role • Is this the right thing to do? Motivation • Do I get satisfaction? and self image • Do I see myself doing this?
- 16. Generic competencies Delivering Analytical results thinking Communicating Team working and influencing Flexibility
- 17. Delivering Results Definition Delivering results is about having the sustained energy and determination in the face of obstacles to set and meet challenging targets, in compliance with quality, time and diversity standards, and delivering the required results in your work Why is it important? This is important for organisation in getting the results needed to achieve its business objectives. This behaviour shows the necessary determination and tenacity to complete high quality work as well as raising performance levels over the short, medium and long term. It involves overcoming obstacles caused by conflicting priorities, lack of resources or difficult or demanding situations in the internal or external environment.
- 18. How do people who deliver results behave? • Clarifies what is expected • Works towards goals • Does not give up at first obstacle • Keeps a “to do” list • Monitors tasks for accomplishment, quality, timing • Asks for feedback
- 19. How do these apply to you?
- 20. Look at one duty Regularly inform clients about updates in their policy area or campaign • What skills and behaviours are needed? • How can we check?
- 21. We use numerous behaviours to demonstrate how we achieve our job duties Flexibility Communicating Achievement and influencing Inform clients about latest developments
- 22. Effective communications • Structure and style of communication is appropriate for the situation and context and takes full account of the needs/perspective of the audience. • Communication is concise, structured and focussed on key messages, and adds value. • Complex issues are explained clearly, including under time pressure. • Listens carefully, checks out understanding and provides information wanted. Open to others’ views and being persuaded. • Prepared to give unpopular messages and defend own position in face of opposition, when required. • Well prepared for meetings/negotiations; anticipates problems but also able to respond to the unexpected. • Persuasive: combines logic and reason with interpersonal sensitivity to persuade others. • Seeks to create solutions which offer mutual benefits. Focuses attention on those aspects which can be influenced.
- 23. Questions we think about to check that we are on the right track Skills & knowledge Behaviours • Do you have the required • Do you have the self confidence knowledge of public affairs? in your ability? • Are you up to date? • Are you in your comfort zone or • Do you know how to construct not? clear messages for your client? • Are you a specialist who is now • Do you analyse the needs and expected to be a grand attitudes of your client before communicator? designing your • Are you disciplined, organised communications? and compliant? • Do you have the skills to present and write clearly?
- 24. Task 3 Which competencies can you further develop? 1. Choose one of the leadership competencies (holding people accountable etc.) 2. Assess yourself - what level do you operate? What gaps are there? 3. What activities can you pursue yourself to further develop this competency? 4. What support do you need from your lines manager?
- 25. What you will do with this training What can I apply to What support from my job? my line manager? How can I further What else could I practise? benefit from learning?
- 26. For more support Andrew Manasseh • www.linkedin.com/A Manasseh • twitter.com/andimanas • communicatingeu.wordpress.com/
Editor's Notes
- Training approach methodologyOutcomesYou need to come away with three things 1. Having gained some insight 2. Reflect your own abilities 3. Made decisions on what to try out and how to seek further developmentWe will explore some principles of managementManagement stylesBehaviours that we useDelegating tasks
- Quadrant 1: High Programmability/Low Job AutonomySometimes you'll be in charge of a task that must be done in a specific way; or that needs to be completed by a team that needs a great deal of motivation, guidance, feedback, or interaction. In these cases, a directive leadership approach is most effective.There are two styles you can use here:Autocratic – The autocratic style is sometimes criticized because it seems outdated. This leadership style is authoritative: you issue instructions without explanation, and you expect team members to follow them without question.Although it might seem repressive, this style can be effective in some situations, especially when your team depends on your leadership and feedback, and when the work must be done in a specific way. It's also effective in a crisis or emergency situation; or when you're dealing with very significant risks.It's important to strike a healthy balance when using this leadership style. You need to lead with strength and assertiveness, but it's also important to lead with kindness. Don't forget that your team members depend on the feedback that you give them. Praise their good work regularly, and give them constructive criticism on how they can improve.Benevolent Autocratic – The benevolent autocratic style is similar to the autocratic style. However, this approach is more participative. For example, instead of just issuing instructions, you also explain the reasons behind the instructions.To use this style successfully, communicate the reasons why your team must follow your instructions. For instance, explain rules, so that members of your team understand the reasons behind them. When they understand why certain rules or procedures are in place, they're more likely to follow them.As your team is working, practice management by wandering around so that you're available to answer questions and provide feedback. This visibility and support will help you keep your project on track and show your team members that you're there when they need you.Quadrant 2: High Programmability/High Job AutonomyWhen the task that you're delegating must be completed in a specific way, and the person that you're delegating to wants to have autonomy in his or her work, you can use either a consultative or a participative style of leadership.Consultative – You use a consultative leadership style when you ask your team members for their input and opinion, but you still have the final say. You consult with the group, yet you're responsible for choosing the best course of action.To use the consultative leadership style successfully, build trust in your team. When trust is present, your team members will feel comfortable offering their opinions and reacting honestly to issues.Be open to the ideas and suggestions that your team members provide – if you criticize or dismiss your team members' suggestions, they'll quickly stop speaking up, especially if they suspect that you've already made up your mind. Keep an open mind, and be willing to change your opinion if someone presents a better idea.Participative – The participative leadership style is similar to the consultative style, where you still have the final say in a decision. However, the participative style goes a step further – you depend on your group to develop ideas, not just offer opinions on an idea. The participative style is more about group problem solving andbrainstorming.To use the participative style successfully, use group decision-making and group problem-solving tools to ensure that each person's voice is heard equally. (Our article on organizing team decision-making will help you develop team decision-making strategies.)Keep in mind that while you're depending on your team