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Management Development How to use behavioural competencies
Management Communication Training
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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
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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?
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1. Management styles
A review of the management styles that we can use with different teams
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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.
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Type of work and people
Creative workDependent
people
Creative workAutonomous
people
Procedural work
Dependant people
Procedural work
Autonomous people
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Management style
CreativeDependent
Consultative participative
CreativeAutonomous
ConsensusLaissez faire
Procedural DependantAutocratic benevolent
Procedural AutonomousConsultative participative
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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?
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Personality traits drive us
• Steady• Compliant
• Influential• Dominant
I want results I want recognition
I want relationships
I want reason
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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?
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2. Behavioural competences
The behaviours we use to get things done
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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.
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Skills
Experience
Behaviours
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Behavioural competencies
Skills & knowled
ge
Values & traits
Self-image
Motive
Easy to see and measure
More difficult to see, but lend the most support
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•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
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Generic competencies
Delivering results
Analytical thinking
Communicating and influencing Team working
Flexibility
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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.
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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
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How do these apply to you?
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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?
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We use numerous behaviours to demonstrate how we achieve our job
duties
Inform clients about latest developments
Achievement
Flexibility
Communicating and influencing
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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.
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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?
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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?
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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?
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For more support
Andrew Manasseh
• www.linkedin.com/A Manasseh
• twitter.com/andimanas
• communicatingeu.wordpress.com/