Manager Competency Framework

7/31/2019 Manager Competency Framework

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Manager Competencies

These competencies apply toLine Managers, Team Leaders and

Supervisors


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Contents

Introduction

Competencies

Personal Competencies

Team Leadership

Team Performance

Resource Management

Problem Solving

Learning and Development

Team and Self Motivation

Communication

Knowledge and Understanding


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TEAM LEADER & MANAGER COMPETENCIES

Personal competencies are the key skills used by effective Team Leaders andManagers to work towards achieving the purpose and objectives specified within

Lancashire County Councils Corporate Strategy.

This competency framework details the most critical behaviours which are mostlikely to lead to effective performance. They are set against a number of importantcorporate responsibilities and activity themes: Quality Assurance, Environmentalresponsibilities under Local Agenda 21, Best Value, Community Safety andEngagement, Cross-Directorate Working, Partnerships, Performance andModernisation initiatives.

Elements of these activity themes appear across the competency categories andare essential in ensuring that personal competence is explicitly linked to the

corporate goals of the authority. This competency framework is intended as aworking document outlining the principles which direct our activity and guide us inthe way we act both with colleagues and with the public we serve throughoutLancashire.

The Team Leader & Manager Competency Framework is an analysis of bestpractice by first line supervisors and managers in Lancashire County Council,taking into consideration the ever changing structure of the authority and the roleswithin it. The competencies were developed through a systematic process, whichempirically examined the essential key functions of the role and reviewed thebehaviour and attitudes of many Team Leaders and Managers across the council.

The competencies can be used in a number of ways, for instance, as the basis ofdevelopment programmes, to identify the strengths and weaknesses in teams andindividuals, as an assessment criteria in selection and appraisal, and as abenchmark for evaluating organisational and operational effectiveness.

The role of a Team Leader/Manager is a dynamic one and Lancashire CountyCouncil intends to keep the Competency Framework under review and updated toensure that it reflects the actual needs of Team Leaders and Managers across theauthority.

Effective Team Leaders and Managers in any role within Lancashire CountyCouncil need to be able to draw on a repertoire of eight personal competencies:

team leadershipteam performanceresource managementproblem solvinglearning and developmentteam and self motivationcommunication

knowledge and understanding


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Each of these competencies can be observed through key behavioursdemonstrated by Team Leaders and Managers.

The competencies work together in enabling Team Leaders/Managers to achieveresults. One competency may be dominant in a particular situation or event, but it

will usually be supported by other competencies. As an event or situation unfolds,other competencies will become relevant.

Overlap exists between some of the key behaviours. Some are about independentaction and others are about working closely with colleagues or members of thediverse communities to which Lancashire County Council provides services.

It is important to remember that the behaviours and competencies are not valuablein themselves. They are valuable only insofar as they help Team Leaders andManagers to achieve results. Effective Team Leaders/Managers use theirjudgement to apply the right competency at the right time.

Key activities for Team Leaders/Managers in each competence area are specifiedand are intended to provide a context into which the behaviours can be set andunderstood. They are not exclusive, but may suggest other key activities in whichcompetence can be demonstrated.

Whilst the majority of competencies apply to all roles, some may relate more tospecific roles or particular tasks.

Not everyone is equally strong in every competency, but display a variety ofdifferent profiles of strengths, styles and preferences.

LANCASHIRE COUNTY COUNCIL COMPETENCIES

In addition to the Management competencies five Lancashire County Councilcompetencies have been developed which apply to all employees. Like themanagerial competencies they are set in the context of the County Councilscorporate objectives and reflect the authoritys responsibilities and activity themes.They can be used to inform development activities and recruitment and selection.Self assessment against them is a key feature of the performance anddevelopment appraisal process.

Each of the competencies can be observed through key behaviours as set outbelow:-

PERSONAL EFFECTIVENESS

Shows consideration, concern and respect for other peoples feelings andopinions.

Demonstrates self-motivation, initiative and gets on with tasks without morereference back than is necessary.

Establishes and maintains constructive and open relationships with colleaguesand customers.

Communicates effectively, clearly and concisely avoiding jargon. Projects a helpful and professional image to colleagues and customers.


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Contributes to a healthy and safe working environment.

