Competency Framework
Definitions and Guidelines
(to be used as a guide when preparing a personal statement)
Introduction
What are Competencies and how are they used?
A competency is an ability, skill, knowledge or trait that is needed for the successful performance of a job. It is often defined in terms of
behaviours.
Overall, competencies are a set of behaviours that an individual must possess in order to perform to the optimum level within that role.
When used properly, and in conjunction with other working practices and procedures, competencies can ensure fairness, openness and
equality in the way we recruit staff, select people for training, identify clear development paths and promote people.
The Association recognises two separate types of competency to evaluate an individual’s ability to do a job – Technical and Core.
Technical competencies are the experience and knowledge required to carry out the role. As technical competencies are diverse in their
nature, the person specification in the job purpose itself will determine these. For example, in order to carry out a role in finance it would be
expected that the individual has some prior financial experience, knowledge and qualifications.
Core competencies are far broader in their application and apply to all jobs within TVH. This document details the core competencies which
TVH recognises as necessary.
A completed example of the new style person specification can be found at Appendix A which indicates how competencies are shown.
The Competency Framework contains a total of ten competencies and it is considered that to carry out a role at a particular level an individual
should possess those competencies that are ‘Core’ for that level. The depth of which these core competencies are required will vary according
to each role.
Eight of the core competencies apply to all TVH staff irrespective of where they are employed or the precise job an employee does. They are
defined in more detail in the following pages:
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Applied Thinking
Results Focus - “Getting things done”
Planning and Organising
Initiative and Innovation
Working Together
Managing Relationships (Influencing, Persuading and Negotiating)
Continuous Improvement (Striving for Excellence)
Customer Driven
A further 2 competencies are for management only but may also be used for development roles (i.e. roles which are not currently
management level but are seen as “stepping stones” to the next level up.)
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Commercial Awareness
Leadership (Developing and Managing People)
To make the competencies more meaningful to individuals we have identified a number of different levels of work within TVH:
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Vocational
Professional
Expert
Leader
The following table provides a guide to the types of role which fall into each category – it is not a precise list of all jobs in TVH. In order to work
with this new framework and to start imbedding it into our existing management processes, a discussion should take place between the
manager and the employee to define what the competency means for each individual.
Vocational
Customer service* roles;
Reacting to customer requests;
Providing a responsive or reactive
service;
Someone who isn’t a manager of
people or service;
Someone
who
has direct
interaction with their customers
(by phone or face-to-face)
A deliverer of service
Professional
Supervisor/manager of customer
service roles;
Has
professional
knowledge/qualification;
Uses the knowledge to make
decisions
within
defined
parameters
Uses own judgement to make
decisions
*Customers can be internal or
external
Example jobs by level (please note these are only a guide)
Administrator
HR Advisor
Finance Assistant
Financial Accountant
Housing Officer
Area Surveyor
PA
Team Manager
CSC Officer
Development Officer
Sales Consultant
Expert
Leader
May have team managers as Responsible for setting/agreeing
direct reports;
strategic direction
Responsibility for 1 or more
service;
Project management;
Consultancy advice;
Likely to be considered an
“expert” in their field;
A facilitator;
Will be likely to have a high level
of autonomy;
Uses own judgement to make
complex decisions;
Has breadth of decision making
responsibility
Service Manager
Professional/Technical advisor
Assistant Director
Director
Head of Department
TVHA CORE COMPETENCY FRAMEWORK
Name
Applied Thinking
Definition
Makes use of relevant
information to resolve
problems, identify
opportunities and reach
appropriate solutions.
Linked Values
Enabling
Change;
Accountability;
Customer
Focused
2
Results Focused “Getting things
done”
Achieves successful
delivery of tasks and
objectives by effectively
managing others or
taking direct action.
Enabling
Change;
Accountability;
Customer
Focused
3
Planning and
Organising
Plans and organises
work and activities to
meet objectives whilst
achieving quality and
value for money.
