Manager Competencies

These competencies apply to Line Managers, Team Leaders and Supervisors

Contents

Introduction

Competencies

Personal Competencies Team Leadership

Team Performance

Resource Management

Problem Solving

Learning and Development

Team and Self Motivation

Communication

Knowledge and Understanding

TEAM LEADER & MANAGER COMPETENCIES

Personal competencies are the key skills used by effective Team Leaders and Managers 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 most likely to lead to effective performance. They are set against a number of important corporate responsibilities and activity themes: Quality Assurance, Environmental responsibilities under Local Agenda 21, Best Value, Community Safety and Engagement, Cross-Directorate Working, Partnerships, Performance and Modernisation initiatives. Elements of these activity themes appear across the competency categories and are essential in ensuring that personal competence is explicitly linked to the corporate goals of the authority. This competency framework is intended as a working document outlining the principles which direct our activity and guide us in the way we act both with colleagues and with the public we serve throughout Lancashire. The Team Leader & Manager Competency Framework is an analysis of best practice by first line supervisors and managers in Lancashire County Council, taking into consideration the ever changing structure of the authority and the roles within it. The competencies were developed through a systematic process, which empirically examined the essential key functions of the role and reviewed the behaviour 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 of development programmes, to identify the strengths and weaknesses in teams and individuals, as an assessment criteria in selection and appraisal, and as a benchmark for evaluating organisational and operational effectiveness. The role of a Team Leader/Manager is a dynamic one and Lancashire County Council intends to keep the Competency Framework under review and updated to ensure that it reflects the actual needs of Team Leaders and Managers across the authority. Effective Team Leaders and Managers in any role within Lancashire County Council need to be able to draw on a repertoire of eight personal competencies: team leadership team performance resource management problem solving learning and development team and self motivation communication knowledge and understanding

Each of these competencies can be observed through key behaviours demonstrated by Team Leaders and Managers. The competencies work together in enabling Team Leaders/Managers to achieve results. 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 independent action and others are about working closely with colleagues or members of the diverse communities to which Lancashire County Council provides services. It is important to remember that the behaviours and competencies are not valuable in themselves. They are valuable only insofar as they help Team Leaders and Managers to achieve results. Effective Team Leaders/Managers use their judgement to apply the right competency at the right time. Key activities for Team Leaders/Managers in each competence area are specified and are intended to provide a context into which the behaviours can be set and understood. They are not exclusive, but may suggest other key activities in which competence can be demonstrated. Whilst the majority of competencies apply to all roles, some may relate more to specific roles or particular tasks. Not everyone is equally strong in every competency, but display a variety of different profiles of strengths, styles and preferences. LANCASHIRE COUNTY COUNCIL COMPETENCIES In addition to the Management competencies five Lancashire County Council competencies have been developed which apply to all employees. Like the managerial competencies they are set in the context of the County Councils corporate 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 and development appraisal process. Each of the competencies can be observed through key behaviours as set out below: PERSONAL EFFECTIVENESS Shows consideration, concern and respect for other peoples feelings and opinions. Demonstrates self-motivation, initiative and gets on with tasks without more reference back than is necessary. Establishes and maintains constructive and open relationships with colleagues and customers. Communicates effectively, clearly and concisely avoiding jargon. Projects a helpful and professional image to colleagues and customers.

Contributes to a healthy and safe working environment. Is resilient and is able to respond to work related pressures in a positive way to ensure their personal health and well being. Uses Information and Communication Technology effectively to meet the requirements 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 the customer 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 and does 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 how his/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 and effective service Constructively challenges current working methods and suggests ways to improve 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 they contribute to the service Contributes to a positive non-discriminatory work environment

These frameworks have been specifically developed for Lancashire County Council 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.