members for their input, you still need to guide the discussion, you need to communicate goals, and you need to make the final decision. Make sure that everyone on your team understands your role in this process.Quadrant 3: Low Programmability/Low Job AutonomyHere, you're leading a highly creative project, with a person or with team members who don't want autonomy. Instead, they need direction, input, and interaction. The two leadership styles that best fit this situation are Consultative and Participative.These are the same leadership styles that fit best in Quadrant 2: High Programmability/High Job Autonomy.Quadrant 4: Low Programmability/High Job AutonomyYou fall into this quadrant when you're assigning a creative – or "loose" – project to a person who wants freedom and independence to work. This means that you need to take a nondirective leadership approach.There are two styles that you can use here:Consensus – One option is to use a consensual leadership style. Essentially, this means that you're going to give your team member a great deal of authority in the decision-making process. Instead of being the "boss," it's almost as if you become part of the team.Ensure that your team member understands his or her responsibilities when you use this style.Laissez-faire – Laissez-faire is a hands-off leadership style that you should use carefully. You give team members freedom over how and when they're going to do their work, but you're there if they need resources or help.You should only use laissez-faire leadership in the right situations, and you should avoid taking this style to the extreme. When you're working with someone who is highly skilled, motivated, and intelligent, using this leadership style can be very effective.To use laissez-faire successfully, make sure that you delegate the right tasks to the right people. A mismatch between the task and the individual will likely mean that the team member needs additional help from you, and that they may not thrive.
- Quadrant 1: High Programmability/Low Job AutonomySometimes you'll be in charge of a task that must be done in a specific way; or that needs to be completed by a team that needs a great deal of motivation, guidance, feedback, or interaction. In these cases, a directive leadership approach is most effective.There are two styles you can use here:Autocratic – The autocratic style is sometimes criticized because it seems outdated. This leadership style is authoritative: you issue instructions without explanation, and you expect team members to follow them without question.Although it might seem repressive, this style can be effective in some situations, especially when your team depends on your leadership and feedback, and when the work must be done in a specific way. It's also effective in a crisis or emergency situation; or when you're dealing with very significant risks.It's important to strike a healthy balance when using this leadership style. You need to lead with strength and assertiveness, but it's also important to lead with kindness. Don't forget that your team members depend on the feedback that you give them. Praise their good work regularly, and give them constructive criticism on how they can improve.Benevolent Autocratic – The benevolent autocratic style is similar to the autocratic style. However, this approach is more participative. For example, instead of just issuing instructions, you also explain the reasons behind the instructions.To use this style successfully, communicate the reasons why your team must follow your instructions. For instance, explain rules, so that members of your team understand the reasons behind them. When they understand why certain rules or procedures are in place, they're more likely to follow them.As your team is working, practice management by wandering around so that you're available to answer questions and provide feedback. This visibility and support will help you keep your project on track and show your team members that you're there when they need you.Quadrant 2: High Programmability/High Job AutonomyWhen the task that you're delegating must be completed in a specific way, and the person that you're delegating to wants to have autonomy in his or her work, you can use either a consultative or a participative style of leadership.Consultative – You use a consultative leadership style when you ask your team members for their input and opinion, but you still have the final say. You consult with the group, yet you're responsible for choosing the best course of action.To use the consultative leadership style successfully, build trust in your team. When trust is present, your team members will feel comfortable offering their opinions and reacting honestly to issues.Be open to the ideas and suggestions that your team members provide – if you criticize or dismiss your team members' suggestions, they'll quickly stop speaking up, especially if they suspect that you've already made up your mind. Keep an open mind, and be willing to change your opinion if someone presents a better idea.Participative – The participative leadership style is similar to the consultative style, where you still have the final say in a decision. However, the participative style goes a step further – you depend on your group to develop ideas, not just offer opinions on an idea. The participative style is more about group problem solving andbrainstorming.To use the participative style successfully, use group decision-making and group problem-solving tools to ensure that each person's voice is heard equally. (Our article on organizing team decision-making will help you develop team decision-making strategies.)Keep in mind that while you're depending on your team members for their input, you still need to guide the discussion, you need to communicate goals, and you need to make the final decision. Make sure that everyone on your team understands your role in this process.Quadrant 3: Low Programmability/Low Job AutonomyHere, you're leading a highly creative project, with a person or with team members who don't want autonomy. Instead, they need direction, input, and interaction. The two leadership styles that best fit this situation are Consultative and Participative.These are the same leadership styles that fit best in Quadrant 2: High Programmability/High Job Autonomy.Quadrant 4: Low Programmability/High Job AutonomyYou fall into this quadrant when you're assigning a creative – or "loose" – project to a person who wants freedom and independence to work. This means that you need to take a nondirective leadership approach.There are two styles that you can use here:Consensus – One option is to use a consensual leadership style. Essentially, this means that you're going to give your team member a great deal of authority in the decision-making process. Instead of being the "boss," it's almost as if you become part of the team.Ensure that your team member understands his or her responsibilities when you use this style.Laissez-faire – Laissez-faire is a hands-off leadership style that you should use carefully. You give team members freedom over how and when they're going to do their work, but you're there if they need resources or help.You should only use laissez-faire leadership in the right situations, and you should avoid taking this style to the extreme. When you're working with someone who is highly skilled, motivated, and intelligent, using this leadership style can be very effective.To use laissez-faire successfully, make sure that you delegate the right tasks to the right people. A mismatch between the task and the individual will likely mean that the team member needs additional help from you, and that they may not thrive.
