Perceptions by tyndale

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									                PERCEPTIONS
               Management Competencies




                            Personal Profile

                   Name:                   ABEL CAINE

                   Company:                ABC LIMITED

                   Date:                   DECEMBER 2003




                               Chesterman
                               Swann & Co

Chesterman Swann & Co. Ltd,, Parkers Court, Shipgate Street, Chester, CH1 1RT. Tel: 01244 347733
PERCEPTIONS
Management Competencies

                                On Receiving Feedback:
In considering the content of your profile, there are two key principles to be aware of. The first
of these is:

"You can't tell me how I am, and I can't tell you what you see."

     When receiving feedback, many people tend to argue about, disown or attempt to justify
      the information. Statements like "I didn't say that", "that's not what I meant", and "You
      don't understand what I was trying to do" are attempts to convince the person giving the
      feedback that he or she did not see or observe what he or she claims. However, the
      recipient needs to understand that observers, be that peers, manager or subordinates,
      are relating their experiences as a result of the recipient’s behaviour. There is nothing
      wrong with the giver and receiver having different viewpoints. The purpose of feedback is
      to offer a new view or to increase awareness. If an argument ensues and the observer
      backs down, the recipient is the loser.

     The purpose of feedback is to help you. Therefore, an appropriate response is, as a rule
      of thumb, to say "thank you" when either positive or more critical feedback is received. It
      is also appropriate, of course, to ask for clarity or more detail on any issue. No feedback
      should be accepted as legitimate if it cannot be demonstrated by an observable
      behaviour. For example, if someone says, "You're very arrogant", an appropriate
      response would be "What specifically have I said or done to cause you to think that?" If
      that response is countered with "I don't know; I just experience you that way," then the
      accusation should be immediately forgotten. People cannot afford to change just to meet
      everyone's personal likes or expectations.

     In fact, it is impossible to change to meet everyone's expectations, and the situation
      becomes compounded as more and more people give the feedback. A single act can
      generate disparate feedback from different people who observe the behaviour. For
      example, a loud exclamation could be viewed as appropriately angry by one person;
      overly harsh by another; and merely uncouth, by a third. Each person will see it from his
      or her unique perspective. Therefore, feedback requires action from both the giver and
      the receiver. Only the giver can tell what he or she observed or experienced, and only
      the recipient can use the information in deciding whether or not to change the behaviour.

     For the feedback to be effective, the receiver must hear what the giver is saying, weigh it,
      and then determine whether or not the information is relevant.

And the second major principle is:

Feedback supports growth.

     We cannot see ourselves as others see us. Although individuals may be the world's
      foremost authority on themselves, there are still parts of each person that are more
      obvious to other people. Although people may be more aware of their own needs and
      capabilities and concerned about their own welfare than other people are, they are able
      to stretch themselves and grow if they pay attention to feedback from others. Although
      feedback may be extremely uncomfortable at the time, the individual can look back later
      and realise the feedback was the spark that inspired the change that turned his or her
      career or personal life in a different direction. If the feedback is not rejected or avoided,
      recipients can discover and develop ways to work that they did not think were available.



    Chesterman Swann & Co. Ltd,, Parkers Court, Shipgate Street, Chester, CH1 1RT. Tel: 01244 347733
PERCEPTIONS
Management Competencies

Competency Framework


                                             ORGANISATIONAL COMPETENCIES
                              The ability to demonstrate an understanding of the relationships between the
Business Awareness            company, its goals, processes and values within the context of the wider business
                              environment.
                              The ability to meet, and where possible, exceed the expectations of all customers
Customer & Quality            and suppliers through a sound understanding of their requirements and a
Awareness                     commitment to achieve continuous improvement in quality and customer
                              satisfaction.
                                                     THINKING COMPETENCIES
                              The ability to acquire, relate and utilise information from diverse sources in order
Problem Solving               to identify problems and draw conclusions which enable the right decision to be
                              made.
                              The ability to be logical and unbiased when taking decisions or action. The
Decision Making               readiness to make timely decisions and take calculated risks, having understood
                              both the context and impact of the decision.
                              The ability to understand, influence and act to support the future strategic direction
Strategic Perspective         of the business.
                                                  LEADERSHIP COMPETENCIES
                              The ability to create an environment in which others understand their personal and
Leading People                company objectives and priorities, and in which People Management, motivation
                              and direction are provided openly, consistently and fairly.
                              The willingness and ability to improve the performance of others through objective
People Development            setting, coaching, training and the provision of constructive feedback.
                              The ability to seek opportunities for beneficial change, persuade others of the
Change Orientation            benefits and encourage and enable others to adapt to change.
                                              INTERPERSONAL COMPETENCIES
                              The ability to express information and ideas clearly and authoritatively, using the
Communication                 appropriate vocabulary, style and techniques.
                              The ability to affect the direction of people and events by persuasion and through
Influence                     personal impact. To employ an appropriate style that secures the agreement from
                              others to deliver outcomes.
Interpersonal Sensitivity     The ability to recognise clearly and accurately others' points of view, feelings and
                              needs and the willingness to take these into account.
                              The ability and willingness to develop and utilise a range of productive working
Relationship Building         relationships.
                                                    PERSONAL COMPETENCIES
Planning & Organising         The ability and willingness to prioritise, schedule and resource tasks to meet
                              targets and deadlines.
Initiative &                  The determination to set, and achieve, high standards, exceeding norms and
Determination                 expectations.

