Profile of an Effective Manager

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for managerial excellencein the united nations

Office of Human Resources ManagementD I V I S I O N F O R O R G A N I Z A T I O N A L D E V E L O P M E N T

profile

for managerial excellence inthe united nations

OF AN EFFECTIVE MANAGER

Office of Human Resources ManagementD I V I S I O N F O R O R G A N I Z A T I O N A L D E V E L O P M E N T

2 PROFILE OF AN EFFECTIVE MANAGERfor Managerial Excellence in the United Nations

introduction

T his profile defines effective managerial performance within the context of theUnited Nations. It is based on the assumption that regardless of their level of

responsibility within the organization, the defining characteristic of effective man-agers is that they achieve results, and that they do so with the full engagement ofa committed and motivated staff or team of colleagues.

the managerial effectiveness modelThe model defines both what an effective manager does, and what he/she

achieves. It takes into account factors that have an impact on effectiveness,including the external environment in which a manager operates, his/her person-ality, culture and experience1.

the model at-a-glance

Effective managers hold themselves and others accountable. This means thatthey account for, report on, and explain their actions and the use of the

human and financial resources entrusted to them.

Effective managers operate on the basis of values. They exemplify and promotethe core values of the United Nations in their day-to-day actions and decisions.

They are enabled by their emotional competence, their conceptual competenceand their technical competence.

They manage people, action and change, and navigate across organizationalboundaries in order to achieve organizational, work unit and individual results.

1. Although the model takes these elements into account, they are not defined in detail in this profile.

EXTERNAL ENVIRONMENT

Accountability

Values

Emotionalcompetence

Conceptualcompetence

Technicalcompetence

Managing across organisational

boundaries

Managing actions and change

Managing people

Organisational results

Work unit results

Individual results

Personality Culture Experience

3PROFILE OF AN EFFECTIVE MANAGERfor Managerial Excellence in the United Nations

values—the ‘driver’ of managerial effectiveness

Effective managers have a clear sense of their personal values. Their valuesserve as an internal compass for them, ensuring that their actions are consis-

tently aligned with their values. Effective managers embrace and model the corevalues of the United Nations in their day-to-day behaviour and decision-making.

the enabling competenciesEmotional Competence, Conceptual Competence, & Technical Competence

These three sets of competencies are fundamental to managerial effectiveness.

Emotional competence may account for as much as 75% of a manager’s effective-ness. It implies managing oneself and one’s relationships with others. Emotionallycompetent managers are self-aware, managing their own emotions and the impactthey have on others. They create a positive, energetic work environment, in whichthey and the people they work with are inspired to contribute their best efforts.

Conceptual competence is essential for managers to develop perspective on whatis happening around them and on where they want to go. It allows them to dis-cern patterns of action, emerging trends and how to respond to them. Conceptualcompetence is a fundamental requirement for creating a context for change.

Technical competence ensures that managers apply their substantive/technicalknowledge in ways which benefit their work group and the organization as awhole. It implies sharing their knowledge and building knowledge networks, aswell as developing themselves and others.

the domains of managerial effectiveness

Effective managers intentionally focus their attention and effort in a balancedway on a number of domains. They manage people, they manage action and

change, and they manage across ‘organizational boundaries’—navigating withinthe organization, building relationships with stakeholders and partners, and lever-aging internal and external networks.

levels of masteryAlthough all elements of the profile apply to managers at all levels, the profile

defines how areas of competence are demonstrated by managers at different levelsof responsibility: organizational leaders, senior managers, and middle managers.

The levels of mastery presented in this profile are cumulative. This implies, forexample, that organizational leaders should also demonstrate behavioural indica-tors associated with senior managers and middle managers.

Organizational leaders ASG and USG Organizational leadership responsibilities

Senior managers P5/D1/D2 Significant staff and programme management responsibilities

Middle managers P4/P5/D1 Programme management responsibilities, limited staff management responsibilities


values—the ‘driver’ of managerial effectiveness

Aconsistent and intentional demonstration of values is the driver of manage-rial effectiveness. Effective managers are aware of their values, and act in

accordance with them, creating a climate of openness and trust.

