JNT Building Management Competencies

Building Your Team’s Management Competencies:

Team Assessment, Skill Building & Succession Planning

Joe Naughton-Travers,

Senior Associate

OPEN MINDS

November 30, 2007

Atlanta, Georgia

OPEN MINDS © 2004. All rights reserved.2

Session Outline

I. Management Competencies

II. The Five Pillars of Management Competencies

III. Assessing Your Managers

IV. The Leadership Management Model

V. Other Skills for Effective Management


I. Management Competencies


What are Competencies?

Enduring professional characteristics & “talents” that determine individual performance

Competencies are knowledge, skills, abilities, personal characteristics, & other “worker-based” factors that differentiate superior performance from average performance under specific circumstances


Competencies

Essentially, they are the enduring characteristics, or “talents” that determine individual performance

Using competency models in job descriptions, performance evaluations, & staff development is a best practice in human resource management


Use of Competency-Based HR Management Models

Communicate purpose of position & how it contributes to overall organization & its mission/objectives

Identify specific duties & responsibilities


Use of Competency-BasedHR Management Models (cont.)

Describe competencies, education, & experience necessary for success in position

Communicate performance standards & expectations for candidate, for recruiting, for development planning, & for evaluation


Four Key Elements of Each Competency Area to Include in Position Descriptions

1. Technical/management skills: Measurable & tangible capabilities

2. Knowledge: Candidate knowledge & thinking processes (project management, time management, problem solving, decision-making, etc.)

3. Behavior: Reaction under specific situations (consumer problems, deadlines, etc.)

4. Interpersonal skills: Interaction with others (internal or external stakeholders)


II. The Five Pillars of Management Competencies


Five Pillars of Technical/Management Competencies in Health & Human Services

1. Leadership2. Financial Management3. Marketing &

Development4. Information Management5. Strategic Management



#1. Leadership Competencies

Strategic organizational vision Great motivational &

communication skills Ability to facilitate

collaborations & partnerships Perseverance High tolerance for change


#2. Financial Management Competencies

Analytical thinking Use of abstract thinking &

symbolic logic tools Business management

Acumen (Ability to manage to the “bottom line”)

Project planning & management


#3. Marketing & Development Competencies

Solution-focused service conceptualization & design skills

Service portfolio management skills

Customer service orientation Ability to communicate with

customers (written, oral, etc.)


#4. Information Management Competencies

Organizational information literacy

Systems thinking Technology resource knowledge

& planning skills


#5. Strategic Management Competencies

“Enterprise” market & resource planning view

Human capital perspective Human resource management

skills Ability to design & use

performance & process measurement & management tools


III. Assessing Your Managers


Assessing Management Team Competencies: Goals

Identify competency strengths & weaknesses across management team – current & future

Identify specific knowledge/skill strengths & weaknesses across team

Identify potential “succession” candidates for each management team position


Assessing Your Clinical Managers: The Process

1. Assessing Each Manager Individually

2. Assessing Your Management Team


Assessing Each Manager Individually

1. Rate every manager in each element of all competency areas, using a 5-point scale

2. Calculate an average competency area score for each manager

3. Sources of data/input: Supervisor Peers Customers Direct reports Manager self-assessment


Assessing Each Manager Individually (cont.)

