Manager Self-Help Learning Guide

Managers’ Self-HelpLearning Guide Civil Service College, Singapore | www.cscollege.gov.sg

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|3INTRODUCTIONThis is a guide that CSC has created for first-time to middle managers in the public service,to help you to: (1) Gain an awareness of what is expected of you as a leader in your organisation; (2) Learn what core leadership skills you will need to build in order to be a more effective leader; (3) Find out what core programmes are recommended for you as you make the transition from the role of individual contributor to manager; and (4) Identify your own area(s) of development as a leader through a simple self- assessment and discover what programmes are available for you to develop core leadership skills to mitigate these. You will find 4 sections in this guide, aimed at addressing each below.Leadership role Core leadership Recommended Self-assessment expectations skills core tool and programmes identification of possible programmes

4 | SECTION 1LEADERSHIP ROLE EXPECTATIONSThis section offers you a guiding frame to think about what is expected of you in your role as a manager.As someone in a leadership role, you are expected to work through others – your span of influence nowextends beyond yourself and you need to lead other individuals or a team to achieve results. You also needto understand your organisation as a living system, and apply this understanding to help your staff/teamnavigate change and collaboration. ORGANISATION TEAM INDIVIDUALS SELF

SECTION 1 | 5Leading in OrganisationsOrganisations are complex systems where different parts are inter-relatedand impact on one another. As a manager, you will need to develop asystemic, holistic perspective to addressing issues. This requires you towork collaboratively across teams while appreciating the need to prioritisethe good of the larger system over individual team benefits. You will alsoneed to leverage on people and management skills to lead others throughchange, thus enabling your team and the organisation to achieve highperformance in times of uncertainty.Leading TeamsYour role as manager of a team (or multiple teams) is to lead, develop andengage your team(s) so that they are able to achieve high performancecollectively. This requires you to understand the different stages of teamdevelopment, read and diagnose team dynamics, leverage bothteamwork and conflict, and foster a conducive climate for the team.Leading IndividualsBeing a manager means you are expected to achieve results throughother people, and this requires you to adapt your leadership styles andbehaviours according to individuals’ needs and situations. It is thusimportant for you to build skills that will enable you to develop, engage,and influence others for more effective work outcomes.Leading SelfSelf-awareness and self-mastery are core to the growth and long-termperformance of any individual. As a manager, your ability to develop clearinsights about yourself and your impact on others, as well as your abilityto self-manage and adapt your behaviour towards others will contribute toyour overall effectiveness as a manager.

6 | SECTION 1BROLE OF PROGRAMMESProgrammes is one form of structured intervention which the College offers to enable Public Service leadersand managers to perform their required roles more effectively.CSC has created two broad categories of programmes: the Milestone Programmes and theSkills-Based Programmes.Both categories of programmes are contextualised to the Public Sector, reference a common set ofleadership role expectations and are founded on a common set of leadership development philosophy.These programmes serve to strengthen the different aspects of an individual’s capacity and capability tolead and manage more effectively. The key differences in the learning focus and characteristics have beenillustrated as follow: MILESTONE PROGRAMMES SKILLS-BASED PROGRAMMES• Focuses primarily on expanding a • Focuses primarily on building key enabling person’s capacity to lead competencies at each leadership level• Emphasises self-awareness and personal • Emphasises the development of know-how, mastery in the context of their leadership processes, and core skills role • An example of a Skills-based Programme is• An example of a Milestone Programme is “Engaging Employees through Professional “Leading from the Middle Programme” Feedback”We recommend that all leaders and managers attend the Milestone Programme as a foundationalprogramme in the first two years of being appointed into their roles as first time managers andmiddle managers, and then use this learning guide to navigate through the suite of Skills-basedProgrammes to deepen their core skills in specific areas. See Section 3 for an example of thesuggested learning roadmap for all first time managers and middle managers.

SECTION 1B | 7CSC MILESTONE PROGRAMMEMAPPING MIDDLE MANAGEMENT SENIOR MANAGEMENT Mid-career to Senior Managers New Directors SENIOR EXECUTIVES FIRST TIME MANAGERS Executives Emerging to new Managers Foundation Course (FC)* Manager L.E.A.D Programme (MDP10) Leading from The Middle Governance and Leadership Programme (LMP10) Programme (GLP)Introduction to Singapore’s Governance Mid-career Officers’ Induction (GOV10) Programme (OBD10) Management Development Senior Management Course (MDC)* Programme (SMP)*Public Service Induction Programme (PSI10) Strategic L.E.A.D Programme (SDP10)Public Service Orientation Kit (e-learning) (OAPSOK14) Whole-of-Government (WOG) CORE * For PSLP Officers, by nomination only

