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1 Example AO Ltd 19/10/2011 Perspectives 360 provides a framework for assessing management skills. It is designed to provide you with feedback from the people who know you best: the people with whom you work. This report summarises the results of your assessment and is intended to help you identify your management strengths as well as some areas for development. The report comprises an analysis of your scores together with an explanation of your results and some suggestions to help you to improve your management skills. The Specific Skills Profile compares your perception of your management skills with that of the colleagues who also assessed you: where you see any significant differences between the two profiles, you might like to reflect on why that might be the case and what action you could take to rectify this difference of perception. Below is a summary of how people perceive you in each of the Core Management Skills. Page 1 of 9

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3 Planning Managers are responsible for the efficient use of organisational resources including people, plant, equipment and supplies. The effective use of such resources requires managers to devise, communicate, implement and monitor plans to achieve organisational aims and objectives. Planning is broken down into Specific Skills. Each Specific Skill is described below and is followed by an explanation of how your performance is perceived in this skill area. To improve your performance, a development action based upon your current performance level, is provided for each of the Specific Skills. Developing plans: Prioritising and organising work activities in-line with organisational aims and objectives Are able to prepare clear, well-constructed plans Generally ensure an adequate supply of resources Consistently prioritise and schedule activities to meet objectives Development Action: To improve your planning skills, talk to other people, especially those in your own team, to find out if they have any ideas which you might build into your plans. Hold brainstorming sessions when preparing future plans to make sure they are involved in formulating them. When preparing complex plans, think about using project management techniques such as Gantt charts, Critical Path Analysis or flowcharting. Monitoring performance: Monitoring and reviewing performance against organisational aims and objectives Regularly monitor progress against plans Always take action when performance is below the standard you expect Often check the quality of work and progress against plans Development Action: Using the qualitative and quantitative measures outlined in your plans, check progress regularly to ensure activities are on schedule of the right quality. Keeping track of progress and quality on a routine basis should help you to avoid any nasty surprises later on. In time, you will be able to identify trends and patterns which will help you to improve the efficiency and quality of work for which you are responsible. Focusing on results: Maintaining a focus on achieving organisational aims and objectives Consistently work towards achieving objectives Regularly ensure that others are aware of plans and objectives by reminding them Make modifications to plans to ensure objectives are achieved Development Action: Whilst plans are important, do not be frightened to modify them if they are not delivering the planned outcomes and objectives. Before making any changes, analyse the problem, perhaps by drawing a Cause and Effect Chart to identify the cause of the problem and then make appropriate changes: use the STAR formula STOP, THINK, ACT and RESOLVE. Managing change: Planning for and implementing change to achieve organisational aims and objectives Always keep people informed when there are changes to plans Usually ensure that people understand the reason for any changes Sometimes overlook situations where change is required Development Action: When plans are not working out, you need to make changes. The key to improving performance is to identify small incremental improvements continuously. Thinking about your work processes and systems, make a list of areas where there is room for improvement and brainstorm possible ways to improve. Evaluate each idea and discuss your proposals with your manager. Managing improvement: Taking action to improve performance by acting on the lessons from past successes and failures Identify new and improved ways of doing things and put your ideas into action Tend not to make the same mistake twice because you learn from mistakes Are open to ideas about improving systems and procedures Development Action: Identify new ways of working that will result in one of the following: increased income, decreased Page 3 of 9

4 cost, greater levels of customer satisfaction. Concentrate on those activities which you do not require authorisation to implement and monitor the improvement in performance. Page 4 of 9

