Back to: Managing People and teams
Behavioural competencies describe the ‘behaviours’ or the things we do day to day in our jobs.
Behavioural competencies refer to personal attributes or characteristics that describe HOW a job or task is performed as opposed to the particulars of the job or task.
A behavioural an observable skill, characteristic or application of knowledge displayed by a person that is required for effective performance.
Leadership competencies
The previous section describes the generic behavioural competencies that can be applied to any member of staff any all level of experience and seniority. The following behavioural competencies relate to the skills and behaviours that leaders need.
Holding people accountable
Holding People Accountable involves the ability to be totally clear with others about what has to be achieved, to what standard, by when, within what budget, and then make clear their accountability for delivery.
- Brings the team together regularly to discuss ways of working together more effectively.
- Asks team members to describe what they think current standards are. Uses the opportunity to correct any misunderstanding.
- Encourages individuals to monitor their own progress against goals.
- Confronts people directly and openly, but discreetly, over poor performance.
Leading and developing others
This is about leading, encouraging, inspiring and supporting others to develop confidence and capability to help them realise their full potential.
- Makes time for the team – e.g. makes him/ herself visible and available.
- Delegates routine elements of more complex tasks and encourages others to do the same.
- Treats each team member equitably, and acts as a facilitator when team members experience conflict.
- By being non defensive and giving feedback, creates a climate where everyone feels they can take risks, make mistakes and learn from them and are willing to support each other.
- Helps team members to come up with their own answers rather than solving problems for them
Professional Confidence
Professional confidence is a justified belief in one’s ability to do the job, providing an opinion or advice when necessary and being prepared to take a decisive course of action.
- Addresses problems as they arise and doesn’t put them off.
- Considers the ideas and opinions of others but accepts responsibility for the final decision without excuse.
- Represents unpopular causes, even when this is difficult, if s/he believes the cause valid.
- Considers new approaches, and takes a lead in persuading others that her/his idea is valid.
Self Awareness
Self-awareness is an understanding of your own emotions and ‘triggers’ and how they impact on your own behaviour and/or the behaviour of others. It is also about understanding your own strengths and limitations.
- Seeks feedback and considers it carefully.
- Works with others to bring strengths to projects that s/he may lack.
- Looks for appropriate opportunities to improve her/his areas of weakness.
- Manages emotions so as to minimise negative impact on others.
- Considers her/his approach at meetings or in projects to suit needs of others, rather than own preferences.
Working Strategically
This concerns a willingness to align priorities, planning and action to the organisation’s Strategic Objectives. It is also about identifying patterns or connections between complex and ambiguous situations that are not obviously related and using these to come to conclusions about key issues.
- Supports organisational objectives even when disadvantageous in own department or sphere.
- Shows commitment to the long-term goals of their organisation.
- Explains the strategic benefits of decisions to team members or colleagues.
- Works towards planned career goals and personal ambitions.
- Uses brainstorming techniques with others to identify opportunities and solve problems.