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Competency Development Guide

The Competency Development Guide was introduced as a professional development tool. It was written following requests from staff and contains a full slate of suggestions, including reading and development activities, on how to acquire or fine-tune competencies.

You can acquire or improve upon competencies by means other than those suggested in the guide. Please use this tool in the manner that you find most appropriate, either as a good starting point or a complementary resource.

Table of contents

• Client-service orientation
• Concern for order and quality
• Critical thinking
• Developing others
• Expertise (Sharing of)
• Flexibility
• Impact and influence
• Information seeking
• Listening, understanding and responding
• Organizational awareness
• Personal motivation
• Planning and initiative
• Self-confidence
• Self-control
• Team leadership
• Teamwork and co-operation

We are sending you this guide as a professional development tool. It was produced following requests from your colleagues and contains a full slate of suggestions, including reading and development activities, on how you can acquire or fine-tune your competencies.

Of course, the manual isn't a bible; you can obviously acquire any number of competencies by means other than those it suggests. So you have to make of this tool what suits you best, either a good starting point, a complementary resource or, quite simply, a source of inspiration!

Training and Development Support Staff Training and
Career Development Centre
Human Resources Service
Tabaret Hall, Room 012
562-5800, extension 1543
formatio@uottawa.ca

University of Ottawa Media Library
Library Network
Morisset Hall, Room 127
562-5723

Acknowledgements

Charlotte Hbert, M.Psychology, Human Relations Consultant
Dr. Suzanne Weld, Consultant (translation to English)
Claudette Vermette, John Udvarhelyi and Mireille Lavigne, SSEC representatives for Career Development (Career Development Fund and Refresher Leave), and various support staff members.
University of Ottawa Media Library

Client-service orientation

Client-service orientation implies helping or serving others, to meet their needs. It means focussing on discovering those needs and figuring out how to best meet them. The term "clients" refers to both internal and external clients

Core: To what extent does the person act on behalf of the person being served?

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I - Snapshot View

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II - How to develop this competency

On your own

1. Record the following in a journal or log:
   1. frequently asked client questions,
   2. the average amount of time it takes to serve a client,
   3. the problems encountered when working with a client,
   4. the most challenging emotional reactions of your clients,
   5. suggestions to better serve your clients.
   Take 10 minutes per day, or a pre-determined time each week, to do this exercise.
2. Note the most common complaints voiced by your clients.
   Analyse your responses to these complaints. Could you respond differently? Compare your list with a similar list made up by one of your peers. Try to find more efficient ways of responding to these complaints.
3. Gather all information which could help you better serve your clients.
4. Regularly review your core competency behaviours associated with Listening, understanding and responding.

With your peers

1. From time to time (as determined by your team), meet informally to discuss the types of situations you encounter with your clients.
   Come well prepared for these meetings so that you can refer to specific aspects of your work with clients. Bring ideas about solutions. Limit the amount of time spent for these meetings.
2. Ask a peer to observe you with some clients and to make suggestions based on observations of your behaviours.
   You could make up a short observation form (with the team) and use it from time to time to give constructive feedback to each other. This form could be made up during a period of time when work is slow.
3. Create a buddy system focussed on finding new, innovative approaches or simply to identify ways of responding to those more difficult clients
   This buddy system would be particularly useful to new employees or those fresh to the position, in order to learn new ways of dealing with clients.

With your supervisor

1. Review your journal with your supervisor indicating those elements which you believe require support or assistance.
2. Review the outcome of your informal meetings with peers indicating those questions for which you and your peers could not find a satisfactory answer.
3. Ask your supervisor to observe you as you work with a particularly difficult client, or with many 'routine' clients.
   You may use the same observation form for this that you developed.

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III - Training Workshop

• Excellence in Customer Service
• Managing an Excellent Customer Service, Program for Supervisors
• Diffusing Hostility
• Towards Multicultural Understanding
• Academic Support for Students
• Academic Advising/Academic Counselling

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IV - Reference Material

books video at the training center

Books

• CL1. Calming Upset Customers: Staying Effective During Unpleasant Situations, (1989), R. Morgan, Crisp Publications Inc., ISBN 0-931961-65-3. To order a copy: 1-800-446-4797.
• CL2. Service Excellence, (1994), Pritchett & Associates Inc., ISBN 0-944002-02-1.
• CL3. Les relations clients-fournisseurs, S. Baron & S. Desbiens, Publications CFC, ISBN 2-9803203-x. Tél.: (514)-286-8212.
• CL4. Customer Service Excellence: How to Provide High Quality Service, (1994), D.J. MacNeil, American Media Publishing, ISBN 1-88496-26-6.
• CL5. Service Leaders Club, (1997), W.C. Byham, Ph.D., Press, ISBN 9623483. To order: 1-800-668-7971.

Audiocassettes

• CLA1.Professional Telephone Skills (2 audiocassettes), (1987), D. Smith, Career Track Publications, ISBN 0-943066-39-5.
• CLA2.Winning Telephone Tips (1 audiocassette), (1994), P. Timm, Jim Wilson & Associates Inc. (Ref. 51).
• CLA3.Powerful Telephone Skills (6 audiocassettes), (1987), J. Siress, National Press Publications.

Videos

• CLV1.Listen & Win: How to Keep Customers Coming Back, (1996), 14 minutes, Communication Briefings (Ref. 50). Techniques and practical tips to help you become the listening expert that customers appreciate.
• CLV2.Internal Customer Service, (1992), Marlin Westwood Training, 15 minutes, (Ref. 45a). Skills and attitudes needed for good internal customer service.
• CLV3.Communicating with Customers, (1998), Communication Briefings.