Is resilient and is able to respond to work related pressures in a positive way toensure their personal health and well being.

Uses Information and Communication Technology effectively to meet therequirements of the job.

Shows an active commitment to his/her own development.

CUSTOMER FOCUS

Identifies customer needs and consistently meets them.

Recognises the needs of customers who may have special requirements. e.g.barriers to communication or access.

Is positive and helpful when communicating with customers.

Answers queries and solves problems confidently and effectively and keeps thecustomer informed of progress.

Seeks feedback from customers to improve the service

TEAMWORK AND COOPERATION

Co-operates with others, shares useful or relevant information and experience.Offers help when needed.

Encourages views from others and appreciates other team members'perspectives. Understands how own work can impact on other team members.Values others' expertise.

Speaks positively about the team, the manager and the County Council anddoes not blame others.

Develops good working relationships with other teams, divisions or directorates.

ACHIEVEMENT FOCUS

Knows what the team's and the County Council's objectives are and howhis/her efforts contribute to the achievement of them

Meets deadlines producing an agreed quality and quantity of work

Reviews own performance against plans to achieve a more efficient andeffective service

Constructively challenges current working methods and suggests ways toimprove them

EQUALITY Demonstrates an understanding of the County Council's Equal Opportunities

Policy commitments

Respects and values race, gender and other diversity issues and how theycontribute to the service

Contributes to a positive non-discriminatory work environment

These frameworks have been specifically developed for Lancashire CountyCouncil and underpin our commitment to make Lancashire a good place to live,work and visit, now and in the future. A place where everybody matters.


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TEAM LEADERSHIP

Description

Effective leaders not only influence and facilitate the activity of others but also lead

by example. In managing teams they are more likely to adopt different styles ofleadership behaviour to suit the situation or circumstances.

Team Leaders and Managers encourage others to work as a team, giveresponsibility to others to identify, plan and co-ordinate their own activity againstdepartmental or directorate objectives. Effective Team Leaders/Managers knowwhen to take the lead in initiating action and directing activity, and when to standback and allow others to lead.

Team Leaders and Managers will accept responsibility for personal and teamdecisions and outcomes, and when necessary will make decisions which may be

unpopular with others.

Mostly demanded by:

Operational planning and delivering council services. Briefing teams, allocating tasks and communicating job related information. Co-ordinating or directing team activities. Organising and conducting team meetings and team building sessions. Giving feedback on operational performance.

Key behaviours

Effective performance Less effective performance

Encourages team members to takeownership by involving them indecision making and planning.

Seeks advice from team members,specialists and other informedsources on resolving problems or

delivering services.

Provides sufficient support andadvice to team members to allowthem to co-ordinate and direct theirown activity.

Knows when to intervene and whento observe or listen.

Displays a willingness to acceptultimate accountability for decisionsand outcomes made by self orothers.

Rarely consults or involves others inmaking decisions or planning.

Relies mostly on own expertise andexperience, rarely consults others.

Provides support and advice to teammembers only when directly requestedto do so.

Prefers to take control of situations andintervenes at inappropriate orunnecessary times.

Often blames others in situationswhere outcomes are less thanfavourable.


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TEAM LEADERSHIP

Key behaviours continued:

Effective performance Effective performance

Responsibility is given to others todirect work taking into accountdevelopment needs and futurepotential.

Explains the rationale behind advicegiven or decisions made where

possible.

Takes the initiative in decision makingand plans, even when the proposeddirection is unpopular.

Recognises appropriate time and needto seek advice and guidance from linemanager.

Reacts promptly, when necessary tosituations or events which demandimmediate action or response.

Where necessary , takes the leadingrole in co-ordinating and directing theactivities of team members.

Decisions remain rational and impartialeven when under pressure.

Provides few opportunities for others totake responsibility or allocatesresponsibility without consideringdevelopment needs and expertise.

Provides no reasons or explanationsfor decisions made.

Allows others to make unpopulardecisions or tends to favour the easierpath.

Constantly refers to line managementfor confirmation and approval of actionor decisions taken or about to betaken.

Slow in re-acting to events orsituations.

Stands back or is slow to react whensupervision is required in team activity.

Decisions made show inconsistencyand possible bias.