Enabling
Change;
Accountability;
Customer Focus
1
Level Descriptors
Leader
Identifies new business opportunities by evaluating
company performance from a range of information
Expert
Sets Directorate/Departmental priorities by developing
solutions to support the business plan
Professional Recommends improvements to processes and services
at a team level by analysing patterns and trends from
information
Vocational
Solves basic problems within clearly laid out policies
and procedures
Leader
Sets the performance framework for the organisation
to meet corporate goals, achieve results and
champions improvements
Expert
Sets the performance framework for the
Directorate/Department to meet objectives, KPIs and
continuously seeks improvements in delivery
Professional Uses Directorate/Department objectives to identify
team KPIs to drive service delivery and meet goals
Vocational
Takes responsibility for achieving individual objectives
and contributing to team targets
Leader
Structures the business plan to deliver key objectives
while allocating appropriate resources
Expert
Develops project plans and identifies departmental
activities and resources required to meet
organisational goals
Professional Delivers the project plan/departmental objectives to
plan and budget
Vocational
Contributes to the team/project objectives by
effectively setting own work plan and prioritising key
tasks
4
Name
Initiative and
Innovation
Definition
Takes a creative
approach to work by
formulating new ideas
or adapting existing
ideas in a new or
unexpected way to
create opportunities.
Linked Values
Enabling
Change;
Accountability
5
Working Together
Works co-operatively
and flexibly across
cultures and
organisational
boundaries to achieve
shared goals
Respect and
Dignity; Enabling
Change;
Accountability;
Customer
Focused;
Honesty
Respect and
Dignity; Enabling
Change;
Accountability,
Customer
Focused;
Honesty
6
Managing
Relationships
(Influencing,
persuading and
negotiating)
Builds and maintains
relationships to achieve
positive outcomes for
the Association
7
Continuous
Improvement
(Striving for
Excellence)
Looks for opportunities
to improve (self,
products and/or
services)
8
Customer Driven*
Provides an excellent
service to all customers
Level Descriptors
Leader
Develops ways of capturing innovation and creativity
across the organisation and delivers through others
Expert
Plans and implements new ideas in the long to
medium term and takes the lead in delivering change
within Directorate
Professional Develops and implements initiatives at a local level
Vocational
Addresses current opportunities by improving and
adapting existing approaches
Leader
Creates a positive team working environment
Expert
Builds the team to deliver a high quality service
Professional Involves others to work towards shared goals and
objectives
Vocational
Works co-operatively with other members of the team
and direct customers
Leader
Extends networks and uses indirect influence to build
external relationships to achieve long term strategic
organisational goals
Expert
Maintains networks and plans impact
Professional Builds positive and reciprocal relationships that benefit
the Association
Vocational
Builds rapport with colleagues and direct
customers/suppliers
Enabling change; Leader
Creates a continuous improvement environment
Accountability;
Expert
Drives Departmental activity to continuously improve
Customer
systems and processes
Focused
Professional Delivers improvements at a team level
Vocational
Drives self to deliver results and aspirations
Respect &
Leader
Develops the strategy to meet the long term interests
Dignity for all;
and aspirations of customers
Enabling change; Expert
Champions and promotes the delivery of quality
Name
9
Definition
MANAGEMENT COMPETENCIES
Commercial
Understands
Awareness
relationship of
operational issues to
wider business context
10 Leadership
(Developing and
Managing People)
Inspires and motivates
others to develop
confidence and
capability to realise
their full potential
* Customers – can be internal or external
Linked Values
Accountability;
Customer
Focused;
Honesty
Level Descriptors
service to all customers
Professional Plans and organises delivery of customer service
Vocational
Delivers a high quality service
Enabling
Change;
Accountability;
Customer Focus
Leader
Defines and develops TVH’s commercial objectives to
maximise the organisation’s financial wellbeing
Expert
Delivers the commercial objectives
Professional Understands the purpose and content of the Corporate
business plan
Vocational
Demonstrates awareness of commercial aspects of the
business
Respect and
Leader
Leads the organisation to deliver high performance
Dignity; Enabling Expert
Is a role model for effective leadership
change;
Professional Supports team development
Accountability;
Vocational
Gives basic direction and instruction
Customer
Focused;
Honesty
Applied Thinking
Makes use of relevant information to resolve problems, identify opportunities and reach appropriate solutions
Positive Indicators
Leader
Identifies new business opportunities by evaluating company performance from a range of information.
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Makes decisions that others consider risky but has done the detailed thinking and has well considered planning to back it up.
Uses analytical techniques to analyse a range of data.
Evaluates risk effectively
Takes timely action to remedy inadequate, unreliable or ambiguous information.