Videos in the media library

• VH01573. Difficult People: How to Deal with Them (1989), Toronto: International Tele-Film Enterprises, 38 minutes.
• VH00796. In Search of Excellence (1985), Nathan-Tyler Productions, 90 minutes.

Popular books

• La passion du client: viser l'excellence du service (1993), Yvon Dubuc, Éditions transcontinentales.
• The Service Leaders Club (1997), William C. Byham, DDI Press.
  To buy a copy (25 $): 562-5800 poste 1543.

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V - Related competencies

• Listening, understanding and responding
• Impact and influence
• Planning and initiative
• Flexibility
• Self-control

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Concern for Order and Quality

Concern for order and quality is the desire to see things done logically, clearly and well. It takes various forms: monitoring and checking work or information, insisting on the clarity of roles and duties, setting up and maintaining information systems.

Core: To what extent does the person pay attention to details and organize them?

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I - Snapshot View

Important: This does not mean however that there should be a display of rigidity to guidelines and procedures nor does it mean to spend inordinate amounts of time checking and re-checking details. Order and quality are important but not to the detriment of actually producing work.

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II - How to develop this competency

On your own

1. Create your own personal system for verifying the quality of your work. Use this system regularly.
2. Clarify the expectations of those duties assigned to you.
   Ensure that your role and functions are well understood prior to the start of a task. If you have been at a job for a long time, be careful not to get locked into a routine that prevents you from seeing mistakes or recognizing priorities.

With your peers

1. Examine the standards, the milestones and the objectives which you have identified for yourself in your unit to see where you and your peers could be of assistance to each other.
2. Team up with someone in your unit who has a positive reputation for exhibiting order and quality. Watch this person, ask questions and invite feedback.
3. Regularly seek out reactions to your concern for order and quality.
   Ask your supervisor if he or she thinks you are maintaining a balance between attention to order and quality and the energy you place in the overall functioning of your work.
4. Identify with your supervisor the best practices that others use to ensure quality of work in order to see if any of these practices could be integrated in your own work.

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III - Training Workshops

• Efficiency at Work
• Managing Priorities
• Performance Appraisal: Role of the Employee
• Efficient Records Management
• Project Management

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IV - Reference Material

books video at the training center

Also check the list under the Planning and Initiative competency

Video at the media library

• VH00796. In Search of Excellence (1985), Productions Nathan-Tyler, 90 minutes.

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V - Related Competency

• Planning and initiative

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Critical Thinking

Critical thinking is the ability to break a situation down into smaller pieces to identify its key or underlying issues. It includes not only organizing the parts of a problem systematically and comparing all the aspects of a problem, but also figuring out cause-and-effect relationships (if...then...) that can help solve it.

Core: To what extent does the person understand cause-and-effect relationships, establish constants, gather items into coherent groupings, and find new ways to look at things?

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I - Snapshot View

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II - How to develop this competency

On your own

1. Engage in analytical thinking and problem solving on those problems which recur in the workplace and for which no adequate solution has yet been found.
   1. Break down the problem into all its aspects including main elements, people involved, related dynamics, etc.
   2. List all the barriers to finding a resolution to the difficulty.
   3. Make an action plan with deadlines or due dates.
   4. Track your progress and results.
2. Each time you find yourself before what seems like an insurmountable obstacle, engage in a systematic detailed analysis of all the elements related to the situation.
   An analysis can help clarify what is going on in and around this situation.
3. Make it a habit to think in a systematic fashion, in all sorts of situations.
   Critical thinking and applying a systematic approach to problem solving can be learned but must be exercised often.

With your peers

• Together, choose a problem which often arises in the workplace.
• Analyse the situation using point one noted above.
• Remind yourself to structure your meetings so that they are well prepared and there is a clear agenda and approach.
• You will save a great deal of time if the contents of your meetings are set up in a logical fashion.

With your supervisor

1. Come to an agreement on how you will approach a recurring problem in your unit.
2. Engage in preventative analysis of problems.
   Examine the problems which recur over the next few months. Together, analyse the causes and consequences of these issues, make a list of possible solutions, and be aware of all the elements involved.

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III - TRAINING WORKSHOPS

• Managing Priorities
• Problem Solving

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IV - Reference Material

books video at the training center

Books

• Ch4. The Employee Handbook of New Work Habits for a Radically Changing World, (1994), P. Pritchett, Pritchett & Associates Inc., ISBN 0-944002.
• Ch5. Suggestions pour s’adapter à un changement de mentalités, (1995), D. Ouimet, Éditions Burefor Inc., ISBN 2-921507-83-8.
• Ch6. Réaliser un changement: La dimension humaine du changement organisationnel, (1996), C. Ouellet & A. Pellerin, Publications CFC, tél.: (514) 286-8212, ISBN 2-922120-00-7.
• Ch7. Préparer un changement, (1996), C. Ouellet, Publications CFC, tél.: (514) 286- 8212, ISBN 2-9803203-3-1.
• Ch8. Managing Personal Change: A Primer for Today’s World, (1989), C. Scott & D. Jaffe, Crisp Publications, ISBN 0-931961-74-2. To order a copy: 1-800-446- 4797.
• Ch9. Managing Transitions: Making the Most of Change, (1995), W. Bridges, Addison Publishing Company, ISBN-0-201-55073-3.
• Ch14.Change: Coping with Tomorrow Today, (1992), P. Wilson, National Press Publications, ISBN 1-55852-109-7. To order a copy: 1-800-258-7248.
• Ch16.Transitions: Positive Change in Your Life & Work, (1988), B. Hospon & M. Scally, Pfeiffer & Company, ISBN 0-89384-212-5.
• Ch19.The Employee Handbook for Organizational Change, (1990), P. Pritchett & R. Pound, Pritchett & Associates Inc., ISBN 0-944002-07-2.
• Ch21.Mind Shift: The Employee Handbook for Understanding the Changing World of Work, (1996), P. Pritchett, Pritchett & Associates Inc. ISBN 0-944002.