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TEAM PERFORMANCE

Description

This competence concerns evaluating current working environments and

processes to ensure that council services are efficient and effective. They willfocus on performance and the achievement of goals and objectives.

Effective Team Leaders and Managers will help in developing and implementingperformance measurement systems; collecting and analysing information aboutthe impact of team activity on the provision of community based services. They willtake responsibility for getting things done and making it right first time.

They know the importance of getting feedback from others and how to encourage,enable and use such feedback in a constructive manner to assist the team andmeet the expectations of the diverse communities with the area covered by

Lancashire County Council.

Mostly demanded by:

Conducting staff appraisals. Consulting with management regarding performance indicators and service

provision. Collecting information and completing end of year returns. Checking departmental or staff paperwork

Key behaviours


The team are encouraged to takeresponsibility for meeting customerand/or community requirements.

Detail about activities, progress,results and emerging problems arepassed onto the line manager.

Regularly monitors work activity,outputs and outcomes againstdepartmental objectives andpolicy.

Members of the community areencouraged to discuss theirrequirements and seek clarificationabout the services provided byLancashire County Council.

Sets clear, challenging andrealistic targets for teams orindividuals.

Fails to communicate collectiveresponsibility for meeting customerand/or community expectations.

Prefers to keep performanceinformation to self or team.

Waits for things to go wrong beforereviewing methods of working.

Customers are discouraged fromdiscussing their requirements orseeking clarification about serviceprovision.

Allows teams or individuals to setlower targets or take the easierpathway, or sets unachievabletargets.


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TEAM PERFORMANCE



Regularly reviews team outputs andresults against other service providersboth internal and external.

Seeks both quantitative and qualitativedata or information to measureperformance.

Reinforces the need for teams andindividuals to achieve objectives andtargets first time and within agreed timescales.

Team progress and performance arereviewed with team members at suitableintervals and results used as a basis forfuture plans.

Team members are kept informed of

expected standards of work andbehaviour.

Challenges current working practice inorder to identify opportunities forimprovement.

Concerns over quality of work aredirectly raised and discussed with teammembers involved.

Operates with little knowledge of otherteams, focussing on own performance.

Uses readily available data which iseasily measured and quantified, or overrelies on anecdotal evidence.

Teams frequently fail to reach targets.

Prefers to direct team activity to meetrequirements without consultation.

Often allows standards of work and

behaviour to fall below acceptablelevels.

Prefers to work with established andtraditional ways of working.

Allows others to raise concerns overquality of work.


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RESOURCE MANAGEMENT

Description

This competence concerns the efficient management of personal and team

resources and includes monitoring and controlling the way in which resources areused.

Effective Team Leaders and Managers encourage team members to takeresponsibility for the way they use resources and monitors their use in terms ofHealth and Safety regulations.

They ensure that resources are used efficiently and in ways that maintain thequality of service. An assessment of risk is made and problems with the use ofresources identified. Recommendations are made to correct these problems toensure best value.

Accurate and complete records are kept of the resources used and fed back intothe planning stage to enhance future use.

Mostly demanded by:

Planning staffing levels to meet service provisions. Allocating overtime and additional work. Assessing resource needs of team or department. Making bids for additional equipment or other resources.

Key behaviours


The allocation of work is clear,accurate and contains all the relevantdetails.

Team work plans make efficient andcost effective use of available

resources, reducing waste.

Information on the use of resources isfed back into the planning stage, sothat changes in service provision canbe effected quickly and efficiently.

Individual responsibility for the use ofresources is communicatedeffectively to team members.

Work allocation and objectives areunclear, inaccurate or do not containall the relevant details.

Team work plans are not costefficient in terms of resource use.

Information on the use of resources islimited following operational events.

Individuals are not aware of theimplications or their responsibility forthe use of resources.


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RESOURCE MANAGEMENT



Ensures thatwork activitiesconsistently meet quality and deliverystandards.

Monitors factors which may causeteam operations to be disrupted and

takes appropriate measures tominimise their effects.

Records of the use of resources arecomplete, accurate, detailed andlegible.

Health and safety systems andprocedures are maintained accordingto requirements and team membersare instructed accordingly.