5 Communication The principles and processes of effective communication underpin the role of the manager. Managers need to be able to communicate effectively with a range of people, including team members, colleagues, line managers, customers and suppliers. It is important that managers are able to organise, present and communicate their views, ideas and plans according to the needs of the people with whom they interact. Communication is broken down into Specific Skills. Each Specific Skill is described below and is followed by an explanation of how your performance is perceived in this skill area. To improve your performance, a development action based upon your current performance level, is provided for each of the Specific Skills. Explaining clearly: Presenting ideas, plans and problems in ways that promote understanding Are adept at presenting complex ideas and plans in a clear and concise manner Always give instructions and information in a clear logical way Routinely ensure that people understand what you have said by checking their understanding Development Action: Presenting complex ideas and plans requires careful preparation and planning. It is always a good idea to use visual aids to reinforce important points and to distribute any support notes and briefing papers in advance to prepare people for what you want to explain. Influencing others: Presenting views and opinions clearly and positively to others, resulting in agreement and consensus Can always be relied upon to make constructive suggestions to help achieve results Present ideas and plans positively and are able to influence other people s point of view Usually present a positive self image to others Development Action: When presenting ideas and plans to others, always be very clear about what you want to say and how you intend to say it. Use the KISS model (i.e. Keep It Short and Simple) to structure your talks and project your enthusiasm and commitment to your ideas. If you do not do so, you should not be surprised if no one else is enthusiastic or committed to them either! Resolving conflict: Understanding the problems and concerns of others and working towards an appropriate resolution Should try harder to understand the views of others more often than you do currently As a rule you resolve conflict in a positive manner Generally resolve conflict by obtaining a consensus agreement Development Action: Seek first to understand, then to be understood! should be your motto. This means taking time to understand the feelings, concerns and anxieties of other people. Try asking questions such as, Why do you say that?, Can you explain that to me again or How do you feel about.. Listening: Seeking and listening to the views and opinions of others Sometimes interrupt people when they are speaking Often allow others to put forward their views and opinions Give the impression of having little interest in what other others have to say Development Action: Although you might actually listen to others, you also need to show that you are listening. To do this, maintain eye contact with them when they are speaking, smile and acknowledge their contribution, nod your head in agreement, make notes of important points and thank them for their contribution. Page 5 of 9

6 Team working Managers achieve organisational aims and objectives through the work of other people and in particular teams. Setting up and managing effective teams, requires managers to inspire and motivate all team members, ensuring that everyone understands and is able to work towards what the team is trying to achieve. Team working is broken down into Specific Skills. Each Specific Skill is described below and is followed by an explanation of how your performance is perceived in this skill area. To improve your performance, a development action based upon your current performance level, is provided for each of the Specific Skills. Building teams: Involving team members in planning and organising their work to meet team objectives Regularly involve your team in planning and decision making Do not routinely incorporate suggestions made by your team into plans Fully understand and maximise the strengths of the individuals in your team Development Action: If you want your team to be committed to plans, try to include more of their ideas into your plans as a matter of course. Start by involving them in simple planning and decision-making activities and then gradually involve them in more complex planning activities. Leading teams: Providing teams with a clear understanding of their purpose and objectives Take time to ensure that individuals in your team understand the team s objectives Usually discuss plans and objectives with your team Do not provide your team with enough direction at certain times Development Action: It is your responsibility to provide your team members with direction, as without it they may head off the wrong way. Use your plans to remind your team members what they should be aiming for and how they will be able to get there. Encouraging teamwork: Minimising conflict and problems to enable the team to perform Encourage people to work together as a team Address most of the problems which impact upon team performance Resolve conflict and disputes between team members when it arises Development Action: Set some team objectives that you can measure to keep your team focused. Make use of friendships within the team to strengthen it and utilise each individual s skills for the benefit of the whole team s performance. Managing diversity: Ensuring that all members of the team are able to perform to the best of their abilities Usually treat individuals with respect Always recognise people s individual needs Can be relied upon to encourage individuals to make the best use of their abilities Development Action: Treating people with respect pays dividends because when we respect others, they respect us. To generate a culture of trust and respect, lead by example so if you hear or see someone behaving disrespectfully towards another person, step in and take responsibility for ensuring that everyone is treated with respect. This needs to be done in a fair and equal manner. Page 6 of 9

7 Leading Managers are leaders of people and need to inspire innovation, commitment and enthusiasm in others in order to achieve organisational aims and objectives. To be effective, managers need to build strong working relationships which means providing clear guidance and direction, acting as a role model and respecting the views and opinions of others. Leading is broken down into Specific Skills. Each Specific Skill is described below and is followed by an explanation of how your performance is perceived in this skill area. To improve your performance, a development action based upon your current performance level, is provided for each of the Specific Skills. Encouraging innovation: Encouraging others to find new and improved methods of working and responding to challenges Sometimes look for practical ways to overcome barriers and problems more often than you do Sometimes respond enthusiastically to new ideas from others Usually seek out creative ways of achieving objectives Development Action: When looking for ways to overcome problems and barriers, try to think outside of the box a little more often to find novel solutions. Providing guidance: Providing support and advice to others in order to enable the achievement of organisational aims and objectives Are supportive of others and usually willing to help Willingly offer guidance and advice to others when they need it Often step in to help people who are experiencing problems Development Action: Most people do not like to admit that they need help or additional support. Approach people when they are on their own and engage them in conversation, ask them how they are getting on and invite them to open up, and then offer constructive advice and help. Motivating others: Enthusing, and gaining the commitment of others to decisions and plans Generate commitment to decisions and plans most of the time Always recognise and praise people for their contributions and hard work Need to work harder at motivating people to achieve their objectives and targets Development Action: You can motivate people by involving them in the setting of objectives and targets and providing them with constructive feedback on their performance. Do not forget to say Thank you or Well done it always makes a difference. Building trust and respect: Maintaining confidences and honouring commitments and promises made to others Respect confidences and are considered to be an honest and straightforward manager Endeavour to fulfil commitments and promises made to others Need to build the trust and respect of others Development Action: To build the trust and respect of others you need to be interested in them and their work, listen to them and keep your any promises or commitments that you have made to them. Page 7 of 9

