Town of Parry Sound Leader-Manager Competency Development Guide 1

The Town of Parry Sound Leader-Manager

Competency Development Guide

Prepared by: Town of Parry Sound Human Resources

June 13, 2017; rev. February 19, 2018

adapted from The Regional Municipality of Durham

Town of Parry Sound Leader-Manager Competency Development Guide 2

Table of Contents

Introduction The Leader-Manager Concept Core Competencies Leadership Development Continuum Step 1 – Pre-Manager/Pre-Leader Step 2 – Developing Leader Step 3 – Senior Leader Step 3+ Personalized Senior Leader Enrichment Program Other Resources Registration and Contact Information Appendix 1 – Core Competencies & Behavioural Anchors

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The Town’s culture statement describes the organization we are and strive to be. High performing organizations require well educated management who are continuously looking to improve their capabilities as they strive towards achieving and living out their culture and vision. This comprehensive Leader-Manager Competency Development Guide provides the information needed to plan specific career development goals for all levels of management across the organization. Proactively guide your performance, develop principled leadership philosophies and elevate your skills through focused learning. These Leadership development programs will help you gain the confidence to inspire and motivate others, embrace change, drive success, and lead at a higher level.

Our Community Active Living

Organizational Excellence Growth & Development

West Parry Sound Area Cooperation

STRATEGIC PRIORITIES

Numerous and constantly updating TOWN GOALS

Leadership & Change Management

Effective Decision-Making Coaching, Mentoring & Developing

Others ▪ Strategic Thinking

LEADER-MANAGER

COMPETENCIES

Our Culture Through excellence and pride, we provide a range of services to our community and its residents. We communicate and collaborate with mutual accountability, trust and respect.

We value each other. We know what's important and take responsibility to meet corporate objectives.

We work together to achieve our best, especially to be:

• Cost-conscious, energetic and hardworking.

• Collaborative, supportive, positive team members.

• Respectful and open communicators at all times, in all that we do.

Introduction

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The Leader-Manager Concept (Source: The Six Competencies of Exemplary Leadership, Bennis, W., 2004) The leader-manager concept broadens thinking about what each is. In fact, you are both. There are skills and expectations that define each role and there is an art to knowing when to lead and when to manage. The Town’s Leadership Development programs provide learning in both facets. It is, however, a progression with an expectation to demonstrate increasing levels of proficiency. The Town’s specific competencies, evolved and refined since being introduced in the early 2000s, guide recruitment, development, measuring performance and organizational success. Competencies are the critical knowledge, skills and abilities expected of all employees. Comprised of 8 key competencies, they are divided into core and management/leadership groups

Managing Resolve Implement Manage reality Systems and structure Recognize problems How and when? The bottom line Manage the ‘status quo’ Do things right

Leading Innovate Develop Investigate reality Build capacity Create new concepts Why and what? The horizon Challenge the ‘status quo’ Do the right things

Practitioner (Manager)Beginning to move from the tactical to the strategic and broadening perspectives.

Champion (Leader)Ultimate responsibilty and accountability, broad future-oriented vision, skilled in leading transformation of great depth and breath.

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Core, and Management/Leadership Competencies

See Appendix 1 for more information on Core Competencies and Management-Leadersand Competencies and associated behavioural anchors.

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The Leadership Development Continuum It is the role of Human Resources to provide support and source development opportunities for all levels of management in order to gain the expertise they need to master the competencies and be high performing leaders. The Development Continuum represents various opportunities available through each progressive level. Depending on where you are in your career, you can focus on developing the competencies to help you achieve your career goals. The continuum illustrates the progression in terms of position and offerings, however, it is not limited to these. All staff should work in partnership with their manager during their employee review to create a development plan which includes succession where appropriate.

Leadership Matters Change is inevitable as processes and people constantly change. Whether it’s your first year or your twentieth, as a professional, upgrading and refreshing your knowledge and skills is key to not only your success, but those around you. Growth begins through self-awareness and being engaged in personal development. In addition to your own personal growth and development, leaders also have a role and responsibility for:

• Developing staff and promoting a culture of leadership. • Effective performance management practices where staff can express their interest in

succession or other opportunities within the Town. Essential for all employees at all levels, employee feedback and development planning identifies work activities, education and development goals allowing time to plan and prepare for the future.