Audiocassette

• ChA1. An Inside Out Approach to Change and Quality (1 audiocassette), S. Covey. Tel.: 1-800-553-8889.

Videos

• ChV1.Winning Through Change (Part 1): TAKING THE CHALLENGE, Narrator: Robert Gilbreath, Video Training Division of the American Management Association, International Telefilm, 1990, 33 minutes. A comprehensive Leader's Guide is available (Ref. 34). Inspires you to take a new look at how you do business and deal with change.
• ChV2.Winning Through Change (Part 2): LEADING THE WAY, Narrator: Robert Gilbreath, Video Training Division of American Management Association, International Telefilm, 1990, 43 minutes. A comprehensive Leader's Guide is available (Ref. 33). Explores an adaptable framework to (1) envision, (2) plan for (3) implement change and (4) evaluate results.
• ChV3.Managing the Journey, Narrator: K. Blanchard, video produced by Video Publishing House Inc., Schaumburg, Il, 1989, 75 minutes. A comprehensive Leader's Guide is available. (Ref. 30). To assist managers and other leaders to better understand how to help good change happen. Explores the dynamics of change and the experience of people going through it. Learn a behavioral model, Situational Leadership II, and how it relates to managing change.
• ChV4.Changes! (1989), American Media Inc., 14 minutes (Ref. 52). How to cope with difficult changes.
• ChV5.Making Healthy Choices: Healthy Change, (1995), produced by Whole Person Associates Inc. Wellness means change, in fact, wellness requires change. Explore spiritual motivators and your reasons for making change (Ref. 44c).

Videos at the media library

• VH01560. La puissance d'une vision (The Power of Vision) (1990), Joel Arthur Baker, Toronto: International Tele-Film Enterprises, 30 minutes.
• VH01218. À la découverte du futur: les paradigmes (Discovering the Future: The Business of Paradigms) (1989), Toronto: Kinetic Inc., 38 minutes

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V - Related Competencies

• Planning and initiative
• Information seeking

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Developing Others

Developing others is the desire to foster the long-term growth of others, but without playing the role of a formal trainer or facilitator.

Core: To what extent does the person help others grow personally and professionally in the long-term?

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I - Snapshot View

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II - How to develop this competency

On your own

1. Ask your staff if they understand the reasons for your decisions.
   The best way to know whether or not your employees understand your decisions is to ask them, either informally from time to time or at regular monthly intervals.
   Take the opportunity to do some coaching and teach staff how to give you effective feedback with concrete examples. (Use the techniques of Interaction Management.)
2. Keep a file listing formal and informal data on what you have done or used to develop your staff in the past and what you might intend for the future.
   This might include instances of feedback which you have given, any acts of encouragement you gave to an employee to engage in development, formally or informally (courses suggested, temporary assignments, refresher leave, etc.).
3. Encourage employees to review their development needs.
   Even when staff members have taken a workshop on performance appraisal, it is important for you to follow-up to ensure that they understood and will engage in the process of development. Help your employees identify specific behavioural examples and make their own suggestions for their own improvement and for that of the team.
4. Ask employees what kind of assistance they need and use their feedback to create opportunities for development.
5. Ensure that the "spirit" of staff development is an integral part of your supervision, your actions, and your communications.

With Your Supervisor

1. Discuss ways to develop your staff with your own manager..
   This could include feedback on your past formal and informal approaches to staff development.
2. Develop a list of potential development activities for staff.
   You may develop this list in collaboration with staff, to ensure their participation or buy-in to this exercise. This, in and of itself, constitutes a development activity.

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III - training Workshops

• Training Others
• Coaching
• Developing Others
• Fundamentals of Supervision
• Interaction Management
• Your Role as a Change Agent
• The Empowering Leader
• Performance Appraisal

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IV - Reference Material

books video at the training center

Books

• Ca6. L’encadrement professionnel, (1993), La Direction de la formation et du perfectionnement du personnel de la Municipalité régionale d’Ottawa-Carleton.
• Ch3. Firing Up Commitment During Organizational Change, (1994), P. Pritchett & R. Pound, Pritchett & Associates Inc., ISBN 0-944002-14-5.
• Ch6. Réaliser un changement: La dimension humaine du changement organisationnel, (1996), C. Ouellet & A. Pellerin, Publications CFC, tél.: (514) 286-8212, ISBN 2-922120-00-7.
• Ch17.The Stress of Organizational Change, (1995), P. Pritchett & R. Pound, Pritchett & Associates Inc., ISBN 0-944002-16-1.
• Ren4.Peak Performance Through Counselling Coaching and Mentoring, (1989), B. McKenzie, Conference Board of Canada Report from the Human Resource Development Centre, Ottawa, ISBN 0-88763-137-1. 8.
• Ren8.Gérer le rendement au quotidien, (1994), J.-P. Lanthier, Le groupe CFC, ISBN-2- 0903203-5-8.

Audiocassettes

• LeA1.The Manager as a Coach (one audiocassette), (1993), M. Howelle, CareerTrack Publications.
• LeA3.Positive Supervisory Skills: How to Get Results Through People (one audiocassette), (1989), W. Halbert, Skill Path Publications, 11-0601.