Conducts an in-depth analysis of a complex situation and sets a plan of action for others to follow
Demonstrates innovation and creativity in solving complex problems or creating solutions
Expert
Sets Directorate/Departmental priorities by developing solutions to support the business plan
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Analyses the information to identify facts, patterns and trends that may impact on decisions
Draws conclusions supported by reasoned arguments and reliable information, clearly stating any assumptions made and risks that may
be involved
Looks for alternative solutions and chooses the one that gets the best results for the business and the customer
Anticipates obstacles and thinks ahead; considers the next steps in complex situations
Uses theoretical knowledge or past experience to inform current situations.
Professional
Recommends improvements to processes and service at a team level
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Looks at data and identifies key issues.
Identifies causes and effects and uses this thinking to priorities issues and recommend improvements
Reviews mistakes and learns from them to inform decision making
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Bounces ideas off others to understand how they might tackle a problem
Breaks down a problem into manageable parts
Vocational
Solves basic problems and acts on opportunities as they arise
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Identifies accurately the main points from available information
Follows preset procedures where required
Draws on common sense and past experience to identify and approach areas for improvement
Solves routine customer needs without assistance
Knows when to escalate an issue or problem
Results Focused (“getting things done”)
Achieves successful delivery of tasks and objectives by effectively managing others or taking direct action.
Leader
Sets the performance framework for the organisation to meet corporate goals, achieve results and champions improvement
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Works with the Board and Executive team to identify corporate goals and objectives, taking business, government and legal priorities
into account
Achieves results through improving Board and Executive team capabilities and skills
Delegates objectives appropriately
Uses performance metrics and KPIs to track performance delivery
Re-allocates resources as required to meet corporate objectives
Expert
Sets the performance framework for the Directorate/Department to meet objectives and continuously seeks improvements in delivery
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Takes responsibility for Directorate/Departmental results
Establishes success and measurement criteria
Sets responsibilities
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Enrols the support of others for achieving objectives
Adapts to the changing political, economic and social environment to ensure delivery of results
Ensures compliance with government and regulatory standards
Holds people accountable for their actions and performance
Identifies and rectifies shortfalls in performance at departmental level
Challenges existing working practices to improve service delivery
Professional
Identifies team KPIs to drive service delivery
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Delivers results on time and within budget
Manages resources effectively
Understands the principal of collaborative working and partnership
Focuses on quality and quantity of output to achieve measureable success
Identifies and rectifies shortfalls in performance at team level
Holds regular review meetings with staff to ensure individual objectives are on target
Vocational
Contributes to team targets
 Understands own work targets and how they impact on others
 Takes responsibility to ensure commitments are met
 Ensures that objectives are achievable within already agreed commitments
 Regularly reviews progress of tasks
 Keeps people informed of progress on key tasks
 Agrees appropriate success and measurement criteria
 Evaluates completed tasks
Planning and Organising
Plans and organises work and activities to meet objectives whilst achieving quality and value for money
Leader
Structures the business plan to deliver key objectives while allocating appropriate resources
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Contributes to the development of a vision for the organisation
Identifies strategic activities to achieve the vision
Continually reviews and updates strategies as necessary
Uses organisational goals to evaluate and prioritise objectives
Ensures the principles of corporate risk management are met
Sets the agenda for creating policies that are consistent with values and mechanisms of the business
Expert
Plans and implements new ideas in the long to medium term and takes the lead in delivering change within Directorate
 Integrates departmental plan with activities of other departments
 Reviews and agrees changes to plans and adapts objectives to meet changing needs
 Sets medium range plans for a whole specialist function or key organisational project
 Identifies and sets SMART departmental objectives demonstrating clear links to organisational goals
 Establishes success and measurement criteria
Professional
Delivers the project plan/departmental objectives to plan and budget
 Identifies information needs and ensures systems and resources are in place to deliver
 Uses project management techniques to deliver projects to plan and budget
 Sets out clear, realistic plans and objectives
 Negotiates effectively over deadlines, quality and quantity
Vocational
Contributes to the team/project objectives by effectively setting own work plan and prioritising key tasks
 Manages own work to deliver on time ensuring accuracy and quality meets agreed performance standards
 Keeps relevant parties informed on the progress of tasks
 Plans a wide range of simple tasks or a smaller number of complex ones
 Identifies and highlights potential obstacles in achieving objectives
 Prioritises work to deliver objectives
 Ensures that objectives are achievable within already agreed commitments.
