Management training how to use behavioural competencies

Management Development How to use behavioural competencies

Management Communication Training

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

What you will do with this training

What can I apply to my job?

What support from my line manager?

How can I further practise?

What else could I benefit from

learning?

1. Management styles

A review of the management styles that we can use with different teams

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.

Type of work and people

Creative workDependent

people

Creative workAutonomous

people

Procedural work

Dependant people

Procedural work

Autonomous people

Management style

CreativeDependent

Consultative participative

CreativeAutonomous

ConsensusLaissez faire

Procedural DependantAutocratic benevolent

Procedural AutonomousConsultative participative

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?

Personality traits drive us

• Steady• Compliant

• Influential• Dominant

I want results I want recognition

I want relationships

I want reason

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?

Challenge3. What could possibly go wrong?4. What things should you avoid?5. How can you get the best outcome?

2. Behavioural competences

The behaviours we use to get things done

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.

Skills

Experience

Behaviours

Behavioural competencies

Skills & knowled

ge

Values & traits

Self-image

Motive

Easy to see and measure

More difficult to see, but lend the most support

•Do I know how to do it?

•Do I have the knowledge I need?

Skills and knowledge

•Do I see the value in doing this?

•Is this the right thing to do?

ValuesWork role

•Do I get satisfaction?

•Do I see myself doing this?

Motivation and self image

Generic competencies

Delivering results

Analytical thinking

Communicating and influencing Team working

Flexibility

Delivering ResultsDefinition

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.

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

How do these apply to you?

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?

We use numerous behaviours to demonstrate how we achieve our job

duties

Inform clients about latest developments

Achievement

Flexibility

Communicating and influencing

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.

Questions we think about to check that we are on the right track

Skills & knowledge• Do you have the required

knowledge of public affairs?• Are you up to date?• Do you know how to construct

clear messages for your client?• Do you analyse the needs and

attitudes of your client before designing your communications?

• Do you have the skills to present and write clearly?

Behaviours• Do you have the self confidence

in your ability?• Are you in your comfort zone or

not?• Are you a specialist who is now

expected to be a grand communicator?

• Are you disciplined, organised and compliant?

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?

What you will do with this training

What can I apply to my job?

What support from my line manager?

How can I further practise?

What else could I benefit from

learning?

For more support

Andrew Manasseh

• www.linkedin.com/A Manasseh

• twitter.com/andimanas

• communicatingeu.wordpress.com/