Videos

• LeV1.Zapp: The Lightning of Empowerment, produced by Creative Media Development, Incorporated for Development Dimensions International (DDI), 1988, 27 minutes (Ref. 17). To help organizations achieve service and quality objectives by creating a high-involvement workforce. To learn how empowerment can help an organization become more competitive and successful.
• LeV2.The Empowering Leader, produced for Development Dimensions International (DDI), 42 minutes (Ref. 28). Video devided in 4 segments: Empowerment in Action, Worries and Woes, Empowerment Arenas (Leadership, Job Design, Systems and Environment) and What Would You Do (practical exercices).

Videos in the media library

• VH03001. Apprentissage (Coaching Skills) (1983), par CRM, Owen-Stuart Performance Resources, 24 minutes.
• VH03134. Coaching Skills (1994), Owen-Stuart Performance Resources, 36 minutes

Popular books

• Motiver et mobiliser ses employés (1994), par Richard Pépin, Les éditions Transcontinental inc.
• The Heart Aroused (1994), David Whyte, Currency Doubleday.

V - Related Competencies

• Team leadership

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Expertise (Sharing of)

Sharing of expertise means both the motivation to expand and use one's knowledge, and the willingness to share this knowledge with others.

Core: To what extent does the person share his or her expertise with others?

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I - Snapshot View

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II - How to develop this competency

On your own

1. Read and seek information with which to improve your performance as much as time permits.
   Plan to read information relevant to your area of expertise. Stay up-to-date about available training in your field.
2. If your area of expertise is very exact, you may wish to give short presentations to those working in your area who may profit from the sharing of this expertise.
3. Mentor others.
   With your manager's approval, mentor someone who could benefit technically from expertise which you possess.

With your peers

1. If your team is made up of subject matter experts, find some way, whether formally or informally, to share your expertise with each other.
   You could initiate discussion forums and facilitate this kind of sharing.
2. Set up a buddy-system to mutually profit from the sharing of expertise different from your own.

With your supervisor

1. Prepare training materials for your colleagues or your clients.
   Questions or problems which recur can form the basis for a useful manual providing typical question-answer scenarios which can be used by your colleagues and clients.
2. Look into the possibility of starting a mentorship program.
   The program could include:
   1. training objectives;
   2. how the program could improve the performance of the service;
   3. the exact activities of each team member;
   4. an action planning calendar;
   5. a way to measure results.

Your team could work on developing this project together, with assistance from your own manager.

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III - Training Workshops

• Financial Systems of U.O.
• Student Information System (SIS)
• Financial Aid: Loans and bursaries
• Human Resources Management
• Technical Lab Training
• Introduction to Accounting

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IV - Related Competencies

• Information seeking
• Teamwork and co-operation

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Flexibility

Flexibility is the ability to work effectively in a variety of situations, and with various individuals or groups. It entails understanding and appreciating different and opposing perspectives on an issue, adapting one's approach to the changes at hand, and easily accepting such changes, be they in one's own duties or in the whole University's direction.

Core: To what extent can the person change gears or drop the task at hand when circumstances demand it?

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I - SNAPSHOT VIEW

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II - How to develop this competency

On your own

This competency presupposes a capacity to work with differences in personality, approaches or ideas about how something should be done. It also requires the capability to adapt to changes in schedule or more important changes in the unit or at the level of University functioning.

1. Understanding one's own style of dealing with change.
   This might mean filling in the Myers-Briggs Type Indicator to understand the elements of personality which could impact the workplace. This can result in a deeper understanding of one's own reactions to change. (If interested, contact the Support Staff Training Centre.)
2. Give yourself the tools to be able to live with and cope with differences.
   You may choose to study your reactions where there is a difference of opinion. You may take a workshop about differences such as diversity or dealing with change.
3. Ask yourself if you are sometimes rigid about the application of guidelines and procedures.
   If this exists, try to understand your need for rigidity. Is it appropriate in all cases? (NOTE: Of course one must not be so flexible as to be dishonest or unfair.)

With your peers

1. Look into the possibility of doing a team exercise to see how to understand the differences between you and how to improve team performance based on those differences.
   It is possible to request a workshop for your group through the Human Resources Service. This can be customized for your team.
2. Set up a buddy system with a peer; for example, replace each other or try to do the work of a colleague.
3. Create within your team an atmosphere conducive to providing constructive feedback on a regular basis on each other's functioning, including comments about specific behaviours which reflect flexibility.

With Your Supervisor

1. Find out about your supervisor's reactions to your ability to be flexible. Ask for specific feedback and concrete examples.
2. Discuss instances where you feel you could have been more flexible; ask for assistance to improve in those cases.
3. Try to understand the reasons why rules and procedures exist so that you can apply them wisely rather than rigidly or out of habit.

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III - TRAINING WORKSHOPS

• Living with Change
• The New Work Environment: Adapting to Change and New Work Strategies
• Adapting to Change
• Managing Priorities
• Working Together
• Valuing Differences in a Team
• Personal Empowerment and Taking Initiative

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IV - Reference Material

books video at the training center

Books

• Ch2. High Velocity Culture Change, (1994), P. Pritchett & R. Pound, Pritchett & Associates Inc., ISBN 0-944002-13-7.
• Ch4. The Employee Handbook of New Work Habits for a Radically Changing World, (1994), P. Pritchett, Pritchett & Associates Inc., ISBN 0-944002.
• Ch5. Virage 1, Suggestions pour s’adapter à un changement de mentalités, (1995), D. Ouimet, Éditions Burefor Inc., ISBN 2-921507-83-8.
• Ch8. Managing Personal Change: A Primer for Today’s World, (1989), C. Scott & D. Jaffe, Crisp Publications, ISBN 0-931961-74-2. To order a copy: 1-800-446- 4797.
• Ch12.When Giants Learn to Dance, (1989), R. MossKanter, Touchstone Book, ISBN 0-671-69625-4.
• Ch16.Transitions: Positive Change in Your Life & Work, (1988), B. Hospon & M. Scally, Pfeiffer & Company, ISBN 0-89384-212-5.
• Ch14.Change: Coping with Tomorrow Today, (1992), P. Wilson, National Press Publications, ISBN 1-55852-109-7. To order a copy: 1-800-258-7248.
• Ch19.The Employee Handbook for Organizational Change, (1990), P. Pritchett & R. Pound, Pritchett & Associates Inc., ISBN 0-944002-07-2.
• Ch21.Mind Shift: The Employee Handbook for Understanding the Changing World of Work, (1996), P. Pritchett, Pritchett & Associates Inc. ISBN 0-944002.