4. Linkage with performance assessment

5. Customize elements in each competency area for your organization


1 = Poor 4 = Above Average

2 = Below Average 5 = Outstanding

3 = Average

Leadership #1 #2 #3 #4 Team Average

Strategic Organizational Vision

Great Motivational & Communication Skills

Ability to Facilitate Collaborations & Partnerships

Perseverance

High Tolerance for Change

Individual Average




3 = Average

Leadership Fred Mary Jane Dan Team Average


3 4 5 3


4 4 5 4


4 4 5 4

Perseverance 4 4 4 4


4 3 4 3

Individual Average 3.8 3.8 4.6 3.6




3 = Average

Financial Management

#1 #2 #3 #4 Team Average

Analytical Thinking

Use of Symbolic Logic

Business Management Acumen

Project Planning

Individual Average




3 = Average


Fred Mary Jane Dan Team Average

Analytical Thinking 3 4 4 3


2 3 3 2


2 2 4 3

Project Planning 3 3 3 3

Individual Average 2.5 3 3.5 2.75




3 = Average

Marketing & Development


Solution-Focused Service Conceptualization & Design Skills

Service Portfolio Management Skills

Customer Service Orientation

Ability to Communicate with Customers

Individual Average




3 = Average




2 3 3 2


2 3 4 3


3 3 4 3


2 3 4 3

Individual Average 2.25 3 3.75 2.75




3 = Average

Information Management


Organizational Information Literacy

Systems Thinking

Technology Resource

Knowledge & Planning Skills

Individual Average




3 = Average




3 3 3 2

Systems Thinking 3 3 4 3

Technology Resource 3 3 3 2


3 3 4 3

Individual Average 3 3 3.5 2.5




3 = Average

Strategic Management


Market & Resource Planning View

Human Capital Perspective

Human Resource Management Skills

Ability to Design & Use Performance & Process Measurement & Management Tools

Individual Average




3 = Average




4 3 4 3


4 4 5 4


4 4 5 4


4 4 4 4

Individual Average 4 3.75 4.5 3.75


Assessing Managers As A Team

1. Calculate the team average for each element of all the competency areas

2. Calculate the overall average for each of the competency areas




3 = Average

Leadership Fred Mary Jane Dan Team Average


3 4 5 3 3.75


4 4 5 4 4.25


4 4 5 4 4.25

Perseverance 4 4 4 4 4


4 3 4 3 3.5

Individual Average 3.8 3.8 4.6 3.6 3.95




3 = Average



Analytical Thinking 3 4 4 3 3.5


2 3 3 2 2.5


2 2 4 3 2.75

Project Planning 3 3 3 3 3

Individual Average 2.5 3 3.5 2.75 2.94




3 = Average




2 3 3 2 2.5


2 3 4 3 3


3 3 4 3 3.25


2 3 4 3 3

Individual Average 2.25 3 3.75 2.75 2.94




3 = Average




3 3 3 2 2.75

Systems Thinking 3 3 4 3 3.25

Technology Resource 3 3 3 2 2.75


3 3 4 3 3.25

Individual Average 3 3 3.5 2.5 3




3 = Average







Individual Average


IV. Management Development Strategies


Management Development Strategies

Identify high performers throughout the organization

Personal development plans Training Mentoring Staff retention strategies


Management Development Strategies (cont.)

Identify high performers throughout the organization:Based on core competenciesA unified effort by all supervisorsMust have oversight of senior management


Performance Improvement Situations

For low-performing employees: Improve performance or terminate employee if necessary

For high-performing employees: Keep them motivated & productive where they are in organization

For high-performing, high-potential employees: Take steps to accelerate their development so that they will be ready for advancement


Management Development Strategies

Personal development plans:Based on strengthsImplemented by immediate supervisorOversight by top management

Training:Based on a training needs assessment


Personal Development Plan - Fred

StrengthsStrong leadership skillsStrong strategic management skills

Growth AreasFinancial managementMarketing and developmentInformation management


Personal Development Plan – Fred (cont.)

Action Steps: Will attend 2 seminars on financial management with

other managers over the next year (seminars will be approved by immediate supervisor)

Greater focus by individual supervisor in reviewing and interpreting departmental finance data with Fred

Will attend 2 seminars on marketing and development with other managers over the next year (seminars will be approved by immediate supervisor)

Will map out market “influences” for his programs, and review with immediate supervisor


Team Development Plan

StrengthsStrong leadership skillsStrong strategic management skills

Growth AreasVariability in financial management skillsVariability in strategic management skills


Team Development Plan (cont.)

Action Steps:1. Interpreting individual action plan

2. Work with managers as a group around using and interfacing financial data

3. Work with managers as a group around developing a marketing-oriented perspective


Notes

Naughton-Travers, Joseph. (2003, June). Five Pillars Of Management Competency: Behavioral Health & Social Service Organizations Need Strong Managers In A Challenging Time. OPEN MINDS, The Behavioral Health & Social Service Industry Analyst, 15:3, 2-4.


Questions & Discussion

Bringing the Management of Behavioral Health & Social

Services Into Focus

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