Part 1– APA Format- 300 Words (Due Tomorrow-Wednesday) For this assignment you will post your answers to the questions in each thread Use examples from the readings, or from your own research, to s
31 THE PUBLIC MANAGER | WINTER 2013 CONNECTING DATA TO MANAGE PERFORMANCE 15 Roles Leaders Play to Manage Performance and Accountability by Chris DeVany W hen managing performance and accountability, frontline manag - ers take on a variety of roles as they interact with other people.
Tese roles are the character that the manager assumes in a particular situation, much like the roles actors play in a lm or show. Starring Roles Managers Play Here are the most predominant roles managers adopt:
Coach Develops game plans and calls plays; makes assignments; encourages team members; assesses strengths and devel - opmental needs; builds individual and team strengths through instruction; allows members to practice skills; gives feedback.
Team Captain Uses leadership and communication skills to build teams and hold them together; inspires con dence; commu - nicates the vision, mission, and goals of the enterprise to team members; guides teams in development of set objectives; helps members understand the positions they play; seeks participation in team projects; openly con - fronts con icts.
Cheerleader Encourages team members to excel; shows and builds con dence in abilities of team members; generates enthu - siasm and support for team projects both with the imme - diate group and from the organization as a whole.
News Reporter Communicates information within the team; promotes the team to others. Fortune Teller Projects trends; decides or recommends best course of action based on these predictions.
Political Analyst Analyzes the current politics of the enterprise and devel - ops strategies accordingly.
Counselor Listens to employee problems; helps employees develop solutions.
Parent Supports and nurtures employees.
Referee Calls time-out during con icts; seeks resolution; deter - mines penalties.
Negotiator Is an honest broker in bringing people with di erent views together; negotiates for resources.
Gladiator Battles to gain support or resources; ghts to protect the team or project.
Hunter Openly seeks new projects and sources of work for the team.
Resource Allocator Determines or recommends how the team’s resources will be used.
Spokesperson Represents the organization at professional, civic, or other meetings. WWW.THEPUBLICMANAGER.ORG 32 FORUM:
Detective Jointly identi es problems, determines causes, and devel- ops solutions.
Te Relationship Between Performance and Accountability We must be clear about the relationship between perfor - mance and accountability. As managers, we manage oth - ers’ performance. Accountability starts with the working relationship with our manager. We best ensure others delivering on performance by holding ourselves account - able rst. What steps are we taking to manage performance and ensure accountability in each of our roles? Let us take a look at each role, and consider advisable steps and approaches:
Coach Managing performance. Conduct performance reviews; help to establish and support professional development plans for sta ; assign responsibilities; encourage team members; assess strengths and developmental needs; build individual and team strengths through instruction; allow team, members to practice skills; give feedback.
Ensuring accountability. Monitor our own performance rst, and meet regularly with our manager to ensure we are delivering on what we promised to do; review team performance with manager and receive their feedback; follow-up on assignments we have been given; ask for manager’s support when it comes to our own assessment of strengths and developmental needs; review our indi - vidual professional development plan with manager and request feedback.
Team Captain Managing performance. Use our leadership and commu - nication skills to build teams and hold them together; inspire con dence; communicate the vision, mission, and goals of the enterprise to team members; guide teams in development of set objectives; help members understand the positions they play; seek participation in team proj - ects; openly confront con icts.
Ensuring accountability. Ask our manager for guidance about which leadership and communication skills help to build teams and hold them together; ask ourselves, “How does our manager inspire con dence?”; “How does our manager and do other leaders communicate the vision, mission, and goals of the enterprise?”; “How have I seen others e ectively guide teams in development of set objec - tives, help members understand the positions they play, seek participation in team projects and openly confront con icts? ” Cheerleader Managing performance. Encourage team members to excel; show and build con dence in abilities of team members; generate enthusiasm and support for team projects both with the immediate group and from the organization as a whole.
Ensuring accountability. Regularly meet with our man - ager to review team members’ performance, and under - stand from them what steps they recommend we take with those whose performance needs to improve, as well as how we can show and builds con dence in abilities of team members, generate enthusiasm and support for team projects both with the immediate group and from the organization as a whole.
News Reporter Managing performance. Communicate information within the team; promote the team to others.
Ensuring accountability. Look to see how others e ectively communicate information within their team and promote their team to others; follow their example.
Fortune Teller Managing performance. Project trends; decide or recom - mend best course of action based on these predictions.
Ensuring accountability. Ask our manager and others for guidance on vision and forecasts; follow their lead.
Political Analyst Managing performance and ensuring accountability. Ana - lyze the current politics of the enterprise and develop strategies accordingly.
Counselor Managing performance. Listen to employee problems; help employees develop solutions. 33 THE PUBLIC MANAGER | WINTER 2013 CONNECTING DATA TO MANAGE PERFORMANCE Ensuring accountability. Ask our manager for guidance when faced primarily with the more complex problems we either haven’t handles before or haven’t handled in a while.
Parent Managing performance.
Support and nurture employees.
Ensuring accountability. Ask our manager for support as and when needed.
Referee Managing performance. Call time out during con icts; seek resolution; determine penalties.
Ensuring accountability. Ask for our manager’s guidance when it comes to managing and resolving con icts.
Negotiator Managing performance. Be an honest broker in bring - ing people with di erent views together; negotiate for resources.
Ensuring accountability. Hold ourselves to the same stan - dard we hold others to when contributing to conversa - tions which involve expressing di erent viewpoints; negotiate to “win-win.” Gladiator Managing performance. Battle to gain support or resources; ght to protect the team or project.
Ensuring accountability. Follow the lead of the best exem - plars when it comes to gaining support or resources and ghting to protect the team or project.
Hunter Managing performance. Openly seek new projects and sources of work for the team.
Ensuring accountability. Deliver on those projects on time and on budget.
Resource Allocator Managing performance. Determine or recommend how the team’s resources will be used. Ensuring accountability. Deliver the promised performance based on e ective use of those resources.
Spokesperson Managing performance. Represent the organization at professional, civic, or other meetings.
Ensuring accountability. Follow-up on any contacts you establish and requests for services you receive when you are representing your organization.
Detective Managing performance. Jointly identify problems, deter - mine causes, and develop solutions.
Ensuring accountability. Report your ndings to your manager in a timely manner, especially when you have to deliver bad news.
Modeling Behavior Te closeness of the relationship between managing performance and ensuring accountability is shown in that ensuring accountability is modeling the behavior we expect from others as help them manage their perfor - mance. Holding ourselves accountable helps us improve our own performance as a manager.
Chris DeVany is founder and president of Pinnacle Performance Improvement Worldwide, a management consulting rm. He is the author of 90 Days to A High-Performance Team (McGraw Hill). He holds degrees in management studies and organizational behavior from Boston University. Contact him at [email protected] or via www.ppiw.com. R epro duce d w ith p erm is sio n o f th e c o pyrig ht o w ner. F urth er r e pro ductio n p ro hib ite d w ith out p erm is sio n.