Integrity

Professionalism

Respect for diversity

Middle managersAct in accordance with UN core values

Apply UN core values in makingdecisions and clarifying choicesact as a role model to others interms of their day-to-daydemonstration of principled andethical behaviourTake clear ethical stands evenif they are unpopularTake the initiative to raiseconcerns about the ethics of agiven situationCan be counted on to do whatthey sayThemselves demonstrate, andexpect from others, basicprofessional discipline (punc-tuality, respect for normal hoursof work, appropriate use of officeequipment and telephones)Define performance expec-tations and quality standardsAre conscientious and efficientin achieving resultsAre decisive, able to makesound decisions despiteuncertainties and pressuresUnderstand diverse worldviewsand are sensitive to groupdifferencesExpress their own views withoutimposing themSee diversity as opportunity,contribute to an environmentwhere diverse people andperpectives can thrive

Senior managersPromote and defend UN core values

Protect fairness, identify andavoid conflicts of interest, andmaintain political andinterpersonal neutralityPursue defined goals and areresilient in the face of externalpressuresDo the right thing for the rightreasons and persuade others todo so Share information openlyrelative to staffing and other‘contentious’ decisionsCreate an organizational rhythmof performance where meetingsbegin and end on time, deadlines are met, and resultsare achievedProvide a focus on quality andcontinuous improvementCreate a stimulating, positivework environmentEnsure optimal use ofresourcesLead to increases in efficiency

Intentionally build a diversework forcePromote the organization’spolicies with respect todiversityChallenge and act to diminishbias and intolerance

Organizational leadersBuild a culture of integrity

Intentionally build adepartmental andorganizational culture of ethicsand integrityDemonstrate ‘zero tolerance’for violations of integrity at apersonal or ‘systemic’ level

Set organizational standards of exemplary professionalbehaviourPromote a culture of excellencein all aspects of individual andorganizational performance

Promote organizational policieswith regard to diversityTake advantage of diversity inthe pursuit of innovation,creativity and the achievementof outstanding results

Emotional competence

Effective managers understand that their own moods are contagious, and that bymanaging themselves effectively, they create a positive, productive work climate.

Indicators associated with these competencies are the same for all levels of managers

Self-awareness

Self confidence

Emotionalself-control

Conscientiousness

Optimism

Achievementorientation

Empathy

Discretion

All managersEffectively manage themselves and their relationships with others

Are aware of how their emotions affect theirperformanceHave a realistic sense of their personal strengthsand limitsAre reflective, learning from experiencePresent themselves with self-assurance; havepresenceBalance self-confidence with a sense of humilityabout themselvesAre decisive, able to make sound decisionsdespite uncertainties and pressureStay composed and positive even in difficultmomentsHandle difficult people and tense situations withdiplomacy and tactAre consistent in their behaviour towards others

Meet commitments and keep promisesAre organized and careful in their workAccept responsibility for their mistakesFocus on what can be done in a given situation,rather than focusing on problems Focus on possibilities and opportunitiesAre energetic and enthusiastic, creatingenthusiasm in othersFoster a favourable atmosphere for theaccomplishment of organizational goalsSet challenging goals for themselves and the teamPursue goals with energy and commitment

Are attentive to non-verbal clues and bodylanguage of othersShow sensitivity and understand the perspectiveof othersListen effectively to othersRespect the privacy of othersRecognize and respect the boundary betweenpersonal and professional issuesAre able to keep confidential things confidential

Derailers2

Are unaware of the impact they have on othersFail to recognize/admit their own mistakes orinappropriate behaviour Overstate their own contributions to thesuccess of the teamAre domineering and aggressiveDiscourage the participation of others by beingoverbearing or unduly dominating discussions

Shout and/or use abusive language when understressUnnerve others through their own stressAre moody and irritableAre unpredictable in their moods and reactions,creating a climate of uncertainty and fearReact defensively to criticismDeny, cover up, or blame others for their mistakes

Are negative and cynicalComplain frequentlyAre easily discouraged

Are satisfied with the status quoAllow their effectiveness to be curtailed bysurmountable obstaclesAre abrasive and arrogantIntimidate othersAllow their empathy for others to interfere withsound judgment and decision making

Violate confidentiality requestsSpread rumours and gossip

2. Derailers or ineffective behaviours are included for this element of the profile because their presence inthe workplace seriously undermines managerial effectiveness.



Conceptual competence

Effective managers have what might be called ‘peripheral vision’—they are ableto pay attention to their environment and the world beyond it as if through a

wide-angle lens, seeing how their actions and those of the work unit/departmentinterrelate with other areas of activity. They understand and anticipate cycles ofcause and effect that make up systems. They step back from day-to-day action,gaining perspective, and identifying patterns. They are able to make meaning outof apparent paradoxes. They use their insights to solve strategic issues.

Managers with conceptual competence frequently consult others to get theirviews and opinions, and to gather news and information about the environment.They maintain an ‘open window’ in their minds.

This competence is of importance to all three levels of managers, withindicators being the same for all levels.

