Behavioural competencies for Management: Action management

Management behavioural competency (PDF, 85.3 KB)

Focuses on planning and organizing the actions and work activities of others (and self), including managing and coordinating tasks, developing project plans, monitoring performance and achieving project goals according to approved principles and within agreed parameters. It involves setting appropriate expectations and standards, evaluating effectiveness of outputs and holding people accountable for meeting agreed upon commitments.
Scale progression
The scale progresses from delegating tasks and activities with sufficient directions, to setting clear expectations, developing project plans, to monitoring performance to addressing more complex performance issues in the delivery of work, which can be people-based or otherwise.

Level 1

Delegates with clear directions

  • Gives specific and adequate directions regarding goals, standards and expectations.
  • Provides clear information on objectives; identifies critical tasks, priorities and timetables for assigned work to the work unit or to the project team.
  • Prepares to implement actions by ensuring that mandate is clear and manageable with present resources.

Level 2

Focuses on disciplined execution

  • Develops and implements detailed work plans for the group or project team including delineates tasks, priorities, accountabilities, resources, schedules and milestones.
  • Manages people and financial resources in a manner that is ethical, transparent and that brings maximum benefit to the team.

Level 3

Fosters compliance with plans and standards

  • Explains importance to adhere to performance standards.
  • Holds team members accountable for their own performance.
  • Encourages and coaches others to deliver on plans despite obstacles.
  • Empowers team members to propose their own way to deliver on time.
  • Assigns authority levels necessary for on time, on budget and 'on spec' delivery.
  • Gives specific positive or constructive feedback for the purpose of achieving  performance standards.

Level 4

Monitors ongoing adherence to performance, project or operational plans

  • Establishes controls to detect problems early and notify those involved if deadlines are affected.
  • Implements processes and procedures to regularly and consistently evaluate quality and effectiveness of work outputs and suggests improvement measures where possible.
  • Issues clear warnings about the consequences of slippage on standards of performance.
  • Insists on compliance to performance standards and outlines consequences of non-compliance.

Level 5

Effectively manages and addresses performance issues

  • Knows when to take a strong stance in dealing with lacklustre performance.
  • Enforces or takes action if performance issues do not change, even when it is difficult to do so.
  • Analyzes complex, evolving circumstances and takes corrective action to avoid resource constraints and meet deadlines.
  • Analyzes emerging opportunities and threats, and indentifies and communicates the major implications for the organization.
  • Communicates concerns about performance problems in a direct and respectful manner.
  • Sets limits for others' behaviour; reminds others of agreed upon room for manoeuvring; has crucial conversations about performance.