Managing: The ability to manage and take charge of employees in order to enhance their performance; defining targets and providing appropriate means; controlling progress and correcting employees.
adapts his/her leadership style to the employee`s level and competency; is able to adopt various styles
balances leadership styles focused on people and results
is aware of his/her hierarchic position
makes clear what results are expected
focuses on their results and performance when addressing employees
provides clear instructions for the performance of a job
motivates employees to achieve set goals
is able to assess and uses employees` qualities
provides adequate support and guidance in order to achieve set goals
provides adequate resources, facilities and conditions for an effective work process
translates strategic goals into practical, feasible activities (strategic plan)
motivates employees to come up with their own contributions and solutions
encourages employees to look beyond their own department in order to enhance the organization`s development
leads by example and advocates any desired change
has a natural authority over other people
takes control in team meetings in which complex and opposing interests are defended
distinguishes between personal and organizational interests
brings employees` career development in tune with strategic goals
gets the most out of his/her employees
Managing can be easily developed if the candidate has a more than average score (7,8,9) on the drives Dominance, Purposiveness and Responsibility & leadership.
In which ways do you pass on goals and instructions to your employees?
Describe how you select, develop and evaluate your employees.
Describe a situation in which you addressed an employee and commented on his underperformance.
Describe a situation in which you motivated an underperforming employee by a positive approach
Do you often take a leading role? Could you give examples?
Display behavior that will inspire your employees.
Pay attention to your employees’ development.
Address your employees regarding their responsibilities.
Be clear and concrete.
Ask your employees what would be challenging work for them. Try and find a balance between your organization’s interests and the personal development of your employees in their field of expertise.
Advice the manager to ask participants on forehand what they hope to be the outcome of a meeting. He could ask, for example: ‘I think we have the following goal... Do you expect the same from this meeting?’
Investigate to what extent the manager expects his team to feel free to doubt, ask questions, be insecure. Registering verbal and non-verbal signals is an important quality for managers.
Encourage the candidate to ask regular questions during meetings that enhance clarity over the goals that need to be achieved: ‘What exactly do we want with this?’, ‘What will be the result of this?’
Discuss the entire organization’s mission with the candidate and ask about his department’s or team’s contribution. Review the relations with other departments. Discuss demands and needs the candidate has regarding other departments and vice versa.
Investigate how the manager encourages cooperation within the team. Provide feedback.
Copyright © TMA Method 1999-2018