Ensure that working conditions and theuse of resources satisfy currentlegislation, approved codes of practiceand organisational requirements.

Ensures that the use of resourcesrepresent Best Value and are morelikely to meet departmental orcommunity requirements.

Takes personal responsibility inidentifying the risks associated withwork activities or use of resources.

Understand the Authoritys financialsystems and procedures to the levelrequired in managing own resources.

Quality and delivery standards fallbelow acceptable levels.

Waits until things go wrong beforetaking action.

Records are incomplete or inaccurate.

Health and safety systems andprocedures are not followed.

Working conditions and the use ofresources do not satisfy currentlegislation, approved codes of practiceand organisational requirements.

The use of resources is often wastefulor does not maximise benefits.

Allows work activity to take placewithout due concern for the personalrisks involved.

Fails to take account of costs andimplications in managing resources


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PROBLEM SOLVING

Description

Problem solving activity should be information led, have clear community focus,utilise partnerships and deal with cause rather than the effects of problems.

Effective Team Leaders and Managers will consult widely on the nature of issues,seeking advice and guidance from team members, management and thecommunity. They use their own and others experience and knowledge tounderstand or identify current or potential problems and look to implement longlasting solutions to the problems or concerns of the communities within Lancashire.

A systematic and structured approach will help Team Leaders/Managers and theirteams to draw conclusions, and learning from key events or situations.

Mostly demanded by:

Planning future team activity and service provision. Reviewing current working practices. Reviewing community views and expectations on council services. Auditing services. Implementing or contributing to Service Improvement or Business Plans.

Key behaviours


Produces a variety of solutions to aproblem or issue before making adecision.

Uses own experience and evidence fromothers to identify real problems and

understand situations.

Searches for and gathers all relevantinformation efficiently beforeimplementing actions.

Transfers learning from one event toanother.

Ensures that any advice given is inaccordance with departmental, section ordirectorate policy or procedures.

Tends to focus on a single solution to aproblem and prefers to stick toestablished and tried solutions.

Judges situations on limited informationwithout seeking confirmation from other

sources.

Implements actions without gathering orconsidering sufficient information.

Unable to translate experience from onesituation to another.

Takes action or offers advice withoutreference to policy, procedures andconstraints.


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PROBLEM SOLVING



Challenges the source and accuracy ofinformation in ambiguous or vagueevents.

Ensures that team members are givenopportunities to discuss and contributeto the resolution of problems or issues

related to service provision.

Regularly discusses shared problemsor concerns with key individuals withinother agencies, departments ordirectorates.

Is able, where necessary to explainand defend decisions or actions taken.

Remains impartial and free of personalbias when considering ways to resolveproblems.

Anticipates potential problems orconsequences of actions and developsalternative action plans.

Tends to accept ambiguous or vagueinformation without question.

Team members are excluded fromdiscussions regarding problems.

Fails to discuss problems with others/key individuals.

Finds it difficult to provide explanationsfor the reasons behind decisionsmade.

Allows personal bias to dictate actionor behaviour.

Adopts a reactive rather than proactivestyle to changing circumstances.


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LEARNING AND DEVELOPMENT

Description

Effective Team Leaders and Managers will adopt an inclusive approach to learningand development, providing equal opportunities for all staff. They will encourageothers to take an active part in their own development, but will also ensure thatteam development activity is relevant and cost effective.

Team development will be geared towards activity which is more likely to lead tomore efficient and effective services to the community.

Team Leaders and Managers will promote on the job development, provide regularreviews, give constructive feedback on performance and use best practiceassessment methods in selecting staff fairly.

Mostly demanded by:

Allocating tasks. Implementing Service Improvement Plans. Conducting staff appraisals. Identifying and providing development opportunities to meet training needs. Keeping up to date with professional standards, current legislation and

procedures. Monitoring performance.

Key behaviours


Actively identifies learning anddevelopment needs of team members.

Others within the team are encouraged

and assisted to evaluate the teamsoverall learning and development needs.

Encourages all team members toevaluate their own training anddevelopment needs and to actively planhow they will be resolved.

Ensures that development activity isrelevant and cost effective in terms ofdelivering effective council services.

Offers self in mentoring/coaching role tosupport overall team development.

Ignores development needs of individualsand team.