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 of leadership behaviour to suit the situation or circumstances. Team Leaders and Managers encourage others to work as a team, give responsibility to others to identify, plan and co-ordinate their own activity against departmental or directorate objectives. Effective Team Leaders/Managers know when to take the lead in initiating action and directing activity, and when to stand back and allow others to lead. Team Leaders and Managers will accept responsibility for personal and team decisions 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 Encourages team members to take ownership by involving them in decision making and planning. Seeks advice from team members, specialists and other informed sources on resolving problems or delivering services. Provides sufficient support and advice to team members to allow them to co-ordinate and direct their own activity. Knows when to intervene and when to observe or listen. Less effective performance Rarely consults or involves others in making decisions or planning.

Relies mostly on own expertise and experience, rarely consults others.

Provides support and advice to team members only when directly requested to do so.

Prefers to take control of situations and intervenes at inappropriate or unnecessary times. Often blames others in situations where outcomes are less than favourable.

Displays a willingness to accept ultimate accountability for decisions and outcomes made by self or others.

TEAM LEADERSHIP Key behaviours continued:

Effective performance Responsibility is given to others to direct work taking into account development needs and future potential.

Effective performance Provides few opportunities for others to take responsibility or allocates responsibility without considering development needs and expertise.

Explains the rationale behind advice given or decisions made where possible. Takes the initiative in decision making and plans, even when the proposed direction is unpopular. Recognises appropriate time and need to seek advice and guidance from line manager.

Provides no reasons or explanations for decisions made.

Allows others to make unpopular decisions or tends to favour the easier path. Constantly refers to line management for confirmation and approval of action or decisions taken or about to be taken. Slow in re-acting to events or situations.

Reacts promptly, when necessary to situations or events which demand immediate action or response. Where necessary , takes the leading role in co-ordinating and directing the activities of team members. Decisions remain rational and impartial even when under pressure.

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

Decisions made show inconsistency and possible bias.

TEAM PERFORMANCE Description This competence concerns evaluating current working environments and processes to ensure that council services are efficient and effective. They will focus on performance and the achievement of goals and objectives. Effective Team Leaders and Managers will help in developing and implementing performance measurement systems; collecting and analysing information about the impact of team activity on the provision of community based services. They will take 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 and meet 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 Effective performance The team are encouraged to take responsibility for meeting customer and/or community requirements. Detail about activities, progress, results and emerging problems are passed onto the line manager. Regularly monitors work activity, outputs and outcomes against departmental objectives and policy. Members of the community are encouraged to discuss their requirements and seek clarification about the services provided by Lancashire County Council. Sets clear, challenging and realistic targets for teams or individuals. Less effective performance Fails to communicate collective responsibility for meeting customer and/or community expectations. Prefers to keep performance information to self or team.

Waits for things to go wrong before reviewing methods of working.

Customers are discouraged from discussing their requirements or seeking clarification about service provision.

Allows teams or individuals to set lower targets or take the easier pathway, or sets unachievable targets.

TEAM PERFORMANCE Key behaviours continued: Effective performance Regularly reviews team outputs and results against other service providers both internal and external. Seeks both quantitative and qualitative data or information to measure performance. Less effective performance Operates with little knowledge of other teams, focussing on own performance.

Uses readily available data which is easily measured and quantified, or over relies on anecdotal evidence.

Reinforces the need for teams and individuals to achieve objectives and targets first time and within agreed time scales. Team progress and performance are reviewed with team members at suitable intervals and results used as a basis for future plans. Team members are kept informed of expected standards of work and behaviour. Challenges current working practice in order to identify opportunities for improvement. Concerns over quality of work are directly raised and discussed with team members involved.

Teams frequently fail to reach targets.

Prefers to direct team activity to meet requirements without consultation.

Often allows standards of work and behaviour to fall below acceptable levels. Prefers to work with established and traditional ways of working.

Allows others to raise concerns over quality of work.