Initiative and Innovation
Takes a creative approach to work by formulating new ideas or adapting existing
Leader
Develops ways of capturing innovation and creativity across the organisation and delivers through others
 Encourages innovation within the organisation including an open attitude to radical or unusual ideas
 Provides feedback guidance and encouragement for others’ ideas
 Leads by example through identifying new ideas and seeking feedback
 Develops opportunities for creative thinking and supports change
 Prepared to take risks in the interest of furthering corporate goals and willing to take action to do so
Expert
Plans and implements new ideas in the long to medium term and takes the lead in delivering change within the Directorate
 Encourages managers and teams to identify new ways of working and implementing them
 Champions cross-departmental initiatives and problem solving
 Evaluates the practical implementation of new ideas in terms of time, value for money and benefits to the organisation
 Is a focal point for improving working processes across the Directorate/Department
 Consults where appropriate but takes action when necessary
 Praises innovation and initiative, highlights best practice
Professional
Develops and implements initiatives at a local level
 Positively challenges existing methods and delivers improvements to working processes
 Leads in delivering change in own team
 Encourages team to identify areas for improvement in service delivery and implements them
 Actively listens to and considers ideas presented by others
Vocational
Addresses current opportunities by improving and adapting existing approaches
 Does not wait to be asked to get on with things
 Performs well in brainstorming situations
 Looks beyond the obvious; devises new approaches to challenges
 Volunteers information
 Volunteers for working parties
 Generates new ideas and suggestions for improvements to ways of working
 Consults colleagues to identify possible solutions
 Able to work on own
Working Together
Works co-operatively and flexibly across cultures and organisational boundaries to achieve shared goals
Leader
Creates a positive team working environment
 Is a role model of co-operative behaviour
 Commits time and resources to team-based projects
 Sets and communicates expectations for teamwork and collaboration across the organisation
 Gives credit and acknowledges contributions and efforts of individuals who contribute to team effectiveness
Expert
Builds the team to deliver a high quality service
 Proactively shares knowledge, expertise and learning experiences with colleagues and partners
 Seeks ideas and input of colleagues in own and other teams to make the best use of expertise and improve team performance
 Understands team dynamics and works to harmonise energies of the team
 Establishes communication networks across directorates and with external partners that are truthful, open and honest
 Encourages high performance in others in challenging situations
Professional
Involves others to work towards shared goals and objectives
 Delegates effectively
 Provides clear feedback to team members
 Addresses conflicts or issues within the team in a positive open manner
 Willingly shares information and best practise with colleagues and partners
 Encourages views from those with different disciplines and perspectives
 Helps others think through issues
 Takes time to learn about and understand other organisations and cultures
 Champions success
Vocational
Works co-operatively with other members of the team and direct customers
 Willingly co-operates
 Respects the diversity within teams
 Asks for help or advice when needed
 Recognises and assists fellow team members who are under pressure
 Speaks positively of others
 Recognises that the ways of getting things done may differ in other departments/communities/organisations
 Balances competition with collaboration/co-operation
Managing Relationships (Influencing, persuading and negotiating)
Builds and maintains relationships to achieve positive outcomes for the Association
Leader
Extends networks and uses indirect influence to build external relationships to achieve long term strategic organisational goals
 Negotiates more complex agreements with Association-wide impact
 Actively manages external contacts as a business network
 Identifies and makes use of events for developing networks
 Actively “lobbies” and wins support from key external and internal stakeholders
 Ensures that people likely to be affected by any new activity have been involved in developing the activity
Expert
Maintains networks and plans impact
 Maintains and develops a range of contacts and keeps them informed.