8 Personal effectiveness Personal effectiveness enables to achieve results and meeting personal and organisational objectives. Managers are literally faced with hundreds of decisions to make every day: choices about how to prioritise activities, how to allocate their time and how to communicate and present their plans and opinions to others. An important part of improving personal effectiveness is recognising and addressing personal development needs. Personal effectiveness is broken down into Specific Skills. Each Specific Skill is described below and is followed by an explanation of how your performance is perceived in this skill area. To improve your performance, a development action based upon your current performance level, is provided for each of the Specific Skills. Acting assertively: Presenting views and opinions clearly and taking responsibility for initiating action Regularly take responsibility for making things happen Are able to say no to others Are able to state your own views and opinions clearly and confidently Development Action: When something has not worked out as planned, think about how you could have prevented that from happening and what you could do in future to prevent the same situation happening again, even if your initial reaction was that it was not your fault. Managing time: Maximising the use of time to achieve aims and objectives Make excellent use of your time Make time to discuss problems and to offer advice to people Can usually be relied upon to meet work deadlines Development Action: Look at the things which occasionally make you miss deadlines. What can you do to prevent them impacting upon your performance in the future? Always be realistic with how much you can take on; remember things always seem to take longer than we plan. Developing self: Improving personal performance and skills by recognising weaknesses and areas for improvement Take time to improve your own skills and knowledge Accept and act upon feedback on your own performance provided by others Tend not to be very aware of your own areas of development Development Action: Recognising one s own weaknesses is the sign of a mature manager. Be honest with yourself, what are aspects of your performance needs to be improved? Compare your answers with some of your colleagues and your manager. Decision making: Obtaining and analysing accurate information in order to make effective decisions Usually take into account the opinions of others when making decisions Delay making decisions and do not always feel confident when making decisions Normally make the appropriate people aware of your decisions Development Action: When making important decisions, gather all of the facts, identify all of the choices and options available to you, and make a list of the pros and cons of each before making a definite, well-informed decision, straightaway. Page 8 of 9

9 Managing people Managing and developing people are perhaps the hardest parts of management. Managers must be able to agree clear, measurable objectives, manage the performance of both individuals and teams and provide regular and constructive feedback on their performance. Managers must provide timely and appropriate support for people, ensuring that they possess the right knowledge and skills to achieve their objectives. Managing people is broken down into Specific Skills. Each Specific Skill is described below and is followed by an explanation of how your performance is perceived in this skill area. To improve your performance, a development action based upon your current performance level, is provided for each of the Specific Skills. Setting objectives: Negotiating individual and team objectives which are challenging and achievable Regularly agree objectives and targets with individual team members Set long and short term objectives for your team Frequently negotiate challenging and achieving objectives and targets Development Action: Ensuring that all targets and objectives are recorded, agree a set of objectives with each team member, which you can use to monitor performance in the future. Managing performance: Reviewing individual and team performance to ensure that objectives are achieved Provide individuals with regular feedback on their performance Regularly monitor your team s performance against its objectives Take action to rectify performance which is not satisfactory Development Action: Draw up a timetable for regularly reviewing the performance of individuals within your team. Rather than acting as the judge and jury, invite people to put forward their own views and opinions on their performance. Ask people to reflect on how well they have performed you will be surprised just how honest and critical most people are of their own performance. Developing others: Helping others to improve their knowledge and skills in order to achieve their objectives Take time to review the training and development needs of others Take action for helping to meet the training and development needs of others Could provide more coaching and on-the-job training Development Action: People learn best by doing, therefore take every opportunity to coach and train people on-the-job by using the model I do, we do together and then you do on your own. When you are confident that they can perform to the standard you require, leave them and check on them later on. Providing feedback: Giving individuals and teams constructive feedback designed to improve performance Frequently provide constructive feedback to others designed to improve their performance Give positive feedback to improve the performance of your team Often praise the achievement of objectives individuals and teams Development Action: Think about occasions when you have given your team positive feedback and what the effects were. Compare this with times when you have given them negative feedback. Which is most effective in improving team performance? Page 9 of 9

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