• Awakening leadership potential and growing the next generation of competent, strong leaders.

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Step 1 - Pre-Manager/Pre-Leader: Developing Management Skills This program is intended for union staff (lead hands, team leads, project leads) identified for succession and high potential individuals looking to move into a supervisory/management position.

Overview: Developing Management Skills (DMS) is the first step in the Leadership Continuum and provides a foundation for continuous learning and improvement as you work towards leadership excellence. Course include seven one-day modules at Georgian College + several workshops currently being sourced.

Commitment: Participants will attend each session or an approved equivalent in order to complete a ToPS DMS Certificate. Program typically runs at one of Georgian College’s campuses one day a week over seven weeks to be completed in one term. Employees who participated in Mohawk College Enterprise’s (MCE) Future Ready Leadership Program held during 2014-2015 with the Town of Parry Sound will have already largely covered this material.

Program Details: Personality Dimensions EQ-i. Emotional Intelligence DISC Behaviour Assessment Supervisor’s Role/Responsibilities Explore the role of the supervisor and the importance and impact of the supervisor on individual, group and corporate success. Leadership styles, attitudes, behaviours, and skills required for successful supervision will be discussed.

Communicate Effectively To develop a good working relationship and maintain a spirit of rapport and teamwork, supervisors require effective communication skills. This module will enable participants to improve relationships at work by under- standing voice dynamics and body language, learning how to listen, question, and give feedback.

Leading Effective Meetings Meetings are often unproductive because people may not understand how to run them effectively. Learn the steps to follow for planning and conducting efficient meetings.

Developing Effective Teams Learn how to create and maintain a successful team. Discover the four phases of the team development model, identify effective team behaviours, how to set team goals and strategies for managing conflict within a team.

Coaching/Motivating Coaching is an ideal way to continuously improve the performance of workers. Discover the tools and techniques needed to motivate and inspire your staff while gaining their commitment to the coaching process. Conflict & Anger Conflict is natural and it is up to you, as a supervisor, to respond to conflict situations quickly and professionally. Building on the skills learned in the Communicating Effectively module, learn how to resolve conflicts and how to manage anger in yourself and others. Multi-Generational Engaging employees of all ages creates healthy environments and increased productivity for organizations. Today's supervisors are required to lead a more diverse workforce comprised of employees of all ages. This course introduces participants to practical best practices for engaging and leading a diverse multi-generational workforce.

“Leadership is about going somewhere. If you and

your people don’t know where you are going, your

leadership doesn’t matter.” - Ken Blanchard

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Step 2 – Developing Leaders: Professional Management Certificate Program (UOIT-MDC)

This program is intended for all current managers looking to develop into great leaders.

Overview: These courses provide a solid foundation of business skills and practices for supervisors, managers, and technical professionals who require functional management and leadership training.

Commitment: This five-day program typically runs every other Thursday over two months in fall, winter, or spring terms at the UOIT-MDC campus in Oshawa, unless provided through an alternative partnership.

Program Details: Day 1 Fundamentals of Leadership: Understand the progress of leadership and management and what it means today. Design your own personalized leadership plan. Discover the key competencies of “transformational leadership". Encourage productive leadership and adapt to leadership styles. Day 2 Strategic Management Differentiate between strategic management and planning. Develop business cases and manage profiles. Learn how to apply strategic management models. Engage your team in strategic planning. Day 3 Management Excellence Establishing a culture of service excellence. Establishing process mapping for continuous improvement. Customer Commitment: Where does the business come from?

The cost of commitment to service excellence. Day 4 Change Management Understand the necessary leadership skills to encourage effective change. Develop a proactive plan and vision for change management. Recognize natural human reactions to change and create a change agent. Understand managerial roles and deal with resistance to change. Day 5 Performance Management Develop and communicate effective performance expectations. Reduce potential conflict through mutual respect. Understand the difference between coaching, counselling and mentoring. Understand the key elements of inclusiveness and develop techniques to reduce potential problems.