RESOURCE MANAGEMENT Description This competence concerns the efficient management of personal and team resources and includes monitoring and controlling the way in which resources are used. Effective Team Leaders and Managers encourage team members to take responsibility for the way they use resources and monitors their use in terms of Health and Safety regulations. They ensure that resources are used efficiently and in ways that maintain the quality of service. An assessment of risk is made and problems with the use of resources identified. Recommendations are made to correct these problems to ensure best value. Accurate and complete records are kept of the resources used and fed back into the 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 Effective performance The allocation of work is clear, accurate and contains all the relevant details. Team work plans make efficient and cost effective use of available resources, reducing waste. Information on the use of resources is fed back into the planning stage, so that changes in service provision can be effected quickly and efficiently. Individual responsibility for the use of resources is communicated effectively to team members. Less effective performance Work allocation and objectives are unclear, inaccurate or do not contain all the relevant details. Team work plans are not cost efficient in terms of resource use.

Information on the use of resources is limited following operational events.

Individuals are not aware of the implications or their responsibility for the use of resources.

RESOURCE MANAGEMENT

Key behaviours continued: Effective performance Ensures that work activities consistently meet quality and delivery standards. Monitors factors which may cause team operations to be disrupted and takes appropriate measures to minimise their effects. Records of the use of resources are complete, accurate, detailed and legible. Health and safety systems and procedures are maintained according to requirements and team members are instructed accordingly. Ensure that working conditions and the use of resources satisfy current legislation, approved codes of practice and organisational requirements. Ensures that the use of resources represent Best Value and are more likely to meet departmental or community requirements. Takes personal responsibility in identifying the risks associated with work activities or use of resources. Understand the Authoritys financial systems and procedures to the level required in managing own resources. Less effective performance Quality and delivery standards fall below acceptable levels.

Waits until things go wrong before taking action.

Records are incomplete or inaccurate.

Health and safety systems and procedures are not followed.

Working conditions and the use of resources do not satisfy current legislation, approved codes of practice and organisational requirements. The use of resources is often wasteful or does not maximise benefits.

Allows work activity to take place without due concern for the personal risks involved.

Fails to take account of costs and implications in managing resources

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 the community. They use their own and others experience and knowledge to understand or identify current or potential problems and look to implement long lasting solutions to the problems or concerns of the communities within Lancashire. A systematic and structured approach will help Team Leaders/Managers and their teams 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 Effective performance Produces a variety of solutions to a problem or issue before making a decision. Less effective performance Tends to focus on a single solution to a problem and prefers to stick to established and tried solutions.

Uses own experience and evidence from others to identify real problems and understand situations. Searches for and gathers all relevant information efficiently before implementing actions. Transfers learning from one event to another. Ensures that any advice given is in accordance with departmental, section or directorate policy or procedures.

Judges situations on limited information without seeking confirmation from other sources. Implements actions without gathering or considering sufficient information.

Unable to translate experience from one situation to another. Takes action or offers advice without reference to policy, procedures and constraints.

PROBLEM SOLVING Key behaviours continued: Effective performance Challenges the source and accuracy of information in ambiguous or vague events. Ensures that team members are given opportunities to discuss and contribute to the resolution of problems or issues related to service provision. Regularly discusses shared problems or concerns with key individuals within other agencies, departments or directorates. Is able, where necessary to explain and defend decisions or actions taken. Less effective performance Tends to accept ambiguous or vague information without question.

Team members are excluded from discussions regarding problems.

Fails to discuss problems with others/ key individuals.

Finds it difficult to provide explanations for the reasons behind decisions made. Allows personal bias to dictate action or behaviour.

Remains impartial and free of personal bias when considering ways to resolve problems. Anticipates potential problems or consequences of actions and develops alternative action plans.

Adopts a reactive rather than proactive style to changing circumstances.

LEARNING AND DEVELOPMENT Description

Effective Team Leaders and Managers will adopt an inclusive approach to learning and development, providing equal opportunities for all staff. They will encourage others to take an active part in their own development, but will also ensure that team development activity is relevant and cost effective. Team development will be geared towards activity which is more likely to lead to more efficient and effective services to the community. Team Leaders and Managers will promote on the job development, provide regular reviews, give constructive feedback on performance and use best practice assessment 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 Effective performance Actively identifies learning and development needs of team members. Others within the team are encouraged and assisted to evaluate the teams overall learning and development needs. Encourages all team members to evaluate their own training and development needs and to actively plan how they will be resolved. Ensures that development activity is relevant and cost effective in terms of delivering effective council services. Offers self in mentoring/coaching role to support overall team development. Less effective performance Ignores development needs of individuals and team. Evaluates teams overall learning and development needs without reference to others. Encourages team members to seek external training courses to meet development needs.

