Manager behaviours

A Wycombe District Council manager:

  1. Leads the way
  2. Focusses on the customer
  3. Engages others
  4. Makes balanced decisions
  5. Challenges the status quo
  6. Develops themselves and others
  7. Is commercially aware
  8. Takes the lead on change

Leads the way

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This is about leading by example, providing direction and empowering others.

  • Inspires trust and confidence
  • Translates vision into clear and meaningful goals/objectives for team members
  • Positively communicates the vision
  • Takes time to listen to and talk to team members
  • Leads by example
  • Treats others fairly and respectfully
  • Effectively manages and appraises the performance of the team
  • Delivers what they say they will do
  • Recognises and celebrates success and achievements
  • Prioritises effectively to deliver results

Focusses on the customer

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This is about putting internal and external customers at the heart of everything in the organisation, responding to their needs, working with them to improve levels of service and finding better ways of delivering service.

  • Values customers as being important
  • Seeks improvements to the way things are done to benefit customer
  • Appreciates how decisions impact the customer
  • Is responsive to customers
  • Acts as an ambassador for the council when dealing with customers
  • Promotes the benefits of change to the customer

Engages others

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This is about working with others to resolve issues together, sponsoring team-working and contributing as an active team member.

  • Works together with others to resolve issues
  • Actively seeks input and ideas from others to create workable solutions
  • Communicates in a way that is clear, succinct, jargon free and professional
  • Able to manage relationships effectively and build networks of relationships
  • Demonstrates an awareness of their impact on others
  • Is personable, approachable, confident and able to build rapport with people
  • Recognises the importance of the political environment

Makes balanced decisions

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This is about weighing situations up, being prepared to make a decision when required, but also making the best decision possible.

  • Adopts a rational approach to solving problems
  • Explains how and why decisions are made
  • Delegates appropriately
  • Supports decisions made by others
  • Considers the wider corporate and external impacts of their decisions
  • Engages others in day to day planning and decision making

Challenges the status quo

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This is about continuously looking for innovative and creative ways to improve services.

  • Turns ideas into results
  • Is receptive to new ideas and ways of working
  • Challenges the status quo
  • Thinks creatively when finding resolutions
  • Looks outside the organisation for ideas
  • Encourages innovation and is committed to continuous service improvement
  • Challenges others to continuously improve processes and service delivery
  • Questions why things are done the way they are
  • Encourages managers to try new things, take risks and experiment
  • Tests the validity of new ideas by regularly asking the customer
  • Focuses others on innovating value adding services or initiatives

Develops themselves and others

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This is about developing self-awareness, being open to learning, creating a climate of learning and developing performance within the team.

  • Is committed to personal and professional development
  • Encourages others to take responsibility for their own learning
  • Encourages others to develop their own solutions
  • Seeks feedback from others to support personal development
  • Provides timely and constructive feedback to staff
  • Discusses career aspirations and development with team members
  • Ensures all team members have high quality development plans
  • Provide individuals who show leadership potential with opportunities to expand their skills and experiences
  • Creates succession plans

Is commercially aware

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This is about understanding how the organisation operates, identifying opportunities to achieve greater efficiencies and cost effectiveness within limited resources.

  • Ensures all activities/services deliver value for money
  • Delivers efficient financial and budget management ensuring tight financial controls
  • Demonstrates an understanding of the commercial context in which the council operates
  • Works with partners and contractors to exploit opportunities and deliver greater value
  • Identifies, assesses and manages risk
  • Generates and identifies opportunities to make savings or bring money in to the council
  • Is prepared to take risks in the pursuit of improving return on investment
  • Demonstrates an understanding of the true costs of delivering services
  • Focuses attention on critical commercial issues
  • Identifies commercial activities that promote long term profitable business growth
  • Enhances organisational agility by introducing new service delivery models and/or lower cost models
  • Is able to communicate a clear business case, balancing risk and reward, cost and return on investment

Takes the lead on change

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This is about managing change effectively and being flexible and demonstrating resilience even where there is risk and changing outcomes.

  • Talks about change in a positive way
  • Has and encourages a 'can do' attitude and a flexible approach
  • Manages their own emotions to remain composed under pressure
  • Comfortable being required to shift focus as priorities change
  • Involves people in implementing change
  • Leads people through times of change
  • Maintains a pragmatic view if things go wrong
  • Supports employee health, safety and wellbeing
  • Encourages staff to take responsibility and accountability