Analysis and Decision Making –

 

The ability to constantly evaluate information and make appropriate and timely decisions

 

 

 

POSITIVE INDICATORS

 

What we want to see are managers who:

 

NEGATIVE INDICATORS

 

What we don’t want to see are managers who:

 

*

 

*

 

*

 

*

 

 

*

 

 

*

 

 

 

Constantly evaluate information to optimise performance

 

Are decisive and consistent

 

Can justify their decisions

 

Are resilient and confident enough to make decisions and to take responsibility for them

 

Are prepared where appropriate, to canvass and draw upon opinions of other members of the team

 

Effectively communicate decisions to those affected

 

 

*

 

*

 

*

 

*

 

 

*

 

 

 

 

 

Vacillate

 

Are dogmatic

 

Procrastinate

 

Make decisions without sufficient consideration of relevant information

 

Use over lengthy analysis as an excuse for inaction

       

 

 

 

Achieving Results – Create and maintain an environment which is focused on delivering results and outcomes

 

 

POSITIVE INDICATORS

 

What we want to see are managers who:

 

NEGATIVE INDICATORS

 

What we don’t want to see are managers who:

 

*

 

 

*

 

 

*

 

 

 

*

 

 

*

 

*

 

*

 

*

 

*

 

Define the results required and identify the priorities to meet the users and organisational needs

 

Set and agree objectives which are measurable, achievable, realistic and timely

 

Produce action plans with clear performance indicators, and then evaluate outcomes from the personal level up to the organisational level

 

Demonstrate a positive personal attitude and encourage the same in others

 

Lead by example

 

Overcome obstacles to achieve results

 

Provide regular feedback of ongoing performance

 

Address problems early

 

Develop staff to ensure the best use of resources

 

*

 

*

 

*

 

*

 

 

Mistake ‘being busy’ for getting things done

 

Blame others when objectives are not met

 

Ignore poor performance

 

Use threats to achieve goals

 

 

       

 

 

 

User Focus –

 

Demonstrating a clear understanding of customer needs and ensuring this is central to decision making and service delivery

 

 

 

POSITIVE INDICATORS

 

What we want to see are managers who:

 

NEGATIVE INDICATORS

 

What we don’t want to see are managers who:

 

*

 

 

*

 

 

*

 

 

*

 

 

 

*

 

*

 

 

 

Seek out and listen carefully to what customers have to say about their reasonable needs and expectations

 

Build into the business/service plans information about customers reasonable needs and expectations

 

Develop customer service standards and measure their effectiveness

 

Can speak the customer’s language and can placate/influence customers where their demands cannot be met.

 

Are consistent and fair to all customers

 

Demonstrate personal commitment to the business of serving the public

 

*

 

 

*

 

*

 

*

 

*

 

 

*

 

 

*

 

Only give customers what they think they need, or what is convenient/expedient

 

Adopt a ‘take it or leave it’ approach

 

Make promises to customers which cannot be delivered

 

Go through the motions of ‘consultation’

 

Say ‘Yes’ to everything without considering the impact on policy/resources

 

Use bureaucracy, jargon and red tape to deliberately confuse customers

 

Are not prepared to meet customers face to face when necessary

       

 

 

 

Leadership – The ability and adaptability to harness all available resources to achieve agreed objectives

 

 

 

POSITIVE INDICATORS

 

What we want to see are managers who:

 

NEGATIVE INDICATORS

 

What we don’t want to see are managers who:

 

*

 

 

*

 

 

*

 

*

 

*

 

 

*

 

*

 

 

 

*

 

Recognise when objectives have changed and demonstrate the ability to adapt to the changing circumstances

 

Encourage the team to take responsibility for the task by appropriate delegation

 

Have a broad outlook and enthuse team awareness

 

Promote effective communication

 

Utilise peoples skills and recognise their development needs

 

Take responsibility for decision making

 

Provide a source of direction to achieve objectives by setting out clearly what needs to be done and to what standard

 

Lead by example

 

*

 

*

 

*

 

*

 

*

 

*

 

 

 

Plough on regardless

 

Fail to recognise objectives have changed

 

Fail to adapt to changing circumstances

 

Fail to recognise the value of resources at their disposal

 

Wont let go

 

Employ bullying tactics

       

 

 

 

 

Effective Team Building –

 

Utilising team members strengths, developing potential and recognising weaknesses in order to achieve and exceed team goals

 

 

 

POSITIVE INDICATORS

 

What we want to see are managers who:

 

NEGATIVE INDICATORS

 

What we don’t want to see are managers who:

 

*

 

*

 

*

 

*

 

*

 

*

 

*

 

 

 

Foster enthusiasm

 

Communicate the teams objectives

 

Clearly define objectives for the team

 

Control do
minant influences

 

Give praise where due

 

Encourage team openness and mutual respect

 

Build team ownership

 

 

*

 

*

 

*

 

*

 

 

Ignore team members contributions

 

Divide and rule

 

Apportion blame when objectives are not met

 

Undermine the work of the team or individual members

 

 

       

 

 

 

 

Developing People –

 

Helping others increase their skills/competencies and creating the environment where people can realise their full potential in support of the overall aims of the organisation

 

 

POSITIVE INDICATORS

 

What we want to see are managers who:

 

NEGATIVE INDICATORS

 

What we don’t want to see are managers who:

*

 

 

*

 

 

*

 

 

*

 

*

 

 

*

 

 

*

 

 

*

 

Actively help others identify their development needs and relate these to goals and requirements of the organisation

 

Work with people to think through development options and produce realistic plans

 

Create a climate in which feedback can be given and received in a timely and constructive way

 

See mistakes as a positive learning tool

 

Take a coaching and facilitating role so that people can gain expertise and skills.