Audiocassette

• ChA1. An Inside Out Approach to Change and Quality (1 audiocassette), S. Covey. Tel.: 1-800-553-8889.

Videos

• ChV4.Changes, (1989), American Media Inc., 14 minutes (Ref. 52). How to cope with difficult changes.
• ChV5.Making Healthy Choices: Healthy Change, (1995), produced by Whole Person Associates Inc. (Ref. 44c). Wellness means change, in fact, wellness requires change. Explore spiritual motivators and your reasons for making change.

Videos at the media library

• VH02933. S'adapter aux changements (Taking Charge of Change) (1992), Kirby Timmons, 23 minutes.
• VH02604. Tom Peters Management Revolution and Corporate Reinvention (1993), Mississauga, Ontario: International Tele-Film Enterprises, 2 vidéos, 30 minutes chacun.
• VH02469. The New Workplace: Changing Relationships Between Employees and Employers (1994), Owen-Stuart Performance Resources, 2 videos, 23 minutes each.

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V - Related competencies

• Teamwork and co-operation
• Self-control

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Impact and Influence

Impact and influence imply the will to convince or influence others so that they end up supporting the speaker's plan or ideas.

Core: To what extent does the person use persuasion tactics

I - Snapshot View

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II - How to develop this competency

Client services family

On your own

1. Examine your communication techniques on a regular basis.
   Get into the habit of reviewing your interactions with your clients with an eye on the image projected by your team and your service within the University. Your behaviour reflects the image of the University. Because of this, each interaction you are engaged in is an opportunity to promote the University.
2. Review your approach with difficult clients.
   Difficult clients can help us find a way to influence others. It is important to work towards improving our interventions with them in order to fine-tune our communication habits. To assist in this regard, keep a journal or log listing the interventions which you have had in difficult cases; write key phrases which helped resolve the worse situations. These phrases can be used again in the future.
3. Prepare in advance for meetings.
   Meetings, even the most insignificant, offer an opportunity to exercise impact and influence. If there are weekly meetings, find a way to be productive in terms of your interpersonal relationships. Prepare for those agenda items which are important to you. Identify one idea (no matter how small) that you wish to emphasize to enable a change in your units functioning and prepare a presentation of this idea. You might also get support from colleagues prior to the meeting so that your viewpoint can get across more powerfully during the meeting.

With your peers

1. Get regular feedback on the way you work with certain clients and achieve the desired impact.
   Together you could create an informal manual which lists the most difficult questions posed by your clients so that you have a reference tool making it easier to respond efficiently
2. Review, with peers, your contribution at meetings.
   We often talk of meetings as being a waste of time. However, they are also opportunities for discovering how to impact and influence others. Discuss this together. Keep a written record of your observations and what you learned about impact and influence from each meeting.

With your Supervisor

1. Invite your supervisor to observe your interaction with a client.
   Emphasize to your supervisor that you wish to receive feedback on how you impact and influence the client. You could set up a list of criteria related to impact and influence prior to the observation.
2. Present an idea during a team meeting. Ask your supervisor to give you concrete and specific feedback on your presentation after the meeting.
   You could present one of your ideas, or even a summary of an interaction which was difficult but that you successfully resolved.

Management family

On your own

1. Regularly update and revise your communication and presentation techniques.
   These techniques form the basis for effective impact and influence.
2. Complete a thorough preparation before presenting a new idea, whether it is to your team, to your supervisor, or to a different group.
   This preparation could include a pilot or simulation run which you could do in front of a colleague or a friend, in order to clearly spot areas of
   • hesitation,
   • need for clarification,
   • over-long passages.
3. Use all meetings in which you participate as places to exercise impact and influence.
   There is no such thing as a meeting which is a complete waste of time. This is especially true if you have prepared in a to-the-point fashion. What do you want to communicate at this meeting? Do you have a specific idea that you wish to present? Do some 'lobbying' prior to the meeting if you really wish to get an important idea or suggestion across.

With your peers

1. Get advice from your peers before presenting a new idea.
   Review together the above-mentioned three points.
2. Meet with peers who have a different opinion from your own and ask them to be the devil's advocate in discussing your ideas.
   This is a difficult exercise so make sure that you are in a positive state of mind and feel confident before starting. This type of feedback is precious when done properly.

With your Supervisor

1. Ask your supervisor to create an opportunity for you to present a new idea to another group.
   If your supervisor is available, ask him or her to be present at your presentation to give you feedback on your presentation style. Obtain this feedback after the presentation when you are in a rested state.
2. Regularly examine the effectiveness of your meetings.
   Good time management is a key element during meetings. In examining the process of meetings, it may be possible to adjust the impact of our behaviour on the meeting.