Provides internal team training or commits team members to courses without reference to service provision. Leaves development activity to others.

LEARNING AND DEVELOPMENT Key behaviours continued: Effective performance Ensures that others know how to analyse, control and monitor risks associated with their activities. Selects or inducts new staff using fair and objective criteria. Less effective performance Allows others to carry out tasks without due concern for the associated personal risks . Uses personal judgement or relies on criteria other than key abilities or competencies to select staff. Allows training and development activities without checking compliance with legal and organisational requirements and approved codes of practice. Is inconsistent in providing feedback, often unconstructive or inappropriate.

Ensure that team/individual training and development activities comply with legal and organisational requirements and approved codes of practice.

Advice and feedback on the progress of work teams and individuals is prompt, regular, timely and constructive. Identifies, monitors and seeks remedy for causes and symptoms of stress in self and others. Regularly reviews own progress and performance with others to aid future performance. Assesses own level of performance realistically against job activities undertaken and personal competencies. Will take responsibility when appropriate for meeting own learning and development needs.

Allows stress to deteriorate job performance.

Rarely or does not seek performance feedback.

Over or under rates own performance levels against job activities or personal competencies.

Relies on others to identify and action training and development.

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 productive working relationships with staff. Effective Team Leaders and Managers make clear to others the standards of work and behaviour expected. They identify and manage conflict before it arises and in dealing with others ensure equality and fairness. Team Leaders and Managers with this competence believe that they will succeed in their work and persist in this belief even though they may encounter initial difficulties or the opposition of others. Those with this competence will maintain their drive and determination through changes in working practice or procedure, presenting a positive and self assured image 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 Effective performance Shows a personal willingness to understand and accept change. Manages own time and prioritises work in an effective and productive way. Checks out team members understanding of the implications of change and their commitment to their role in it. Is not disorientated by ambiguity and is able to positively manage confusion. Less effective performance Takes a negative view of change and prefers to keep current tasks. Is easily overburdened with work and activities. Dictates compliance to change without explaining the merits or implications of change. Becomes disorientated and disheartened by ambiguity. Withdraws or becomes angry when confusion exists. Withdraws easily or becomes despondent when set backs occur. Ignores or does not acknowledge input from others.

Maintains beliefs, commitment and effort in spite of set-backs or opposition. Recognises and rewards positive performance and contribution to team work or service provision.

TEAM AND SELF MOTIVATION Key behaviours continued: Effective performance Takes personal responsibility for resolving potential or actual conflicts between team members. Ensures that resolution of team conflicts demonstrate equality of opportunity. Able to assess and appreciate conflicting demands made on others. Makes time available to support others. Less effective performance Ignores conflict or potential conflict until help or intervention becomes essential. Favours individuals without due reference to the issue or situation.

Ignores conflicting demands made on others. Has limited time to provide support .

Maintains impartiality and fairness when dealing with others.

Lets personal prejudice or bias affect style and tone of communication with others. Gets personally involved in situation and displays irrational responses.

Focuses on facts, problems and solutions when handling an emotional situation. Personal information is handled with the appropriate level of confidentiality. Team members are sufficiently informed about changes in organisational policy and working practices which may affect them. Is reliable and maintains high standards in respect of punctuality.

Discloses personal information to others. Withholds information about possible changes in working practice.

Sometimes late for work or situations.

COMMUNICATION Description Effective Team Leaders and Managers will consult with others in a way which encourages open and frank discussion, shows respect and maintains productive working relationships. They will recognise the importance of providing opportunities for team members to discuss problems, ask questions and seek clarification. They will encourage this to happen by remaining visible and approachable. An ability to recognise the needs and feelings of others and appreciate conflicting demands will be necessary in considering when and how to respond. They will be able to intervene and challenge inappropriate behaviour, communicate with others from 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 job related information. Keeping appropriate records in compliance with procedures and regulations. Resolving issues or conflict with or between team members.