Use of concepts

Systems thinking

Pattern recognition

All managersDiscern a ‘big picture’ allowing them to think strategically and far into the future

Explain events through the application of a concept, framework, or theory held prior to the eventAre able to develop new concepts and frameworks to explain what they see which does not fit withexisting framework; have an adaptive capacityUse frameworks to illustrate linkages between ideas and conceptsSee similarities between a new situation and a similar past situation, and use a concept, framework,or theory to explain the similarityIdentify discrepancies or variations from what is expected or desired in a situation or a plan

Perceive the pattern of interrelationships between key components of a systemCan predict the ramifications of actions they chooseAre able to discern four levels operating simultaneously: events, patterns of behaviour, systems, andmental modelsCan predict unintended consequences of ‘quick fix’ solutions

Identify patterns in an assortment of unorganized information or seemingly random dataCan pick meaningful trends from information around them, and discern a ‘big picture’ allowing themto think strategically into the futureReduce large amounts of information through the use of a concept not previously applied to asituationSee similarities of a new situation to aspects of past situations of a different typeUse metaphors and analogies to explain events or information

Technical/ substantive competence

Technical competence, for the purpose of this profile, is the application of tech-nical/substantive expertise in the workplace. It is the use a manager makes of

his/her substantive expertise and knowledge, rather than the knowledge itself.

Knowledge and information management

Knowledgenetworks

Knowledgesharing

Coachingand developingothers

Continuouslearning anddevelopment

Middle managersApply and share their knowledge

Are aware of knowledge andinformation relevant to theirrolesDemonstrate awareness oftrends and best practice in theirarea of expertise

Build and associate themselveswith formal and informalnetworks (electronic, email,teleconferences, work teams)

Intentionally share their learningwith others in ways that makesit easy for others to access andunderstandSeek out a variety of mechanismsfor sharing their knowledgeInvest their time coaching anddeveloping others

Stay abreast of developmentsin their area of expertiseAdopt a learning approach intheir day-to-day workSeek out formal and informalopportunities to grow anddevelop themselvesSeek out developmentalassignments

Senior managersCreate knowledge sharing and learning mechanisms

Identify, develop and articulateknowledge and informationmanagement strategiesEnsure that knowledge andinformation managementstrategies are embedded in keyprocessesIdentify, develop and nurturenetworks and communities

Promote knowledge sharingand capture to enablecontinuous learning andknowledge creation

Develop and implementcoaching and mentoringprocesses

Promote the systems,processes and mechanismsthat contribute to continuouslearning and development

Organizational leadersDevelop a knowledge sharing andlearning culture

Engage with substantiveleaders within and outside thedepartment to develop aknowledge-based vision

Identify and develop strategiesto encourage and enablecollaborative working within theorganization and with externalpartnersFoster a knowledge andinformation rich culture

‘Institutionalize’ coaching anddeveloping others as part ofdepartmental practice

Attach the highest priority tocontinuous learning anddevelopmentCreate space and time toenable this to happenIdentify the necessaryresources



Managing people

Effective managers excel at managing people, bringing out the best in everymember of their team.

Communication

Teamwork

Motivation

Managing individualperformance

Middle managersManage people effectively

Are accessible to others, easy toapproach and to talk toShare information with othersHold regular, effective staffmeetingsAre able to build rapport, relatewell to peopleFoster open communication andstay receptive to bad news aswell as goodWork collaboratively withcolleagues to achieve resultsEncourage staff to think and actco-operatively Share credit for successes withthe team

Recognizebothachievement&effortGive staff autonomy in importantareas of their workCare about the well-being of staffLend their support to work/lifepoliciesEnsure that staff define results tobe achievedEnsure that roles, responsibilitiesand reporting lines are clear Delegate the appropriateresponsibility and decision-makingauthorityReview performance and provideongoing helpful feedbackAddress poor performancepromptlyAppraise performance fairly Support the career development of staff

Senior managersCreate an enabling environment

Devise mechanisms to shareinformation with all levels of thedepartmentHold regular meetings with staffHold colleagues reporting tothem accountable for sharinginformationNegotiate effectively withindividuals and groups

Create cross-functional linkagesand processesThemselves act as role models forco-operation and mutual supportInsure that leadership roles inteam settings are fairly distributedDevelop mechanisms to assessteam achievementPromote a participative style ofmanagementTreat all levels of staff as valuedcollaborators

Promote honest review ofperformance across thedepartmentPut in place appropriatedelegation mechanisms

Organizational leadersCreate a high performance culture

Are effective advocates of thedepartment’s mission and valuesRegularly communicate with staffat all levels of the department,including administrative staffHold town hall meetings to shareimportant information personallywithall staff and to hear from themMake themselves ‘visible’ tostaffChampion teamwork andcollaboration across thedepartment and with otherdepartments and partnersBuild an effective team of senior managers

Inspire and motivate staff at alllevelsTake the time to meet with staffat all levels on an individualbasis from time to time

Refuse to turn a blind eye topoor performance and to poorperformance management,regardless of level, nationalityor genderRespect existing delegationand decentralizationmechanisms

Managing action and change

Effective managers make things happen. They set organizational direction andtake action to ensure results are achieved that meet the needs of clients and

stakeholders.