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III - TRAINING WORKSHOPS

• Working Together
• Your Role as a Change Agent
• Overcoming Resistance to Change
• Dealing with Difficult People
• Excellence in Customer Service

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IV - Reference Material

books video at the training center

Also refer to the competency Client-service orientation

Books

• Af3. Assertivness: Get What You Want Without Being Pushy, (1990), C. LeMon, National Press Publications, ISBN 1-555852-033-3. To order a copy: 1-800- 258-7246.
• Af4. Self-Esteem: The Power to Be Your Best, (1991), M. Towers, National Press Publications, ISBN 1-55852-063-5. To order a copy: 1-800-258-7246.
• Af5. Soyez sûr de vous: Sachez vous imposer. Manuel pratique des méthodes et des techniques, (1990), S. Lloyd, Les presses du management, Éditions Agence d’Arc Inc., tél.: (514) 334-8466.
• Ch3. Firing Up Commitment During Organizational Change, (1994), P. Pritchett & R. Pound, Pritchett & Associates Inc., ISBN 0-944002-14-5.
• CL1. Calming Upset Customers: Staying Effective During Unpleasant Situations, (1989), R. Morgan, Crisp Publications Inc., ISBN 0-931961-65-3. To order a copy: 1-800-446-4797.
• CL2. Service Excellence (1994), Pritchett & Associates Inc., ISBN 0-944002-02-1.
• CL3. Les relations clients-fournisseurs, (1994), S. Baron & S. Desbiens, Publications CFC, ISBN 2-9803203-x. Tél.: (514)-286-8212.
• CL4. Customer Service Excellence: How to Provide High Quality Service, (1994), D.J. MacNeil, American Media Publishing, ISBN 1-88496-26-6.
• CL5 Service Leaders Club, (1997), W.C. Byham, Ph.D., Press, ISBN 9623483. Pour commander: 1-800-668-7971.
• Co1. Conflict, Power, Persuasion: Negociating Effectively, (1990), B. Hoffman, Captus Press Inc., ISBN 0-981801-56-4.
• Co2. From No to Yes: The Contructive Route to Agreement, (1988), R. Gould, B&H Printing Services.
• Co3. So You Want to Be a Success at Selling?, (1990), B. & H. Printing Services, ISBN 0-906607-28-0.
• Co5. L’art de la communication, (1990), B. Decker, Les Presses du management, Éditions Agence d’Arc Inc., ISBN 2-89022-228-4.
• Pr1. Powerful Presentation Skills, (1988), E. Yoder, National Press Publications ISBN 1-55852-016-3.
• Pr2. Purpose Movement Color: A Strategy for Effective Presentations, (1994), by T. Mucciolo & R. Mucciolo, MediaNet Inc. (Includes a special section on electronic presentations).
• Réu1.Animez des réunions efficaces, (1988) M.E. Haynes, Les Presses du Management, Éditions Agence d’Arc Inc., ISBN 2-89022-221-7.
• Réu2.How to Have Successful Meetings, (1991), Scriptographic Communications Ltd. To order: (416) 756-1590.

Audiocassette

• CoA1. How to Deal with Difficult People (4 audiocassettes), (1991), R. Brinkman & R. Kirschner, CareerTrack Publications.

Videos

• CLV1.Listen & Win: How to Keep Customers Coming Back, Communication Briefings (Ref. 50). Techniques and practical tips to help you become the listening expert that customers appreciate.
• CLV2., Marlin Westwood Training, (1992) 15 minutes, (Ref. 45a). Skills and attitudes needed for good internal customer service.
• CLV3.Communicating with Customers, (1998), Communication Briefings.
• CoV5.Communicating for Results: How to Be Clear, Concise and Credible, (1997), Communication Briefings, Alexandria, Virginia (Ref. 65). This video offers you 12 communication strategies that will help you get your messages accepted, understood and acted upon.
• CoV9.Communicating with People on the Job, (1998), Communication Briefings.
• PrV1.Be Prepared to Speak, (1985), Toastmasters International Communications Series, Kantola Productions, 27 minutes.

Videos at the media library

• VH04927. Les chemins du "oui" (From "no" to "yes", the Constructive Route to Agreement) (1988), Toronto: International Tele-film Enterprises, 27 minutes

Popular books

• Comment réussir une négociation (1994), Roger Fisher et William Ury, Édition du Seuil, traduction de : Getting to Yes.
• Comment négocier avec les gens difficiles: de l'affrontement à la coopération (1993), William Ury, Éditions du Seuil.
• Personal Magnetism, (1997), Andrew J. Dubrin, AMACOM, NYC, ISBN: 0- 8144-7936-7, Tel.: 1-800-521-1227

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V - Related Competencies

• Client-service orientation
• Listening, understanding and responding
• Team leadership

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Information Seeking

Information seeking is driven by an underlying desire to know more about things, people or issues, beyond that required in the job. This competency may include searching extensively for exact information, solving problems by asking a series of questions, or stockpiling information that may be of future use.

Core: To what extent does the person go beyond the obvious to stay on top of information?

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I - Snapshot View

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II - How to develop this competency

On your own

1. Keep a personal library of information you have gathered which has enhanced your work.
   There are times when finding the right kind of information will be essential to completing the task. Allquestions which a client or peer might ask could add to your knowledge of your area and related areas.
2. Each month, put time aside to review and collect additional information whether it is in your area or in a related area.

With your peers

1. Hold informal meetings where you can share information which you have collected in your area of expertise. Ask for help from peers to add to this information bank..
2. Together make up a manual of frequently asked questions from your clients. Add information as it becomes available.

With Your Supervisor

1. Ask your supervisor to point out sources of information on anything related to your position.
   It is possible that you have more knowledge in your own area of expertise than your supervisor does. Try to organize informal sessions to ensure that all members of the team are kept up to speed in terms of the latest developments in your area.
2. Look for opportunities to present new materials in your field.
   With the approval and support of your supervisor, use part of a meeting (or conduct an informal session), to inform others of the latest developments in your field of expertise.