Key behaviours Effective performance Regularly provides opportunities for team members to discuss problems or issues, which directly or indirectly affect their work. If suggestions or ideas are not taken up from team members, reasons are clearly given. Able to adopt or adapt a communication style appropriate to the individual and/or situation. Able to engage in informal social interaction with a variety of people with diverse backgrounds. Determines in advance the most effective way of communicating a message. Less effective performance Discourages or provides little opportunity for team members to express opinions or views.

Provides no reasons for decisions or action.

Style and content of communication is often inappropriate or out of context for audience. Tends to communicate formally and is unable to engage or build rapport with a variety of people. Adopts an inappropriate method of communicating a message.

COMMUNICATION Key behaviours continued: Effective performance Seeks to consult with, listen and encourage ideas from others. Less effective performance Looks inward and is often unwilling to listen to others peoples ideas or opinions. Allocates work or instructions without seeking understanding.

Encourages others to ask questions or seek clarification of their allocated activities. Displays tact and sensitivity when dealing with others.

Is unpredictable in response to others and can often be discourteous or unpleasant. Receives information, instructions or advice without seeking clarification. Allows inappropriate language to go unchecked. Hides behind the scenes, rarely seen during situations or work events.

Asks probing questions to clarify understanding. Challenges inappropriate language or behaviour. Encourages contact with others by remaining visible and approachable during work activity. Paper work is clear, complete and presented within established time limits. Written proposals or recommendations are grammatically correct, concise and summarise salient points. Pays attention to detail when completing or checking paperwork. Adopts a professional and ethical approach to building working relationships, ensuring that personal behaviour and actions is beyond reproach.

Paperwork is untidy, incomplete or often late.

Written proposals are often confusing or poorly structured, sometimes containing irrelevant information Errors in paperwork appear at regular intervals. Enters into working arrangements or relationships without considering the perceptions of others.

KNOWLEDGE AND UNDERSTANDING Description Knowledge and understanding of organisational, community and technical issues is an essential competence for Team Leaders and Managers. This competence concerns 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 and elicit information about community concerns to help direct and guide council services. Knowledge of ones own situation, LCC structures, strategic objectives and the environment 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 Effective performance Organisational Knows own role and terms of reference. Less effective performance Organisational Confused about role or terms of reference. Is out of touch with operational procedures and practices.

Maintains a knowledge and understanding of working procedures and practices. Seeks information on how the Lancashire County Council political and decision making procedures operate. Maintains an in depth knowledge and understanding of how other teams are delivering services. Relates how team activity contributes to departmental or directorate objectives. Is aware of and can explain how Best Value Key behaviours continued: works and how it can assist in improving service provision.

Has difficulty in relating how team activity is determined and regulated.

Maintains an insular view of team or area ignoring how others operate and how this may help and influence own performance. Allows daily activity without reference to performance indicators. Is unable to explain Best Value.

KNOWLEDGE AND UNDERSTANDING Key behaviours continued: Effective performance Community Seeks information on community or customers preferences in relation to service delivery. Displays understanding of equality issues, respects and values diversity. Technical Is aware of and understands the use of information technology in providing management information and performance data. Keeps up to date with professional knowledge and new skills Is aware of products and services available externally to the authority. Maintains a in-depth knowledge of technical devices. Maintains an in-depth knowledge of technical procedures. Maintains a knowledge of technical and professional information to aid personal and team performance, such as:Equalities Health & Safety Disciplinary Procedures Best Value Risk Management

Less effective performance Community Delivers services without reference to community or customer preferences.

Maintains a narrow view of diversity issues. Technical Lacks understanding of information technology systems.

Works within existing knowledge levels. Maintains an inward focus on available resources. Has limited knowledge of technical devices. Has limited knowledge of technical procedures. Has limited knowledge of technical and professional information.

Ensures that team maintains equipment in good order.

Allows equipment to fall into poor condition.