Notes: For more information on the Professional Management Certificate Program, see: https://mdc.uoit.ca/our-programs/Open-Enrolment-Certificate-Programs/professional-management-certificate-program.php

“Organizations exist only for one purpose: to help people reach a higher purpose together—something wonderful they

couldn’t achieve individually.”

- Robert. H. Waterman

Town of Parry Sound

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Step 3 – Senior Leader: Master’s Certificate in Public Sector Management (UOIT-MDC) This program is geared for managers and directors who are experienced in public sector/government or related organization and want to hone that experience. Overview: This program will build awareness and expertise in the administration, functions and challenges specific to public sector government. Participants will hear from experts in the field and have an opportunity to network with colleagues from municipal, provincial and federal level. Commitment: Attend 15 day-long classes every other Friday from September-April on UOIT Oshawa campus, unless provided through an alternative partnership.

Program Details: Courses include:

• Leadership in the Public Sector • Managing in a Unionized

Environment • High Impact Communication Skills • Conflict Management and

Negotiating • Sustainability Strategies for the

Public Sector • Policy Analysis • Finance & Accounting for Public

Sector Management • Leading Teams and Change

Management

• Strategic Management • Strategic Management for the Public

Sector • Operational Productivity and

Continuous Improvement • Fundamentals of Project Management • Public Sector Reforms • Local Government Reform and

Performance Improvement • The Challenge of New Trends

Affecting Government

Notes: For a complete breakdown and description of each class in the Master’s Certificate in Public Sector Management program, please download this file:

https://shared.uoit.ca/shared/faculty/fbit/mdc/documents/brochures/mcpsm-course-description.pdf

“It’s not about trying to find some ‘thing’ to help you be a more effective leader. It’s about trying to be a better

person. The other will follow.” — James A. Autry

Town of Parry Sound

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Step 3+ Personalized Senior Leader Enrichment Program

Under development…

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Other Resources You may be interested in these other recommended resources to further enrich the learning or simply for your interest and enhancing your knowledge. Under development...

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Accessing Programs Contact your director to discuss potential registration in an appropriate program level.

Questions or More Information To make suggestions on course or program improvements, additional resources, or for more information on courses, programs, or any of the information presented here please contact:

Rebecca Johnson Human Resources Co-ordinator rjohnson@townofparrysound.com 705-746-2101, ext. 220

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Appendix 1

Core Competencies & Behavioural Anchors

(Applicable to all levels of the organization)

Customer Focus & Service Excellence:

…providing the highest quality programs and/or services to meet the needs of internal/external customers and clients

1. anticipates, identifies and confirms customers’/clients’ needs 2. takes ownership of situations to ensure customers’/clients’ needs are acknowledged

and addressed 3. interacts with customers/clients in a positive, helpful and courteous manner 4. asks for and acts upon customer/client feedback

Professionalism:

… consistently conducting oneself in an ethical and responsible manner while demonstrating respect for self, others and the organization at large

1. maintains a composed, calm and confident manner 2. demonstrates appropriate use of humour 3. respects and maintains confidentiality as appropriate 4. acknowledges accountability for decisions and accepts responsibility for own actions 5. demonstrates effective/efficient work habits: is organized, establishes and prioritizes

goals, plans work, and meets deadlines 6. follows the policies, including health and safety, of the organization 7. behaves in an ethical manner

Effective Interpersonal Communication:

… building positive working relationships with others

1. willingly shares pertinent information with others 2. uses verbal and non-verbal skills in an effective manner 3. seeks to understand and value others’ ideas/opinions by listening and clarifying 4. actively participates in meetings 5. expresses ideas/opinions in a positive, assertive manner 6. resolves conflict proactively 7. solves problems collaboratively

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8. is tactful; treats others with respect

Embracing Innovation & Learning:

… demonstrating a willingness to learn and consistently seeking better ways of doing things

1. receptive/open to new ways of providing service 2. works with others to seek-out better ways of doing things 3. takes responsibility for personal and professional development 4. works collaboratively with others to set goals/objectives and focuses on achieving

results 5. suggests and is receptive to innovative/creative solutions 6. develops new skills/knowledge to keep pace with changing roles and responsibilities

Management / Leadership Competencies & Behavioural Anchors

(Mainly applicable to management level positions within the organization)

Leadership / Change Management:

… championing a clear future direction that focuses and aligns the efforts of others to achieve the strategic goals of the organization.