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III - Training Workshops

• Excellence in Customer Service
• Personal Empowerment and Taking Initiative

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V - Related competencies

• Expertise (Sharing of)
• Critical thinking

Listening, understanding and responding

Listening, understanding and responding combine to create effective interaction with others. They include the principle of dealing with people in a direct, open, trusting and respectful manner.

Core: To what extent does the person care about what others have to say?

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I - Core: SNAPSHOT VIEW

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II - How to develop this competency

On your own

1. Prepare a checklist of key questions that you could ask others in order to clarify their thoughts.
   Whether it be students or colleagues, people do not always clearly know what they want from you. Open questions are useful in getting to the necessary information so that you can be optimally useful.
2. Review the techniques of Active Listening and Empathy.
   These skills are essential when listening to others. In the workplace, it is not necessary to become a psychotherapist but rather to listen carefully so as to be better able to respond to requests and needs within one's area of expertise.
3. Make a list of the emotional words most frequently encountered when dealing with clients or those who work with you.
   This list can be useful in trying to name emotions expressed by others.
4. Each day, make an effort to exercise your ability to identify the non-verbal behaviours displayed by those around you.
   In order to better understand others, it is helpful to spend time observing them in different situations. Privately, try to find words for the unexpressed emotions. This is an exercise which will develop your vocabulary of emotions and thereby better equip you to deal with emotions when they arise.
5. In an informal and non-threatening environment, practice paraphrasing or reflecting the communications of others
   Paraphrasing and reflecting are important listening skills. However, it is important not to simply repeat has been said. Use creativity in reformulating what the other has said. Practice this in all sorts of situations.

With your peers

1. Discuss examples of typical situations which arise often when dealing with clients.
   Discuss how you approach clients, especially the emotionally difficult ones. Share your reactions to the clients' emotions in order to get support and also to get tips on how to improve your listening skills.
2. Share your experiences without being hard on yourself in order to give yourself support for facing difficult situations.
   It is hard to constantly interact with clients, especially emotionally difficult clients. Sharing with others is a way to provide mutual support.
3. Ask a colleague to observe you while you respond to a difficult client.
   Obtain feedback after having been observed by your colleague. The feedback should include concrete behavioural examples, phrases used, and information about the non-verbal communication during the exchange.

With your supervisor

1. Ask your supervisor to be present, discreetly, during an interaction with a client.
   Ask for feedback regarding your abilities to listen and respond. Ask for specific behavioural examples including comments regarding non-verbal behaviour.
2. Discuss specific difficult clients with either your supervisor or at a team meeting.
   Difficult clients offer an opportunity to improve our listening, understanding, and responding skills. A structured discussion on the subject may allow for new approaches to be developed for these challenging situations.

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III - TRAINING WORKSHOPS

• Excellence in Customer Service
• Effective Communication in the Workplace
• Conflict Resolution
• Dealing with Difficult People
• Diffusing Hostility
• Interaction Management
• Academic Advising - Academic Counselling

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IV - Reference Material

books video at the training center

Books

• CL1. Calming Upset Customers: Staying Effective During Unpleasant Situations, (1989), R. Morgan, Crisp Publications Inc., ISBN 0-931961-65-3. To order a copy: 1-800-446-4797.
• Co5. L’art de la communication, (1990), B. Decker, Les Presses du management, Éditions Agence d’Arc Inc., ISBN 2-89022-228-4.
• Co6. How to Deal with Difficult People, (1994), P. Friedman, Skill Path Publications, ISBN 1-878542-77-X. To order a copy: 1-800-873-7545
• Co7. How to Manage Conflict, (1991), W. Hendricks, National Press Publications,ISBN-55852-032-5. To order a copy: 1-800-258-7246.
• Co8. Will the Real Me Please Stand Up?, (1985), J. Powel & L. Brady, Thomas More Publications, ISBN 0-88347-316-X.

Audiocassettes

• CoA1. How to Deal with Difficult People (4 audiocassettes), (1991), R. Brinkman & R. Kirschner, CareerTrack Publications.
• CoA2. Controlling Anger (1 audiocassette), (1993), CareerTrack Publications.

Videos

• CLV1.Listen & Win: How to Keep Customers Coming Back, (1996), 14 minutes, Communication Briefings (Ref. 50). Techniques and practical tips to help you become the listening expert that customers appreciate.
• CLV3.Communicating with Customers, (1998), Communication Briefings.
• CoV1.Diffusing Hostility, in cooperation with D. Trimble and F. Van Fleet, Vidatron Communications Inc., 1988, 45 minutes (Ref. 35). To better understand feelings and behaviors when confronted by anger. Increase awareness of the causes of anger and hostility. To learn the skills that can transform a confrontation into a positive resolution.
• CoV3.Difficult People, produced by Dr. R.M. Bramson, American Media Incorporated, 1989, 38 minutes (Ref. 39). Techniques to identify, understand and cope with difficult people.
• CoV5.Communicating for Results: How to Be Clear, Concise and Credible, (1997), Communication Briefings, Alexandria, Virginia (Ref. 65). This video offers you 12 communication strategies that will help you get your messages accepted, understood and acted upon.
• CoV6.Conflict Communication Skills, (1995), Workwell Training Videos, American Training Resources (Ref. 63).
• CoV9.Communicating with People on the Job, (1998), Communication Briefings.
• CoV10.Solving People Problems on the Job, (1998), Communication Briefings.

Videos at the media library

• VH01573. Difficult People: How to Deal with Them (1989), Toronto, International Tele-Film Enterprises, 38 minutes.
• VH02601. Principes de communication interpersonnelle (1990), Nuance-Bourdon Audiovisuel Inc., 14 minutes.

