Doesn’t know what motivates others or how to do it Not empowering and not a person many people want to work for, around or with May be a poor reader of others, may not pick up on their needs and cues Intentionally or unintentionally demotivates others DELEGATION Clearly and comfortably delegates both routine and important tasks and decisions Broadly shares both responsibility and accountability; tends to trust people to perform Lacks trust and respect in the talent of direct reports and others Doesn’t want to or know how to empower others May delegate but micromanages and looks over shoulders May just throw tasks at people; doesn’t communicate the bigger picture reasoning / managing difficult situations Sub-competency Examples of manager behaviour Lominger competency Examples of manager behaviour (Do and Don’t ) framework equivalent (Do and Don’t ) MANAGING acts as mediator in conflict situations CONFLICT up to conflicts, seeing them as opportunities deals with squabbles before they become MANAGEMENT reads situations quickly CONFLICT arguments good at focused listening objectively with conflicts can hammer out tough agreements and settle disputes equitably deals with conflicts head on can find common ground and get cooperation with minimum noise Acts to keep peace rather than resolve issues Avoids conflict in situations and with people May get upset as a reaction to conflict, takes it personally Will let things fester rather than dealing with them directly Will try to wait long enough for it to go away
Doesn’t know what motivates others or how to do it Not empowering and not a person many people want to work for, around or with May be a poor reader of others, may not pick up on their needs and cues Intentionally or unintentionally demotivates others DELEGATION Clearly and comfortably delegates both routine and important tasks and decisions Broadly shares both responsibility and accountability; tends to trust people to perform Lacks trust and respect in the talent of direct reports and others Doesn’t want to or know how to empower others May delegate but micromanages and looks over shoulders May just throw tasks at people; doesn’t communicate the bigger picture reasoning / managing difficult situations Sub-competency Examples of manager behaviour (Do and Don’t ) Lominger competency framework equivalent Examples of manager behaviour (Do and Don’t ) MANAGING CONFLICT acts as mediator in conflict situations deals with squabbles before they become arguments objectively with conflicts deals with conflicts head on CONFLICT MANAGEMENT up to conflicts, seeing them as opportunities reads situations quickly good at focused listening can hammer out tough agreements and settle disputes equitably can find common ground and get cooperation with minimum noise Acts to keep peace rather than resolve issues Avoids conflict in situations and with people May get upset as a reaction to conflict, takes it personally Will let things fester rather than dealing with them directly Will try to wait long enough for it to go away
bv-line-management-competencies-for-preventing-stress.docx