Evaluates teams overall learning and

development needs without reference toothers.

Encourages team members to seekexternal training courses to meetdevelopment needs.

Provides internal team training orcommits team members to courseswithout reference to service provision.

Leaves development activity to others.


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LEARNING AND DEVELOPMENT



Ensures that others know how toanalyse, control and monitor risksassociated with their activities.

Selects or inducts new staff using fairand objective criteria.

Ensure that team/individual trainingand development activities comply withlegal and organisational requirementsand approved codes of practice.

Advice and feedback on the progress

of work teams and individuals isprompt, regular, timely andconstructive.

Identifies, monitors and seeks remedyfor causes and symptoms of stress inself and others.

Regularly reviews own progress andperformance with others to aid futureperformance.

Assesses own level of performancerealistically against job activitiesundertaken and personalcompetencies.

Will take responsibility whenappropriate for meeting own learningand development needs.

Allows others to carry out tasks withoutdue concern for the associatedpersonal risks .

Uses personal judgement or relies oncriteria other than key abilities orcompetencies to select staff.

Allows training and developmentactivities without checking compliancewith legal and organisationalrequirements and approved codes ofpractice.

Is inconsistent in providing feedback,

often unconstructive or inappropriate.

Allows stress to deteriorate jobperformance.

Rarely or does not seek performancefeedback.

Over or under rates own performancelevels against job activities or personalcompetencies.

Relies on others to identify and actiontraining and development.


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TEAM AND SELF MOTIVATION

Description

This competence is concerned with Team Leaders/Managers managing their own

and others time and workloads, whilst developing and maintaining productiveworking relationships with staff.

Effective Team Leaders and Managers make clear to others the standards of workand behaviour expected. They identify and manage conflict before it arises and indealing with others ensure equality and fairness.

Team Leaders and Managers with this competence believe that they will succeedin their work and persist in this belief even though they may encounter initialdifficulties or the opposition of others.

Those with this competence will maintain their drive and determination throughchanges in working practice or procedure, presenting a positive and self assuredimage to others in a wide range of situations.

Mostly demanded by:

Supporting staff who deal with difficult events or situations. Directing or co-ordinating team activity. Conducting staff appraisals. Monitoring and managing sickness absence.

Completing personal work tasks. Maintaining commitment, effort and discipline

Key behaviours


Shows a personal willingness tounderstand and accept change.

Manages own time and prioritises work inan effective and productive way.

Checks out team members understandingof the implications of change and theircommitment to their role in it.

Is not disorientated by ambiguity and isable to positively manage confusion.

Maintains beliefs, commitment and effortin spite of set-backs or opposition.

Recognises and rewards positiveperformance and contribution to teamwork or service provision.

Takes a negative view of change andprefers to keep current tasks.

Is easily overburdened with work andactivities.

Dictates compliance to change withoutexplaining the merits or implications ofchange.

Becomes disorientated and disheartenedby ambiguity. Withdraws or becomesangry when confusion exists.

Withdraws easily or becomes despondentwhen set backs occur.

Ignores or does not acknowledge inputfrom others.


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COMMUNICATION

Description

Effective Team Leaders and Managers will consult with others in a way which

encourages open and frank discussion, shows respect and maintains productiveworking relationships. They will recognise the importance of providingopportunities for team members to discuss problems, ask questions and seekclarification. They will encourage this to happen by remaining visible andapproachable.

An ability to recognise the needs and feelings of others and appreciate conflictingdemands will be necessary in considering when and how to respond. They will beable to intervene and challenge inappropriate behaviour, communicate with othersfrom diverse backgrounds and act professionally at all times.

Mostly demanded by:

Establishing working relationships or arrangements with: local community other service providers line managers and senior managers staff

Conducting team briefings which includes allocating tasks/communicating jobrelated information.

Keeping appropriate records in compliance with procedures and regulations. Resolving issues or conflict with or between team members.

Key behaviours


Regularly provides opportunities for teammembers to discuss problems or issues,which directly or indirectly affect theirwork.

If suggestions or ideas are not taken upfrom team members, reasons are clearlygiven.

Able to adopt or adapt a communicationstyle appropriate to the individual and/orsituation.