 

Ensure the outcomes of any learning experience are evaluated and then built upon, and shared by the team

 

Foster a positive culture for individual and team development

 

Encourage people to take ownership of their own development and learning

*

 

 

*

 

*

 

*

 

*

 

 

*

 

*

Abrogate responsibility for employee development interviews/discussions.

 

Leave people to just ‘get on with it’

 

Block development opportunities

 

Throw people in the ‘deep end’ because it’s ‘good for them’

 

Blame and criticise when things go wrong and do not address the underlying issues.

 

Humiliate others

 

Do not provide qualitative evaluation

       

 

 

Influencing Others – Developing ways to gain commitment/support for a particular course of action

 

 

 

POSITIVE INDICATORS

 

What we want to see are managers who:

 

NEGATIVE INDICATORS

 

What we don’t want to see are managers who:

 

*

 

 

*

 

*

 

 

*

 

*

 

*

 

*

 

 

Identify and anticipate situations where others need to be influenced

 

Develop and use contacts to win support and resources

 

Use well researched and reasoned argument to convince others to change/adapt their opinions/views and actions

 

Know when and how to compromise

 

Demonstrate commitment to a course of action

 

Network

 

Team Input

 

*

 

*

 

 

*

 

*

 

 

*

 

 

*

 

*

 

Use bullying tactics to win their point

 

Ignore or undermine the expressed concerns/opinions of others

 

Blindly impose the organisation line

 

Pursue arguments/positions which are based on self interest

 

Make people feel guilty if they do not agree or are unsupportive of a line of action

 

Operate a policy of divide and rule

 

Demonstrate a lack of commitment to the organisation

 

       

 

 

 

 

 

Planning and Organisation –

 

The analysis initiation and development of a coherent structure to achieve given objectives by organising available tools and resources

 

 

 

POSITIVE INDICATORS

 

What we want to see are managers who:

 

NEGATIVE INDICATORS

 

What we don’t want to see are managers who:

 

*

 

 

*

 

*

 

 

*

 

 

*

 

*

 

 

 

Demonstrate and communicate a clear understanding of targets and objectives, at all organisational levels

 

Can work flexibly within an agreed framework

 

Can anticipate and accommodate problems and exploit opportunities and potential

 

Apply the principals of SMART to objective setting for staff (specific measurable etc)

 

Involve staff in the planning process

 

Review plans regularly and inform staff of progress and any forthcoming changes

 

 

*

 

 

*

 

*

 

 

*

 

 

 

Act on impulse without fully considering the consequences of their actions

 

Do not communicate objectives to staff

 

Do not take into account feedback from staff on the outcome and practicalities of plans

 

Who stick rigidly to plans regardless of changing circumstances

       

 

 

 

 

Managing Change/Uncertainty – Initiating and managing change in an uncertain and challenging environment.

 

 

POSITIVE INDICATORS

 

What we want to see are managers who:

 

NEGATIVE INDICATORS

 

What we don’t want to see are managers who:

 

*

 

 

*

 

 

*

 

 

*

 

 

*

 

*

 

*

 

 

*

 

Identify and promote the benefits change can bring to service delivery

 

Make the effort to involve people in the change process, encourage them to embrace change

 

Can tolerate and work positively with the ambiguity associated with change

 

Show flexibility in thinking and behaviour and adapt quickly to changing circumstances

 

Identify the potential barriers to change and address them

 

Recognise and allay the genuine concerns of their staff

 

Foster an environment for encouraging open and honest discussion

 

Update staff regularly on planned changes and the implementation process

 

*

 

*

 

*

 

*

 

 

 

Persistently focus on the negative aspects of change

 

Indulge in scare mongering

 

Display the attitude ‘it won’t/can’t work here’

 

Abrogate responsibility for change and its consequences

       

 

 

 

Innovative Thinking –

 

 

Generating creative ideas/approaches which help the organisation to effect continuous         Improvement.

 

 

POSITIVE INDICATORS

 

What we want to see are managers who:

NEGATIVE INDICATORS

 

What we don’t want to see are managers who:

 

 

*

 

 

*

 

 

*

 

*

 

 

*

 

 

 

 

 

 

 

 

 

Seek new perspectives/approaches/solutions to meet the objectives of the organisation where appropriate

 

Challenge and question the conventional ways of doing things that can be improved

 

Actively encourage others to be creative in their thinking

 

Demonstrate a willingness to take considered risks, test and evaluate new ideas and accept the consequences

 

Are open to criticism of their ideas and will build on disagreements to improve their ideas.

 

*

 

*

 

 

*

 

Stick rigidly to old ideas/practices

 

Dismiss and attack others who express original/creative thinking

 

Don’t question and test their own assumptions, are dogmatic and not receptive to change