1. collaborates with others to develop a compelling vision for the organization. 2. communicates a vision that generates excitement, enthusiasm and commitment 3. selects the most effective communication strategy by determining desired outcomes

and audience needs 4. seeks and introduces new perspectives and information to stimulate innovation and

change 5. demonstrates an understanding of the “big picture” and continually gathers information

to expand own understanding 6. continually scans the environment for new and non-traditional ideas to improve

personal and team effectiveness 7. anticipates future trends and events and works to develop strategies to meet future

challenges 8. helps provide a clear sense of direction to support the organization’s goals 9. searches-out and seizes opportunities, focusing on what could be, not what is; a

positive possibility thinker 10. positions the group to prepare for change 11. uses a leadership/communication style that is appropriate to the situation 12. sets a positive example for others to follow 13. can be trusted to keep promises and commitments

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14. demonstrates a good understanding of the organization’s structure, functions, services and its strategic goals

Strategic Thinking:

… anticipating future challenges and opportunities, assessing options and implications, and developing plans and priorities that align with long-term objectives.

1. identifies a future direction and sets goals 2. comprehends goals and strategies developed by others and aligns own work

accordingly 3. prioritizes work in alignment with organizational, departmental and divisional goals and

strategies 4. shows sensitivity to the perspectives and issues of different stakeholders 5. develops an operational plan that aligns and supports both departmental and

organizational goals 6. collects and analyzes data to identify and prioritize potential organizational challenges

and opportunities 7. researches, analyzes and adapts ideas to partner for delivery of programs and/or

services 8. utilizes processes such as benchmarking and best-practices to learn from others

rather than “re-inventing the wheel” 9. consistently takes a broad, long-term perspective of challenges and opportunities 10. develops key strategies to respond to challenges/opportunities 11. proactively conceptualizes and plans new approaches to achieving goals and objective

Coaching, Mentoring and Developing Others:

… involving and supporting others to enhance their development and to maximize their contributions to the organization.

1. is accessible and approachable in the workplace, providing regular opportunities to connect with staff

2. is receptive to new ideas while providing direction and support as appropriate 3. delegates effectively, setting clear expectations and following-up to ensure desired

results are achieved 4. encourages and facilitates others in problem-solving 5. clearly communicates expectations and defines boundaries regarding responsibility

and expected performance 6. facilitates and encourages personal and professional development 7. commits resources for training/skills development to meet changing job requirements 8. facilitates the application of new learning in the workplace 9. gives timely and constructive feedback on job performance 10. encourages others to accept new challenges by providing opportunities that expand

their scope of responsibilities 11. provides positive and meaningful recognition of the accomplishments of others 12. supports experimentation and prudent risk-taking (in self and others), and assists

others to use mistakes as learning opportunities 13. helps others to deal with change through mentoring and encouragement

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14. treats others fairly and consistently

Effective Decision Making:

… resolving issues and implementing quality solutions in a timely manner

1. anticipates problems and proactively develops solutions 2. identifies and involves stakeholders in decision-making process as appropriate 3. establishes and communicates decision-making criteria in conjunction with

problem/opportunity definition 4. encourages innovative thinking and creativity in developing a wide range of options for

consideration 5. develops thorough and defensible business cases to support recommendations and

desired outcomes 6. makes decisions, sets priorities or develops goals on the basis of future potential 7. makes timely decisions and follows through by taking appropriate action 8. makes informed decisions that are aligned with applicable legislation, policies,

strategic goals and operating principles 9. evaluates effectiveness of decisions on an ongoing basis