Able to engage in informal socialinteraction with a variety of people withdiverse backgrounds.

Determines in advance the most effectiveway of communicating a message.

Discourages or provides little opportunityfor team members to express opinions orviews.

Provides no reasons for decisions oraction.

Style and content of communication isoften inappropriate or out of context foraudience.

Tends to communicate formally and isunable to engage or build rapport with avariety of people.

Adopts an inappropriate method ofcommunicating a message.


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COMMUNICATION



Seeks to consult with, listen andencourage ideas from others.

Encourages others to ask questions orseek clarification of their allocatedactivities.

Displays tact and sensitivity whendealing with others.

Asks probing questions to clarifyunderstanding.

Challenges inappropriate language orbehaviour.

Encourages contact with others byremaining visible and approachableduring work activity.

Paper work is clear, complete andpresented within established timelimits.

Written proposals or recommendationsare grammatically correct, concise andsummarise salient points.

Pays attention to detail whencompleting or checking paperwork.

Adopts a professional and ethicalapproach to building workingrelationships, ensuring that personalbehaviour and actions is beyondreproach.

Looks inward and is often unwilling tolisten to others peoples ideas oropinions.

Allocates work or instructions withoutseeking understanding.

Is unpredictable in response to othersand can often be discourteous orunpleasant.

Receives information, instructions oradvice without seeking clarification.

Allows inappropriate language to gounchecked.

Hides behind the scenes, rarely seenduring situations or work events.

Paperwork is untidy, incomplete oroften late.

Written proposals are often confusingor poorly structured, sometimescontaining irrelevant information

Errors in paperwork appear at regularintervals.

Enters into working arrangements orrelationships without considering theperceptions of others.


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KNOWLEDGE AND UNDERSTANDING

Description

Knowledge and understanding of organisational, community and technical issues isan essential competence for Team Leaders and Managers. This competenceconcerns knowledge of facts, procedures and people to help influence opinion,motivate others and achieve results.

Effective Team Leaders and Managers seek contacts in the wider community andelicit information about community concerns to help direct and guide councilservices.

Knowledge of ones own situation, LCC structures, strategic objectives and theenvironment into which the service is delivered will enhance performance.

Mostly demanded by:

Directing or co-ordinating team activity. Consulting with Lancashire communities about service provision or local

environmental issues. Liasing with other departments or directorates. Consulting with external agencies.

Key behaviours



Organisational

Knows own role and terms of reference.

Maintains a knowledge andunderstanding of working procedures andpractices.

Seeks information on how the LancashireCounty Council political and decisionmaking procedures operate.

Maintains an in depth knowledge andunderstanding of how other teams aredelivering services.

Relates how team activity contributes todepartmental or directorate objectives.

Is aware of and can explain how BestValue works and how it can assist inimproving service provision.

Organisational

Confused about role or terms ofreference.

Is out of touch with operationalprocedures and practices.

Has difficulty in relating how team activityis determined and regulated.

Maintains an insular view of team or areaignoring how others operate and how thismay help and influence own performance.Allows daily activity without reference toperformance indicators.

Is unable to explain Best Value.


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KNOWLEDGE AND UNDERSTANDING



Community

Seeks information on community orcustomers preferences in relation toservice delivery.

Displays understanding of equalityissues, respects and values diversity.

Technical

Is aware of and understands the use ofinformation technology in providingmanagement information andperformance data.

Keeps up to date with professionalknowledge and new skills

Is aware of products and servicesavailable externally to the authority.

Maintains a in-depth knowledge oftechnical devices.

Maintains an in-depth knowledge oftechnical procedures.

Maintains a knowledge of technicaland professional information to aidpersonal and team performance, such

as:-

Equalities Health & Safety Disciplinary Procedures Best Value Risk Management

Ensures that team maintainsequipment in good order.

Community

Delivers services without reference tocommunity or customer preferences.

Maintains a narrow view of diversityissues.

Technical

Lacks understanding of informationtechnology systems.

Works within existing knowledgelevels.

Maintains an inward focus on availableresources.

Has limited knowledge of technicaldevices.

Has limited knowledge of technicalprocedures.

Has limited knowledge of technical andprofessional information.

Allows equipment to fall into poorcondition.

Manager Competency Framework

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