 Negotiates difficult agreements with impact
 Sells ideas by linking them to other values, needs and goals
 Advises others and deals with sensitive issues in difficult situations inside and outside own area
 Presents relevant and reasoned arguments
 Presents own point of view with conviction
 Elicits views of others and uses them to develop counter-arguments
Professional
Builds positive and reciprocal relationships that benefit the Association
 Actively listens to the feedback and views of others and encourages two-way communication
 Tailors an approach to appeal to the needs of a particular audience
 Resolves sensitive/contentious issues in own area
 Adapts and develops arguments to achieve desired results
 Encourages all team members to make useful contributions
 Identifies when team members need support and provides it
 Responds positively to the contribution of other team members
Vocational
Builds rapport with colleagues and direct customers/suppliers
 Actively gets to know others
 Uses active listening skills to demonstrate interest and curiosity in what is being said
 Recognises cultural differences and acts accordingly
 Makes personal commitments in order to build trust and credibility
 Shares learning and information with colleagues
 Presents oral and written communication effectively and appropriately according to the recipient
 Refers positively to the organisation, its people and services
 Encourages colleagues to contribute in teams
Continuous Improvement (Striving for Excellence)
Looks for opportunities to improve (self, products and/or services)
Leader
Creates a continuous improvement environment
 Analyses approaches and options to determine what will deliver desired commercial outcomes
 Continually reviews progress against corporate goals and deals with shortfalls in performance
 Creates an environment for others to strive to deliver goals
 Works with internal and external peers to identify best practice methods, systems and practice to improve TVH’s performance
 Identifies the consequences of redesigning services and the follow-up support required
 Understands how services could be integrated more effectively
Expert
Drives Departmental activity to continuously improve systems and processes
 Encourages employees to introduce improvements to the way things are done
 Sets standards for quality and best practice in the Directorate/Department’s work
 Shares ideas and concepts with colleagues to generate improvements for all
 Champions ideas that have the potential to add value to the overall objectives of TVH
 Ensures that change is communicated appropriately
 Sets and works to meet “stretching” goals and objectives for self and team
 Makes creative suggestions about how own service can help do things better
 Takes the initiative to implement change and improvement by generating high levels of action and commitment in self and others
Professional
Delivers improvements at a team level
 Participates in identifying improvements and new ways of working to improve team’s work
 Continually strives to remove barriers to excellence
 Identifies and learns from others to develop best practice
 Is open minded, imaginative and enthusiastic about the need to change
 Is aware of individuals’ concerns with respect to change
 Redesigns processes to empower front-line staff
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Assesses and measures delivery of work by self and team against specific benchmarks
Takes ownership of improvements and sees the appropriate actions are carried out
Vocational
Drives self to deliver results and aspirations
 Works enthusiastically to adopt new approaches
 Looks for solutions when presented with difficulties
 Takes the initiative to resolve a situation where appropriate
 Keeps track of progress against goals/targets
 Identifies opportunities for personal development and improving own skills and knowledge
 Raises concerns in a positive way
 Displays a positive attitude to change
 Listens to new ideas and is willing to try new things
Customer Driven
Provides an excellent service to all customers
Leader
Develops the strategy to meet the long term interests and aspirations of customers
 Creates a culture of being customer focused
 Ensures that processes and resources are made available to meet customer demand in line with strategic direction
 Focuses improvement activities in those areas which will give greatest benefit to the customers
 Has an intuitive understanding of the importance of customer views
 Puts measures in place to ensure that TVH offers the highest level of customer service and seeks to gain awards to recognise this
 Benchmarks against best industry practice
 Responds to market conditions
 Ensures timescales are monitored to maintain effective cost control
 Sets and challenges “stretch” element of organisational KPIs
 Develops creative partnerships that deliver increased customer value and satisfaction
Expert
Champions and promotes the delivery of quality service to all customers
 Agrees service levels with appropriate parties and produces relevant documentation
 Seeks and measures customer feedback and initiates improvements
 Reviews KPIs and takes appropriate action
 Sets measurable improvements to customer service
 Provides clear guidelines for delivering customer service
 Makes clear to employees standards, limitations and constraints that may affect delivery
Professional
Plans and organises delivery of customer service
 Ensures KPIs are met by self and team members
 Gives and seeks feedback
 Acts on suggestions made to improve customer service and gives feedback on suggestions made
 Monitors level of customer service/satisfaction
 Anticipates future needs of the customer and prepares to meet them
 Helps customers to identify and define their current and emerging needs
 Ensures own service area structure and processes are developed to continue to enable the business to be responsive to customers
 Finds innovative ways to meet customer needs
 Understands and is sensitive to the different requirements of all individuals, groups and cultures
 Has a broad knowledge of related services
Customer Driven (cont.)