8 | SECTION 2CORE LEADERSHIP SKILLSIn order for you to achieve what is expected of you as a leader, you will need to build leadership skills thatwill help you to better engage, manage and develop your staff. A list of core leadership skills is offered in thissection for your reference.LEADING SELF DEVELOPING ENGAGING AND AND DEVELOPING STAFF STRENGTHENING RELATIONSHIPSSeeking to grow as a leader Being socially and politically Understanding the conditionsthrough understanding of aware at work and developing that foster higher levels ofself, paying attention to your emotional intelligence engagement and creatinghow one's behaviours have and positive power/influence these conditions so that youran impact on others and to achieve understanding and staff will be satisfied,building presence. Growth collaboration with others. committed and motivated tostrategies include seeking contribute and achieve theirfeedback from others, best performance at work. Thiscultivating the discipline includes being aware of theand skills to reflect and factors that enable anharvest learning from individual to grow into theirexperiences, and flexing potential and applyingone’s behaviours in techniques to support this on aresponse to changing day-to-day basis.circumstances.

SECTION 2 | 9DEVELOPING UNDERSTANDING LEADING AND TEAMS SYSTEMS MANAGING CHANGEAppreciating the role that Being able to explain how Understanding the factors thatteams play in an organisation, different parts within a larger ease or inhibit an individual’sunderstanding the stages of a environment are transition through change andteam’s development and inter-connected and taking applying actions to facilitatetaking steps to steer your team action to help yourself and this process for your staff in thetowards high performance. others manage the dilemmas face of organisational changes. that surface from this connectivity in order to achieve deeper levels of collaboration and partnership.

10 | SECTION 3RECOMMENDED CORE PROGRAMMESIf you have recently transited into a new managerial role (whether to oversee individual contributors or othermanagers), this section offers a guide to the core programmes you should consider attending within the first2 years of taking on your new role. The core programmes are meant to support you in your transition intoyour new role and provide you with essential skills that will help you ease into your role effectively. Beyondthe core programmes, you can take a self-assessment in Section 4 to find out other programmes relevant forbuilding and sharpening of your core leadership skills. 1ST-TIME MANAGERS Likely overseeing: - Individual contributors - A team of individual contributorsRecommended core programmes to attend within first 2 years of taking on role Skills-based Programmes Milestone Programme Engaging and • Retaining and Engaging Good Developing Employees Transiting from StaffIndividual Contributor (followed by) to 1st-time Manager Developing Teams • Engaging Employees through (for managers Manager L.E.A.D Professional Feedback Programme overseeing a team of 3 or more) • Team Discovery - Building A Cohesive and Successful Team Managing Change • The Supervisor’s Role in Navigating Change

SECTION 3 | 11 MIDDLE MANAGERS Likely overseeing: - Managers of individual contributors - Multiple teams of individual contributorsRecommended core programmes to attend within first 2 years of taking on role Skills-based Programmes Milestone Understanding Engaging and A revamped Programme Systems and The Developing coaching Work of Middles Staff programme (to beTransiting from launched by 2017) 1st-time to Seeing Systems, Developing Strengthening Teams • Effectively LeadingMiddle Manager Collaborations and Managing High- Managing Performance Teams Leading from Change The Middle • Effective Leadership in Turbulent Times

12 | SECTION 4SELF-ASSESSMENTThis section offers you a simple self-assessment to help you to identify current gaps and prioritise your areasof development with reference to the core leadership skills. Refer to the following descriptions to identifythe level of assessment relevant to you, and follow the instructions in Sections 4A or 4B to identify yoursuggested developmental areas and recommended programmes for you to build the core leadership skillsneeded for your level.Descriptions for managerial levels MIDDLE Span of influence/control: MANAGERS Likely overseeing: - Managers of individual contributors; - Multiple teams of individual contributors Typical designations: Senior Manager, Assistant Director, Deputy Director Span of influence/control: Likely overseeing: - Individual contributors; 1ST-TIME - A team of individual MANAGERS contributors Typical designations: Assistant Manager, Manager

SECTION 4A | 13SELF-ASSESSMENT & RECOMMENDED PROGRAMMESFOR 1ST-TIME MANAGERSInstructions:(1) Please read through the items in each row in the first column and respond with a “Yes” or “No”(2) If you have responded with a “No” to most items in the left column, please refer to the right column for recommended programmes(3) Please click on the programme/resource title for more informationI have the skills required to Recommended Programmes and Resources Act upon my development needs Leading Self Reflect and learn from experiences Seek feedback from others YES • Supervisory Management Programme • Supervisory Leadership Programme • Making Things Happen, Getting Things NO Done • Becoming an Engaging and Influential Leader Develop trust (through empathetic dialogues) YES Developing and Strengthening NO Relationships Influence others • Learning from Conflict to Create Better Navigate conflict constructively to bring about Solution sustainable change Develop strategies for reconciling differences and dilemmas Use different strategies to effectively engage Engaging and Developing Staff staff with different needs YES • Love them or Lose them: Retaining and Conduct meaningful conversations with staff Engaging Employees*as part of engagement efforts • Resources for Managers NOProgrammes in bold* are core programmes recommended for 1st-time Managers to attend within first 2 years of appointment.

