A. Introduction to Excellence in management and leadership

5. Personal development and career planning

Introduction / content

Performance and goal alignment is not a static process. Personal competence and overall contribution to organisational outcomes requires some sense of self development and ability to anticipate future needs. Planning one's own career and desire to plan for personal and work goals beyond those effected today, all strengthen a manager's value to an organisation.

Activity 1

Complete the following activity as an introduction to assess your career outlook.

Circle the answer that best describes your feelings about each statement. Choose from among the following responses:

1=Strongly Disagree 2=Disagree 3=Agree 4=Strongly Agree

No.	Question	1	2	3	4
1.	I would leave for a new company rather than complete the same tasks and duties for years
2.	It is important for me to become expert in specialised tasks or functional areas
3.	Being free from organisation restrictions is important to me
4.	I like a career where you can see how your work affects others
5.	A career with a variety of assignments and work projects is important to me
6.	I believe my competence will lead to a position in senior management
7.	I like to be identified with a particular organisation and the accompanying prestige
8.	I would prefer to remain in my present locality rather than move because of promotion
9.	Developing my skills by addressing new or changed circumstances is important to me
10.	I like to encounter new problems and solve them
11.	I know my capabilities are such that I can never be committed to a specific area of expertise or company
12.	I enjoy an endless variety of challenges
13.	It is important to me to be identified with a powerful and prestigious employer
14.	I am not motivated by the idea of participating in many areas of work
15.	I am excited by the variety of means and ways to lead and manage people
16.	I would gladly stabilise my life by sacrificing some autonomy

No.	Question	1	2	3	4
17.	It is important that my job provides me with security, benefits, and a good retirement
18.	I want to be acknowledged for my skills and expertise
19.	I am motivated by being involved in all aspects of the services and products we deliver
20.	I want to be identified by my organisation and my job
21.	Using my skills and talents for an important cause is important to me
22.	Being recognised by my title is important to me
23.	I prefer work that allows the freedom to set routines and procedures that enable me to produce quality outcomes
24.	I prefer a career with certainty
25.	Achieving a general management position is important to me
26.	I like to be in an occupation with long term employment prospects
27.	I would accept a senior position only if it is in my area of expertise
28.	It is important to me to remain in my present locality rather than be moved because of a new job or promotion
29.	Accumulating a personal fortune proves to myself and others that I am competent in my job
30.	I want a position that uses my technical as well as my interpersonal competencies
31.	I have been motivated throughout my work life by jobs that fully employ my knowledge and skills
32.	Creating or delivering quality products and services is important to me
33.	I prefer to remain in my area of competency rather than being promoted out of my area of expertise
34.	I don't like being restricted by an organisation or the business world
35.	Helping others change through my efforts is important to me
36.	My main concern is to secure a stable future
37.	I would not like to be recognised for poor quality work
38.	My career should build off a firm base of my recognised expertise
39.	Working with people participatively to make the right decisions for that situation is important to me
40.	It is important to me that others look to me as a model for their own careers

Scoring

The above tool focuses on how you balance four personal drivers or desires:

Personal Recognition Certainty Challenge Nature of the work

Personal Recognition

Question	Score
3
7
11
13
20
22
25
29
34
40
TOTAL

Certainty

Question	Score
8
14
16
17
24
26
27
28
36
38
TOTAL

Challenge

Question	Score
1
5
6
9
10
12
15
19
35
39
TOTAL

Nature of the work

Question	Score
2
4
18
21
23
30
31
32
33
37
TOTAL

These scores provide an indicative basis to view how factors under each category affect your personal decision on career choices and different motivators. In summary, your scores for each of the four categories indicate dominant influences and the overall balance:

Score of 10 to 17 = Low influence or reason for making certain choices

Score of 18-25 = Moderate influence on career and personal choices

Score 26-33 = Strong influence and motivator for choices

Score of 34-40 = Dominant driver in career and personal choices

Remember there is no correct or incorrect answer. This exercise is only intended to provide personal insight.

What career do you want?

You need to confirm where you want to progress to in the medium (2 years) to long term (5 years) with your career. If you don't know do a job or occupational search. Profile where you are now, and where you would like to be. Then you can determine the difference in both learning and experience required to attain the desired position.

Activity 2

Unsure of your career options. Talk with your HR manager or immediate supervisor. You can also use career advisory and occupational mapping tools available online at places like http://www.myfuture.edu.au/

What are we developing in leaders?

How we examine leadership development is shaped by how we answer the following question. What attributes are we trying to develop? This may seem a very basic question, but it is one that many fail to ask when planning and implementing leadership development programs. As we examined in the early chapters leadership may vary not only in definition, but in how we define leadership. What is it we intend to develop? Is it:

• Traits
• Roles
• Behaviours
• Competencies - skills and knowledge
• Personal situational and contingency capacities
• Or is it something else?