Vocational
Delivers a high quality service
 Responds to immediate customer needs and meets them in accordance with REACH values
 Continually seeks ways to improve processes
 Takes ownership and strives for the best result for the customer
 Understands the needs of the customer
 Checks that the customer needs have been met
 Keeps the customer informed/updated when a problem arises
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Checks with the customer that their needs have been understood
Works with internal and external parties to deliver, improve and enhance service
Understands the service provided by their team
Understands the community environment and cultural aspects
Is open and honest when advising customers what can and cannot be achieved
Communicates information clearly and accurately
Commercial Awareness
Understands the relationship of operational issues to the wider business context
Leader
Defines and develops TVH’s commercial objectives to maximise the organisation’s financial wellbeing
 Anticipates future directions in the wider social, political, technological, environmental and regulatory framework to ensure TVHA is
able to respond to changes
 Builds partnerships with other RSLs, developers, local and central Government to engage TVH in the development of high quality social
housing
 Takes calculated risks in order to achieve significant commercial and business gains
 Works with Board to develop and define TVH’s commercial activity to maintain a healthy financial standing
 Identifies new business opportunities to further TVH’s goal of providing high quality social housing
 Understands the needs of stakeholders in developing TVH’s commercial strategy
Expert
Delivers the commercial objectives
 Benchmarks with public and private sector to assess value for money and general business directions
 Builds long term partnerships with stakeholders and customers that go beyond immediate commercial advantage
 Demonstrates an awareness of regulatory code and standing orders that impact on TVH’s work
 Identifies potential new markets and competitor weaknesses to bring new business to TVH
 Sensitive to changes in the social housing and development environment to maintain TVH’s standing
 Manages budgets to ensure the areas they are responsible for is within budget and ensure value for money
 Tracks directorate/departmental service delivery and addresses shortfalls in performance
Professional
Understands the purpose and content of the Corporate business plan
 Understands TVH’s broad organisational goals and objectives
 Identifies areas for development to improve their department/team’s commercial awareness
 Looks for cost effective solutions to issues to enhance service delivery and effectiveness
 Constantly assesses activity to improve value for money
 Writes and presents convincing and rounded business cases for proposals
 Aware of the Regulatory Code and Guidance, TVH standing orders and systems and procedures
Vocational
Demonstrates awareness of commercial aspects of the business
 Aware of overall business objectives and goals and how they link to their own work
 Participates in team discussions on business objectives
 Follows policies and procedures and raises concern where appropriate
 Maintains regular contact with customers
 Understands the housing sector and the role of an RSL and wider commercial environment
 Understands the role of the Board
Leadership (Developing and Managing People)
Inspires and motivates others to develop confidence and capability to realise their full potential
Leader
Leads the organisation to deliver high performance
 Communicates a compelling vision for TVH’s work
 Uses TVH strategy to develop meaningful goals for the organisation
 Creates positive working relationships externally and internally to achieve results and high performance
 Involved others and values their work
 Facilitates change by helping others understand what is required and why, providing support and encouragement when change is
achieved
 Positively challenges others to deliver work to a high standard
 Identifies opportunities for development o self and others and ensure they are taken up
 Makes decisions based on ethical considerations and organisational integrity
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Encourages others to challenge their assumptions
Passionate about sharing knowledge
Understands TVH’s capabilities, competitors and how to compete in a challenging housing environment
Actively discourages “blame culture”
Lives and drives the Corporate values in all TVH’s work
Expert
Is a role model for effective leadership
 Inspires others within own directorate
 Uses TVH strategy and organisational goals to develop meaningful departmental objectives
 Creates positive working partnerships within TVH to achieve results and high performance
 Involves others in projects (especially cross-functional) etc. to develop employees’ skills and knowledge
 Delivers change and supports others through the change process
 Positively challenges others to deliver work to a high standard
 Identifies opportunities for development of self and others and ensures they are taken up
 Encourages department to use and deliver REACH values to provide high quality service
Professional
Supports team development
 Inspires others within the team
 Uses departmental goals to develop meaningful and challenging objectives within the team
 Develops positive working partnerships within the team and directorate to achieve results and high performance
 Challenges self to deliver work to a high standard
 Gives others opportunities to practise new skills and capabilities and provides/arranges coaching
 Gives timely and specific feedback on what has been done well and where there is room for improvement
 Encourages work-life balance amongst team to maintain healthy workforce and promote long term effectiveness
 Delegates routine elements of more complex task and encourages others to do the same
 Helps team members to come up with their own answers rather than solving problems for them
Leadership (Developing and Managing People) (cont.)
Vocational
Gives basic direction and instruction
 Willing to learn from others and share own experience and knowledge
 Learns from own mistakes
 Incorporates corporate values into day to day work
 Sets clear direction and gives step-by-step guidance
 Lets people know exactly what is expected of them
 Seeks feedback from others to challenge own assumptions about an individual’s performance or development need
 Treats each team members equitably