- Describing Each Personality Style(4 Different Types - 4 Different Priorities)As mentioned before, we will add the descriptive terms to the diagram. Notice the letters D, I, S andC appear in the 4 quadrants of the circle in the diagram below. You will also notice that descriptiveterms have been added in each of the 4 corners of the diagram.Now we can further describe each of the four main personality styles:The Dominant "D" type - An outgoing, task-oriented individual will be focused on getting thingsdone, accomplishing tasks, getting to the bottom line as quickly as possible and MAKING IT HAPPEN!(The key insight in developing a relationship with this type person is RESPECT and RESULTS.)The Inspiring "I" type - An outgoing, people-oriented individual loves to interact, socialize andhave fun. This person is focused on what others may think of him or her. (The key insight indeveloping a relationship with this type person is ADMIRATION and RECOGNITION.)The Supportive "S" type - A reserved, people-oriented individual will enjoy relationships,helping or supporting other people and working together as a team. (The key insight in developing arelationship with this person is FRIENDLINESS and SINCERE APPRECIATION.)The Cautious "C" type - A reserved, task-oriented individual will seek value, consistency andquality information. This person focuses on being correct and accurate. (The key insight indeveloping a relationship with this individual is TRUST and INTEGRITY.)To summarize the DISC Model of Human Behavior (in clockwise order) :• D stands for the DOMINANT Type which is OUTGOING and TASK-ORIENTED.• I stands for the INSPIRING Type which is OUTGOING and PEOPLE-ORIENTED.• S stands for the SUPPORTIVE Type which is RESERVED and PEOPLE-ORIENTED.• C stands for the CAUTIOUS Type which is RESERVED and TASK-ORIENTED.
- Behavioural competencies refer to personal attributes or characteristics (i.e. motives, attitudes, values) that describe HOW a job or task is performed as opposed to the particulars of the job or task. For instance, competencies like flexibility, integrity, teamwork or self confidence are personal characteristics, demonstrated through on-the-job behaviours, which can be applied in any number of job-related situations as compared to a specific technical skill or knowledge set.
- Questions for the Individual to AskSkillDo I have the ability?Can I?KnowledgeDo I know how to…?Am I missing…?Values/Work RoleDo I see this as…?Is this the right thing to do?Self-imageDo I see myself doing…?Is this me?Is this important to…?TraitDo I currently have the enduring patterns of behaviour needed to do this?MotiveDo I enjoy this?Does it get me energised?
- BrandsReputationGoodwillLoyaltyTrust“Licence to operate”PR adds value in all these areasChange perceptionsChange attitudes and opinionsChange behaviours
- What about skills? This guide focuses on the development of behavioural competencies - characteristics, attributes and traits that are linked to success in your role. Behaviours are often deep seated, underlying characteristics that require long-term coaching rather than instant training solutions to develop. Formal training is best suited to developing skills. Don’t forget the importance of skills in your job. Behavioural competencies complement learned skills but do not replace them. When you are considering your own development plan, you need to think about whether the origins of your development needs lie in skills or behaviours. For example, if an individual has difficulty conducting presentations and leading meetings it could be that he or she lacks confidence or influencing ability. However the development need might be at the skill level: he or she simply doesn’t know how to structure a successful presentation, use graphics packages to create a slide with impact or use an OHP. When selecting development activities, ask yourself whether the need comes from a skills gap or a competency gap. A skills gap can quite easily be addressed by reading books and training. A competency gap is more deep seated and will require more effort and commitment.
- Training approach methodologyOutcomesYou need to come away with three things 1. Having gained some insight 2. Reflect your own abilities 3. Made decisions on what to try out and how to seek further developmentWe will explore some principles of managementManagement stylesBehaviours that we useDelegating tasks