Action and change management

Decision-making

Creativity and innovation

Client orientation3

Results orientation

Middle managersMake things happen; support change

Set a direction and a course ofaction to reach objectivesMake things happen and getthings doneCut through red tape whenrequired in order to get resultsAre effective at generating orfinding resources and funding

Make tough decisions whennecessaryAre able to say ‘no’Consult with others beforetaking decisionsMake decisions in a timely mannerTake responsibility for faultydecisionsActively seek to improveprogrammes or servicesTake an interest in new ideasand new ways of doing thingsPersuade others to considernew ideasEncourage risk-taking andsupports creativity and initiativeAnticipate the needs of clientsand other stakeholdersTake action to meet client needsSeek feedback on the extentto which they are meeting clientneedsSteer all their effort andactivity and that of the workunit to the achievement ofclear, measurable results

Senior managersAnticipate and lead change

Anticipate changing requirementsRemain focused while handlingmultiple crises & time-sensitiveissues Develop back-up strategies todeal with potentially negativeoutcomesHave the courage to proposecourses of action that othersmay hesitate to suggestSteer decision making in thedirection that will mosteffectively serve the organizationand its stakeholdersPush others to take decisions ina timely mannerAct as role models for transparentand effective decision makingDemonstrate a willingness toquestion conventional means ofachieving resultsChampion creative andbreakthrough approachesStimulate organization-widedialogue around new and betterways of doing thingsDevelop client orientedstrategies and policiesEnsure that organizationalsystems and policies aredesigned to meet client andstakeholder needsPromote a mind-set of resultsorientationEnsure that systems andprocesses support theachievement of resultsHold periodic reviews of resultsachieved

Organizational leadersDrive for excellence

Personally lead organizationalchangeSet the agenda for theirdepartment and push forsteady progress towards itsachievementSet a standard of excellence intheir own performance and intheir expectations of others

Create a culture in whichdecisions are taken, andinformation about them iscommunicatedPush down decisions whichshould be taken at a lower levelHold others accountable for thedecisions they makeChampion creativity andinnovationTap into internal and externalsources of creativity

Ensure that meeting the needsof clients is stakeholders is atop priorityPromote a client-orientedmindset and approach

Encourage the department as awhole to deliver and measureresults to its stakeholders

3. This includes an orientation to meeting the needs of all stakeholders.



Managing across organizational boundaries

Effective managers have a finely tuned understanding of the department’s sur-face and deeper structures, allowing them to navigate effectively within the

departmental boundaries and beyond—creating partnerships and alliances.

Organizational awareness

Buildingnetworks andalliances

Influencing

Middle managersCreate linkages and networks

Demonstrate an understandingof formal and informal structureDemonstrate sensitivities to therelationships between keyplayersUnderstand the chain ofcommand, formal organizationalauthority, and how to respect itRecognize unspokenorganizational limitations—whatis and is not possible at certaintimes or in certain positions

Participate in formal and informalnetworks within the departmentand outside of itCultivate their own networks

Develop behind-the-scenessupport for actionUse informal authority effectivelyUnderstand departmentaldecision points, processes andhow to influence themResearch and prepare theground for agreement

Senior managersBuild cooperation and synergy

Understand the department interms of structure, processesand key playersUnderstand the acknowledgedand private agendas of keyplayers inside and outside thedepartmentUnderstand when to pursue anissue aggressively and when tocut their lossesUnderstand and address the longterm reasons (internal/ external,formal/informal forces) for ongoingproblems within the departmentDevelop communities of sharedinterests with diverse levelswithin the department, andstakeholders outside itMaintain smooth, cooperativeworking relationships byshowing consideration,concerns and respect for othersEncourage interaction betweeninternal and external players

Negotiate mutually acceptablesolutions by trying to under-stand the positions, thoughts,concerns and feelings of othersGain support for ideas throughpersuasion and assertivenessDemonstrate the ability to dealwith difficult and complex inter-personal situations, taking firmcontrol in order to achieve results

Organizational leadersForge partnerships and alliances

Understand the broaderorganizational context in whichthe department operatesAre sensitive to widerorganizational priorities anddifferent perspectivesAre able to build support for thedepartment’s goals with theirSMG colleagues and others

Develop networks and buildalliancesEncourage cross-boundaryactivitiesUse their networks to gainsupport for the achievement ofthe department’s and theorganization’s goalsIdentify and pursue opportunitiesto improve performance throughpartnershipsCollaborate and find commonground with a wide range ofstakeholdersApproach challenges andopportunities with a clearperception of the impact onothers and aiming to create win-win situations

Developed in collaboration with OHRM and managers and staff of the organisation by Mannet S.A.R.L.

United NationsO F F I C E O F H U M A N R E S O U R C E S M A N A G E M E N T

Profile of an Effective Manager

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