Self Development              Demonstration of competence and knowledge relevant to a specific job/function.




         Chesterman Swann & Co. Ltd,, Parkers Court, Shipgate Street, Chester, CH1 1RT. Tel: 01244 347733
 PERCEPTIONS
 Management Competencies
Profile Chart - Abel Caine
                                    Profound
                                   Development          Development        Competent                Highly     Exceptionally
                                      Need                 Need                                   Competent     Competent

                                            BUSINESS INSIGHT

Business Awareness

Customer Quality & Awareness
                                      THINKING COMPETENCIES
Problem Solving

Decision Making

Strategic Perspective
                                   LEADERSHIP COMPETENCIES
Leading People

People Development

Change Orientation
                               INTERPERSONAL COMPETENCIES
Communication

Influence

Interpersonal Sensitivity

Relationship Building
                                     PERSONAL COMPETENCIES
Planning & Organising

Initiative & Determination

Self Development

                                    Profound            Development           Competent             Highly     Exceptionally
                                   Development             Need                                   Competent     Competent
                                      Need


  Key:           Manager                       Direct Reports                Colleagues                Self

            Chesterman Swann & Co. Ltd,, Parkers Court, Shipgate Street, Chester, CH1 1RT. Tel: 01244 347733
PERCEPTIONS
Management Competencies

                                     360º AREAS OF STRENGTH
     (Items from Perceptions Questionnaire that have been consistently rated as an area of strength)

1. Has a grasp of the big picture and how their role contributes to overall business
   goals.
2. Gives effective presentations to a variety of groups or individuals, utilising a
   range of styles and methods to suit the situation.
3. Speaks with confidence; is bold, enthusiastic and to the point.
4. Seeks out, interprets and applies key financial and commercial information.
5. Plays an active role in influencing the outcomes of discussions and debate.




                                 360º AREAS FOR DEVELOPMENT
(Items from Perceptions Questionnaire that have been consistently rated as an area for development)

1. Offers feedback and criticism that is constructive and supportive.
2. Recognises gaps in others' development and supports appropriate action plans.
3. Is an attentive listener and asks questions to clarify what other people mean.
4. Modifies or adapts their style in response to the feelings, concerns or needs of
   others.
5. Looks for ways in which team members can co-operate to mutual advantage.




                                                    NOTES




          Chesterman Swann & Co. Ltd,, Parkers Court, Shipgate Street, Chester, CH1 1RT. Tel: 01244 347733
PERCEPTIONS
Management Competencies
The following are additional comments your respondents have made in describing
specific behaviours, attitudes, skills, and so on, that they believe you demonstrate a
high level of competence in:

1.      Generally comes across as being enthusiastic, knowledgeable and interested in
        new ideas, concepts and issues outside his core competence.
2.      Is technically skilled and brings good ideas to the table.
3.      Has changed appreciably over the last year or so and is showing more maturity
        in his day to day behaviour.
4.      Has an enthusiastic and positive approach.
5.      Has a desire to communicate and also to avoid conflict.
6.      Displays lateral thinking processes and business visions.
7.      Has a high level of intellect and exceptionally retentive memory.
8.      Is very positive and portrays self belief at all times.
9.      Understands technical, business and legal practices very well and gives
        consideration as to how they can impact on the business.
10.     Has a wide range of contacts from various fields upon whom to call for advice.
11.     Clearly very able in the areas which correspond to his experience.
12.     Able to quickly get to grips with the much wider area of manufacturing.
13.     Able to comprehend and contribute to a wide range of commercial issues.


The following are additional comments your respondents have made in describing
specific behaviours, attitudes, skills and so on that they believe represent
development needs for you:

1.      Charges forward with such pace that he sometimes forgets to take people with
        him, or nurture them along the way.
2.      Finishes very complex tasks in a team environment but has a habit of starting a
        lot of small projects and losing interest.
3.      Can be too positive at times and loses sight of reality and 'real' people issues.
4.      Can be over confident, casual and sometimes immature when dealing with
        sensitive issues.
5.      Does not always consider the impact of his decisions in relation to people issues.
6.      Tends to use e-mail too often as an easy way of communicating - this loses
        personality and a chance for two-way feedback.
7.      Is not a good listener - gives the impression that he does not understand your
        position or care about it.
8.      Relies entirely on e-mail when increased verbal communication would be better.
9.      Personal organisation and achievement of targets (particularly time-wise) should
        be addressed.
10.     Recognises and encourages the need to establish project plans and control
        processes but then does not use these effectively for own management support.
11.     Needs to establish a more practical balance between optimism and what is
        realistic.
12.     Needs to listen more and not be the first to speak. Needs to listen to other's
        ideas and assess where they are coming from before making any assertive
        statements.
13.     Can be seen as being 'too clever' on some occasions.


      Chesterman Swann & Co. Ltd,, Parkers Court, Shipgate Street, Chester, CH1 1RT. Tel: 01244 347733

								
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