Managers are effective in leading, managing and developing people
Evidence 1. Managers can explain how they are effective in leading, managing and developing people. 2. Managers can give examples of how they give people constructive feedback on their performance regularly and when appropriate. 3. People can explain how their managers are effective in leading, managing and developing them. 4. People can give examples of how they receive constructive feedback on their performance regularly and when appropriate. | What this means in practice Once the desired management capabilities have been clearly defined and communicated, it's important to make sure that managers are genuinely acting in line with them. To meet this indicator, your organisation will have moved from simply defining what is expected of managers, to ensuring that managers demonstrate the people management capabilities that your organisation requires and your people expect. Managers will be describing clearly what leading, managing and developing people really means, providing practical examples such as giving their people regular and constructive feedback about how well they are performing. Similarly, senior managers will be giving managers regular and constructive feedback about their performance as managers of people to motivate and encourage managers to improve. People will be able to recognise how effective their manager is in supporting them, and describe the way in which they receive feedback about how well they are performing their role. People will also be able to identify how well their manager motivates and encourages them towards improving their performance.
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Characteristics of Effective Leadership and Management
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Setting direction |
1.4 |
Involving people in the planning and agreement of objectives |
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1.6 |
Ensuring that people understand business and team objectives and are aware how they are expected to contribute in meeting and developing those objectives |
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Leading and managing performance |
3.3 |
Recognition and appreciation of diversity in teams. Making sure there is appropriate and fair access to the support and development people need to improve performance |
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3.5 |
Encouraging people to contribute ideas for performance improvement |
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5.2 |
Providing constructive, regular and timely feedback on performance |
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6.2 |
Valuing and recognising people's contribution to the team and organisation |
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7.1 |
Promoting ownership and responsibility by involving people in decision-making |
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7.3 |
Encouraging and supporting people to take ownership and responsibility |
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9.4 |
Reviewing learning and development activity and identifying how the activity has improved performance |
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Developing people |
2.2 |
Identify learning and development needs and suitable ways to meet them, ensuring that these are addressed with specific objectives linked to business performance, and with success measures which can be measured practically |
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2.3/4 |
Involving people in identifying their own development needs and activities; and helping them see the ultimate benefits |
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8.1 |
Ensuring people's learning and development needs are met |
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8.3 |
Ensuring people new to the business or to their role receive appropriate induction |
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Managing self |
4.2 |
Being clear about own responsibilities as a leader and manager |
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10.2 |
Reflecting on and seeking to improve own performance as managers of people |
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