14 | SECTION 4BSELF-ASSESSMENT & RECOMMENDED PROGRAMMESFOR 1ST-TIME MANAGERSI have the skills required to Recommended Programmes and Resources Have developmental conversations with staff YES Engaging and Developing Staff NO Engage in challenging conversations with • Coaching to Enhance Teamwork and unmotivated or underperforming staff Performance Coach others to develop, challenge and • Fundamentals of Good Management support their growth • Leading A Multi-Generational Team Provide feedback to staff to support their YES development NO • Managing Staff Performance Using the AIM Model for Senior Officers who are Effectively delegate YES Supervisors NO • The Role of Managers in Employee Engagement • Engaging Employees through Professional Feedback* • Positive Conversations for Positive Performance • Strategic Leadership: Strategies for Increasing Performance Develop and manage a team Developing Teams YES • Team Discovery – Building A Cohesive and Successful Team* NO • Resources for ManagersProgrammes in bold* are core programmes recommended for 1st-time Managers to attend within first 2 years of appointment.

SECTION 4B | 15I have the skills required to Recommended Programmes and Resources Assess the implications of actions/decisions YES Understanding Systems on the larger system NO • Basic Systems Thinking Leading and Managing Change Support the implementation of change YES • The Supervisor’s Role in Navigating initiatives Change* To address the impact of change on others • Managing the Human Side of Change NO • Resources for Managers*note for both levels:If you have “No” in your responses to almost all of the items, making it challenging for you to prioritise theprogrammes to attend, we would suggest you do the following: 1) Assess your needs in relation to your role requirements, and attend programmes that will enable you to gain practical skills that can be immediately applied to your current role; 2) Have a conversation with your supervisor to get feedback on what might be your key learning needs as well as to seek support from him/her in your development journey; 3) Use the suggested roadmap in Section 3 as a starting point for your development journey, so that you equip yourself with core leadership skills that are relevant and necessary for you.

16 | SECTION 4BSELF-ASSESSMENT & RECOMMENDED PROGRAMMESFOR MIDDLE MANAGERSInstructions:(1) Please read through the items in each row in the first column and respond with a “Yes” or “No”(2) If you have responded with a “No” to most items in the left column, please refer to the right column for recommended programmes(3) Please click on the programme/resource title for more informationI have the skills required to Recommended Programmes and Resources Learn from experiences and apply them to YES Leading Self contingencies NO A new programme on enhancing one’s Learn practical ways to develop my presence presence and effectiveness as a leader will be launched in 2nd half of 2016. Regulate and manage my responses (e.g. emotions, communication) effectively, when under pressure Develop trust Developing and Strengthening Relationships Show understanding/empathy towards others • Seeing Systems, Strengthening Build collaborative relationships across YES Collaborations* boundaries within the organisation NO Build networks beyond the organisation Manage differences effectively YES • Managing Tensions – A Core Leadership Skill NO Create a safe environment for open and honest dialogue Constructively resolve conflicts amongst team membersProgrammes in bold* are core programmes recommended for Middle Managers to attend within first 2 years of appointment.

SECTION 4B | 17I have the skills required to Recommended Programmes and Resources Listen and ask insightful questions YES Engaging and Developing Staff NO Have developmental conversations with staff • A revamped coaching programme (to be launched by 2017) Engage in challenging conversations with unmotivated or underperforming staff • Resources for Managers Coach others to develop, challenge and • The Role of Managers in Employee support their growth Engagement Developing Teams Develop good teaming and collaboration YES • Effectively Leading and Managing High practices across multiple and cross- Performing Teams* functional teams; • Resources for Managers Diagnose and address dysfunctional team dynamics NO Think strategically YES Understanding Systems NO Assess the implications of actions/decisions • Seeing Systems, Strengthening on the larger system Collaborations* • Advanced Systems Thinking

18 | SECTION 4BSELF-ASSESSMENT & RECOMMENDED PROGRAMMESFOR MIDDLE MANAGERSI have the skills required to Recommended Programmes and Resources Support the implementation of change Leading and Managing Change initiatives • Effective Leadership in Turbulent Times* To address the impact of change on others YES • Graduate Diploma: Leading and Sustaining Change NO • Resources for Managers*note for both levels:If you have “No” in your responses to almost all of the items, making it challenging for you to prioritise theprogrammes to attend, we would suggest you do the following: 1) Assess your needs in relation to your role requirements, and attend programmes that will enable you to gain practical skills that can be immediately applied to your current role; 2) Have a conversation with your supervisor to get feedback on what might be your key learning needs as well as to seek support from him/her in your development journey; 3) Use the suggested roadmap in Section 3 as a starting point for your development journey, so that you equip yourself with core leadership skills that are relevant and necessary for you.Programmes in bold* are core programmes recommended for Middle Managers to attend within first 2 years of appointment.



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