Quite simply, how we describe the leader and the act of leadership (to pursue this issue further reflect back on Chapters 1 and 2 of this unit of study), will affect how we structure development programs.

Figure 1 The Dimensions of Leadership Development
© Working Futures 1998

The above dimensions impact not only the design of leadership development programs, but how such programs will impact and should be configured for each individual. As with the old adage, 'one size does not fit all'. Even if we design a leadership development program with sensitivity to all variables affecting design, we still can ignore individual needs. Where the inspiration and capacity to lead comes from within the individual this can be a critical oversight in the development of leadership programs.

The three dimensions established in the diagram above are:

Dimensions 1 - Human Functioning: The dimensions that impact the performance of leadership by humans.

Dimensions 2 - Leadership Characteristic: The dimensions that impact how we describe leadership.

Dimensions 3 - Variables Impacting the Individual Leader: The dimensions that detail how an individual leads within a given context.

Human Functioning

It is argued human functioning has three primary aspects - mental, emotional and physical. The personality of a leader and their performance in a given context can be identified and analysed against these dynamic aspects (Seagal & Horne, 1997:23). This is more fully covered in the reading below. Just as with our earlier study of leadership styles, Seagal and Horne (1997), argue every individual balances what they do and what they prefer to do around these three aspects.

	Thinking Objectivity Vision Overview Structure Values
EMOTIONAL	Feeling Subjectivity Relationship Communication Organisation Creative imagination
	Making Doing Actualising Sensory Experience Practicality Systemic Experience

Reading 1

Seagal, Sandra and Horne, David (1997), Basic Principles: A New Paradigm, Chapter 3 in Human Dynamics: A New Framework for Understanding People and Realizing the Potential in Our Organizations . Pegasus Communications, Canada. pp. 22-43.

Assessing current competencies and development needs

Activity 3

Complete the Mapping Core Management Competencies activity. The following collection of core middle and operational management competencies represent just a few examples of competency descriptions used by public sector enterprises. Place a Tick ( ü ) next to those tasks that you currently undertake as part of your job. This is an indicative exercise and not intended to be comprehensive.

 

1. Manage Program Services and Functions in the Department Operational Context

1.1. Identify and Support the operations, objectives and culture of the Department

1.2. Build and maintain relevant networks and relationships

1.3. Anticipate and identify the impact of the internal and external environment on Department policies, program priorities, and business unit operations

1.4. Analyse, critically assess, interpret and apply relevant information to Program operations

2. Identify, Decide on and Achieve Results

2.1. Use strategic and operational planning processes to set goals and business unit strategies

2.2. Develop plans with specific performance indicators which are measurable, achievable, relevant and timely

2.3. Plan and negotiate resource requirements

2.4. Identify risks and promote opportunities for enhancing future strategic results

2.5. Gain relevant support and acceptance for objectives and strategies

2.6. Manage financial and physical resources effectively according to strategic indicators

2.7. Use management information systems to monitor performance and results against objectives, review risks and adjust plans as necessary

2.8. Set goals and priorities and allocates own resources and time accordingly

2.9. Identifies and supports changes to procedures or work practices to achieve deadlines and agreed goals

3. Lead and Manage People

3.1. Identify and support appropriate direction and purposes for all within the work group

3.2. Design and modify work participatively to meet job and individual requirements

3.3. Identify and provide appropriate training and development opportunities

3.4. Give accurate and timely feedback on individual performance

3.5. Motivate staff and foster innovation, creativity and excellence

3.6. Develop and maintain teams

3.7. Promote adherence to all relevant Department policy and practices on anti-discrimination and OH&S

4. Implement and Manage Change

4.1. Examine and communicate a shared message on the rationale and mechanisms for change

4.2. Create an environment conducive to change

4.3. Adopt and foster a positive view of change

4.4. Advise and support individuals on change processes in the work group

4.5. Identify and respond to the industrial context by establishing the impact of workplace reforms and changing work practices

4.6. Manage flexibly to meet program and strategic changes

5. Develop and Manage Personal Effectiveness

5.1. Identify and reconcile own strengths and weaknesses

5.2. Openly receive and respond to feedback

5.3. Pro-actively seek and respond to problem identification

5.4. Seek and support problem resolution within the work group

5.5. Demonstrate personal integrity and adhere to ethical practices

5.6. Act according to relevant EEO and other legislative and legal obligations impacting Department management practices

5.7. Represent Program and the work place unit

5.8. Demonstrate self organisation and a sense of responsibility

6. Communicate with Others

6.1. Communicate direction and purpose to inspire the commitment of others

6.2. Use open, two-way communication and involve others in decision making and problem solving

6.3. Communicate in a manner that enhances the meaning and reason for staff to be committed to particular actions

6.4. Give feedback and counsel staff

6.5. Display interpersonal sensitivity to the values, beliefs and world view of others in communications

6.6. Communicate in mediums clearly and concisely

6.7. Prepare and present communication in an appropriate manner (including being innovative and creative) to gain receiver acceptance

7. Implement Quality Management Systems

7.1. Develop and communicate to staff in the immediate work area all aspects of the overall program commitment to quality improvement

7.2. Establish and promote quality management systems

7.3. Calculate and evaluate the costs associated with all quality elements and objectives (such as reliability, timeliness, safety, performance etc...)

