Building Your Team’s Management Competencies:
Team Assessment, Skill Building & Succession Planning
Joe Naughton-Travers,
Senior Associate
OPEN MINDS
November 30, 2007
Atlanta, Georgia
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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
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I. Management Competencies
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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
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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
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Use of Competency-Based HR Management Models
Communicate purpose of position & how it contributes to overall organization & its mission/objectives
Identify specific duties & responsibilities
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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
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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)
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II. The Five Pillars of Management Competencies
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Five Pillars of Technical/Management Competencies in Health & Human Services
1. Leadership2. Financial Management3. Marketing &
Development4. Information Management5. Strategic Management
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#1. Leadership Competencies
Strategic organizational vision Great motivational &
communication skills Ability to facilitate
collaborations & partnerships Perseverance High tolerance for change
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#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
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#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.)
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#4. Information Management Competencies
Organizational information literacy
Systems thinking Technology resource knowledge
& planning skills
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#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
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III. Assessing Your Managers
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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
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Assessing Your Clinical Managers: The Process
1. Assessing Each Manager Individually
2. Assessing Your Management Team
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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
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Assessing Each Manager Individually (cont.)
4. Linkage with performance assessment
5. Customize elements in each competency area for your organization
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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
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1 = Poor 4 = Above Average
2 = Below Average 5 = Outstanding
3 = Average
Leadership Fred Mary Jane Dan Team Average
Strategic Organizational Vision
3 4 5 3
Great Motivational & Communication Skills
4 4 5 4
Ability to Facilitate Collaborations & Partnerships
4 4 5 4
Perseverance 4 4 4 4
High Tolerance for Change
4 3 4 3
Individual Average 3.8 3.8 4.6 3.6
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1 = Poor 4 = Above Average
2 = Below Average 5 = Outstanding
3 = Average
Financial Management
#1 #2 #3 #4 Team Average
Analytical Thinking
Use of Symbolic Logic
Business Management Acumen
Project Planning
Individual Average
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1 = Poor 4 = Above Average
2 = Below Average 5 = Outstanding
3 = Average
Financial Management
Fred Mary Jane Dan Team Average
Analytical Thinking 3 4 4 3
Use of Symbolic Logic
2 3 3 2
Business Management Acumen
2 2 4 3
Project Planning 3 3 3 3
Individual Average 2.5 3 3.5 2.75
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1 = Poor 4 = Above Average
2 = Below Average 5 = Outstanding
3 = Average
Marketing & Development
#1 #2 #3 #4 Team Average
Solution-Focused Service Conceptualization & Design Skills
Service Portfolio Management Skills
Customer Service Orientation
Ability to Communicate with Customers
Individual Average
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1 = Poor 4 = Above Average
2 = Below Average 5 = Outstanding
3 = Average
Marketing & Development
Fred Mary Jane Dan Team Average
Solution-Focused Service Conceptualization & Design Skills
2 3 3 2
Service Portfolio Management Skills
2 3 4 3
Customer Service Orientation
3 3 4 3
Ability to Communicate with Customers
2 3 4 3
Individual Average 2.25 3 3.75 2.75
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1 = Poor 4 = Above Average
2 = Below Average 5 = Outstanding
3 = Average
Information Management
#1 #2 #3 #4 Team Average
Organizational Information Literacy
Systems Thinking
Technology Resource
Knowledge & Planning Skills
Individual Average
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1 = Poor 4 = Above Average
2 = Below Average 5 = Outstanding
3 = Average
Information Management
Fred Mary Jane Dan Team Average
Organizational Information Literacy
3 3 3 2
Systems Thinking 3 3 4 3
Technology Resource 3 3 3 2
Knowledge & Planning Skills
3 3 4 3
Individual Average 3 3 3.5 2.5
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1 = Poor 4 = Above Average
2 = Below Average 5 = Outstanding
3 = Average
Strategic Management
#1 #2 #3 #4 Team Average
Market & Resource Planning View
Human Capital Perspective
Human Resource Management Skills
Ability to Design & Use Performance & Process Measurement & Management Tools
Individual Average
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1 = Poor 4 = Above Average
2 = Below Average 5 = Outstanding
3 = Average
Strategic Management
Fred Mary Jane Dan Team Average
Market & Resource Planning View
4 3 4 3
Human Capital Perspective
4 4 5 4
Human Resource Management Skills
4 4 5 4
Ability to Design & Use Performance & Process Measurement & Management Tools
4 4 4 4
Individual Average 4 3.75 4.5 3.75
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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
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1 = Poor 4 = Above Average
2 = Below Average 5 = Outstanding
3 = Average
Leadership Fred Mary Jane Dan Team Average
Strategic Organizational Vision
3 4 5 3 3.75
Great Motivational & Communication Skills
4 4 5 4 4.25
Ability to Facilitate Collaborations & Partnerships
4 4 5 4 4.25
Perseverance 4 4 4 4 4
High Tolerance for Change
4 3 4 3 3.5
Individual Average 3.8 3.8 4.6 3.6 3.95
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1 = Poor 4 = Above Average
2 = Below Average 5 = Outstanding
3 = Average
Financial Management
Fred Mary Jane Dan Team Average
Analytical Thinking 3 4 4 3 3.5
Use of Symbolic Logic
2 3 3 2 2.5
Business Management Acumen
2 2 4 3 2.75
Project Planning 3 3 3 3 3
Individual Average 2.5 3 3.5 2.75 2.94
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1 = Poor 4 = Above Average
2 = Below Average 5 = Outstanding
3 = Average
Marketing & Development
Fred Mary Jane Dan Team Average
Solution-Focused Service Conceptualization & Design Skills
2 3 3 2 2.5
Service Portfolio Management Skills
2 3 4 3 3
Customer Service Orientation
3 3 4 3 3.25
Ability to Communicate with Customers
2 3 4 3 3
Individual Average 2.25 3 3.75 2.75 2.94
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1 = Poor 4 = Above Average
2 = Below Average 5 = Outstanding
3 = Average
Information Management
Fred Mary Jane Dan Team Average
Organizational Information Literacy
3 3 3 2 2.75
Systems Thinking 3 3 4 3 3.25
Technology Resource 3 3 3 2 2.75
Knowledge & Planning Skills
3 3 4 3 3.25
Individual Average 3 3 3.5 2.5 3
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1 = Poor 4 = Above Average
2 = Below Average 5 = Outstanding
3 = Average
Strategic Management
#1 #2 #3 #4 Team Average
Market & Resource Planning View
Human Capital Perspective
Human Resource Management Skills
Ability to Design & Use Performance & Process Measurement & Management Tools
Individual Average
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IV. Management Development Strategies
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Management Development Strategies
Identify high performers throughout the organization
Personal development plans Training Mentoring Staff retention strategies
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Management Development Strategies (cont.)
Identify high performers throughout the organization:Based on core competenciesA unified effort by all supervisorsMust have oversight of senior management
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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
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Management Development Strategies
Personal development plans:Based on strengthsImplemented by immediate supervisorOversight by top management
Training:Based on a training needs assessment
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Personal Development Plan - Fred
StrengthsStrong leadership skillsStrong strategic management skills
Growth AreasFinancial managementMarketing and developmentInformation management
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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
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Team Development Plan
StrengthsStrong leadership skillsStrong strategic management skills
Growth AreasVariability in financial management skillsVariability in strategic management skills
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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
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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.
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Questions & Discussion
Bringing the Management of Behavioral Health & Social
Services Into Focus
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