7.4. Define and communicate quality outcomes for each position within the work group consistent with program quality objectives

7.5. Devise workplace quality systems cognisant of the Program structure, processes and resources

7.6. Develop and make available work place procedures and guidelines (manual)

7.7. Identify and audit quality factors influencing client satisfaction

7.8. Identify customers both internally and externally

7.9. Promote communication style and patterns that will enhance the identification and satisfaction of customer needs

8. Manage Resources

8.1. Allocate and record usage of all resources

8.2. Monitor, evaluate and report on performance and results against objectives

8.3. Design and organise work participatively to meet job and people requirements

8.4. Delegate responsibilities and authority

8.5. Manage resources in accordance with Department & Service regulatory requirements

8.6. Deliver the product or service

9. Anticipate and Respond to the Operational Context

9.1. Manage operational improvement
9.2. Determine impediments to corporate efficiency
9.3. Identify competitive advantages
9.4. Anticipate competitive factors
9.5. Mange information and forecasting systems

10. Control and Coordinate Functions

10.1. Contribute to corporate planning processes
10.2. Plan strategically
10.3. Strengthen accountability
10.4. Monitor adherence to all business and corporate strategic objectives
10.5. Achieve best practices
10.6. Evaluate competitiveness of current performance

11. Service Customer Needs

11.1. Determine customer expectations and perceptions

11.2. Evaluate current service capacity

11.3. Assess current service culture and values

11.4. Implement a service quality strategy

11.5. Establish measurement and monitoring systems for service quality

11.6. Evaluate and revise customer service strategies

Now consider how these competencies could be used to (a) Profile existing work tasks, profile jobs and add value to discussions on profiling a job.

Now consider how the competencies where you have current gaps may be developed. Use the tools in the following sections.

Personal development questionnaire anticipating your future skill needs

Name: . .................................................... Position : ...............

Date: ................. to ....................

Rank the Responses ( 1 is low & 5 is high)

List The Major Changes that will Impact Your Work Roles ê	What are the major skills you will need to have?	Do you have these skills to the level required?	Importance					Difficulty to Acquire
			1	2	3	4	5	1	2	3	4
1.
2.
3.
4.
5.

If you were in a workplace team, forms such as this can assist with the framing of meaningful outcomes/goals.

The form would also be part of an overall package to identify strategic, personal and work group targets and measures for a planning period.

© Copyright the Huon Institute 1994 Actual form would be on A3 or larger folio paper , or available electronically

Personal improvement plan - Personal and work context

Interviewee's Name: _____________________________

Position: ________________________________

Interviewer/Mentor's Name: _____________________________

Management role: ________________________________

Date: ___/____/________

				Rank the challenge and/or reward for achieving this outcome (1 is low & 5 is high )
CATEGORY	What has been the greatest success in this category?	What has been the cause of greatest concern?	What Outcome do you want to achieve in the next 12 months?	1	2	3	4	5
Your Personal growth
Your Job
Your Manager
Your leadership style
Your Direct Customers

The form would also be part of an overall package to identify strategic, personal and work group targets and measures for a planning period.

© Copyright the Huon Institute 1994 Actual form would be on A3 or larger folio paper., or available electronically

Management and Leadership Development Plan

Interviewee's Name: _____________________________

Position: ________________________________

Interviewer/Mentor's Name: _____________________________

Team/Work Area: ________________________________

Time in Present Position: _____________________________

Last Development Appraisal: __/__ /_____

[ back to index of contents ]

Competency development targets - required (title/code) ______________________________________________ ______________________________________________ ______________________________________________ ______________________________________________ ______________________________________________

Competency Development achieved (title/code) ______________________________________________ ______________________________________________ ______________________________________________ ______________________________________________ ______________________________________________

Strategies to achieve development ______________________________________________ ______________________________________________ ______________________________________________ ______________________________________________ ______________________________________________

Personal career development options                                     next 6 months                    Within 12 months Transfer to:     ____________________     ___________________ Promotion to:  ____________________     ___________________ Relocation to: ____________________     ___________________ Project on:       ____________________     ___________________