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V-RELATED COMPETENCIES

• Client-service orientation
• Flexibility
• Impact and influence

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Organizational Awareness

Organizational awareness is the ability to understand and use the power relationships at the University or elsewhere. It is therefore the ability to identify the real decision makers and the individuals who can influence them; finally, it involves predicting how events will affect both staff in general as well as specific groups inside the University.

Core: To what extent is the person sensitive to the realities of the University's politics and structure?

I - Snapshot View

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II - How to develop this competency

On your own

1. Read all documents dealing with the structure, politics, and working environment of the University. It is also useful to read the Gazette, the Rotonde, the Fulcrum, etc. which are informative regarding what is new on campus.
2. Meet informally with respected individuals who have worked for a long time at the University.
   Ask them questions about how things work internally, how decisions are made, what are the power dynamics, etc.
3. Maintain your professional knowledge.
   Regularly attend meetings outside your own section, or meetings which cover information which affects the entire University, so that you may network outside your own sector or professional area of expertise. Help those in your network and ask for their advice.
4. Seek to better understand the rationale behind decisions made at senior levels of management.
   Seek first to understand before you make hasty judgements. It is important to remain professional even when expressing a disagreement.
5. Be sensitive to the influence and impact you have on those around you.
   Understanding the real impact that you have is essential to your positioning yourself within the University. Feedback from others can be very useful in this regard.

With your peers

1. Make up a list of references which could help you find information about the various functional groups of the University.
2. Informally meet to share information you have gleaned from your network contacts.

With your supervisor

1. Ask your supervisor about the possibility of participating in projects which involve people from outside your own service.
2. Inquire about the possibility of attending meetings where managers of other sectors interact.

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III - TRAINING WORKSHOPS

• Orientation for new employees
  (History, mandate, values, and the structure of the U. of O.)
• Excellence in Customer Service

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IV - Reference Material

books video at the training center

Books

• Ch10.The 21st Century Organization: Reinventing Through Reengineering, (1995), W. Bennis & M. Mische, Pfeifer & Company, ISBN 0-89384-273-7.
• Ch15.Reframing Organizations, (1991), L. Bolman & T. Deal, Jossey Bash Publishers, ISBN 1-55542-323-X.

Video

GrV4. La Relève à DRH Canada, produit par Media Action pour Learning and Development, Human Resources Branch, 1998 (13 minutes)

Popular books

• The Fifth Discipline: The Art and Practice of the Learning Organization
  (1990), Peter Senge, Doubleday. ISBN 0-385-26094-6
• The Fifth Discipline Fieldbook (1994), Peter Senge, Doubleday, ISBN 0-385- 47256-0
• Beyond Reengineering : How the Process-Centered Organization is Changing our Work and our Lives (1996), Michael Hammer, Harper Business, NY, ISBN 0- 88730-729-9.

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Personal Motivation

Personal motivation is a concern for working well or for measuring oneself against a standard of excellence. The standard may be one's own past performance (striving for improvement), an objective measure (attaining results), the performance of others (staying competitive), tough goals, or even something no one has ever done (striving for innovation).

Core: To what extent does the person think about meeting and exceeding goals and about taking calculated risks for measured gains?

I - Snapshot View

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II - How to develop this competency

On your own

1. Look at your work produced over a specific period of time to be able to identify any opportunities for improvement whether it is in terms of time, quality or innovation. Keep a log of your observations so that you can add to it when time permits.
2. Watch others who do work which is similar to your own so that you may borrow from their own best practices and migrate these to your own operation.

With your peers

1. Consult with your supervisor and/or clients (when time permits) to see if there are opportunities for you to improve your work.
2. If you are new to the position, find a mentor who will help you target areas for improvement in your work.
3. 'Partner' with a peer so that you may stimulate each other toward creative and innovative approaches.

With your supervisor

1. You may want to ask your supervisor if he or she sees what might be improved regarding work habits.
2. Ask your supervisor to define creativity in your position and to help you find ways of being innovative (where appropriate).

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III - TRAINING WORKSHOPS

• Enthusiasm and Motivation at Work
• Personal Empowerment and Taking Initiative
• Living with Change
• The New Work Environment: Adapting to change and new work strategies

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IV - Reference Material

books video at the training center

Books

• Su2. Les secrets de la réussite personnelle, (1990), P. Timm, Les Presses du management, Éditions Agences d’Arc Inc., ISBN 2-89022-234-9, Reid Publishers 1-800-446-4797.
• Su3. The Ethics of Excellence, (1995), P. Prichett, Pritchett & Associates Inc., ISBN 0-944002-09-9.
• Su4. You2, (1994), P. Pritchett & Associates Inc., ISBN 0-944002-04-8.
• Su6. A New Attitude, (1991), M. Thomas, National Press Publications, ISBN 1- 55852-048-1. To order a copy: 1-800-258-7246.
• Su7. The 10 Dumbest Mistakes Smart People Make and How to Avoid Them, (1992), A. Freeman & R. DeWolf, Harper Perennial, ISBN 0-06-092199-4.
• Su8. Skills for Success, (1989), Soundview Editorial Staff.
• Su9. Ayez une attitude positive, (1991), E. Chappman, Les Presses du management, Éditions Agences d’Arc Inc., ISBN 2-89022-262-4. Pour commander un exemplaire, Reid Publishers 1-800-446-4797.

Videos at the media library

• VH00796.In Search of Excellence (1985), based on the book by Tom Peters and B. Waterman, 90 minutes.
• VH01576.Le piège du temps II (1990), Toronto: International Tele-Film Enterprises, 23 minutes.
• VH01575.The Time of Your Life(1985), Toronto: International Tele-Film Enterprises, 28 minutes.
• VH01927. Empowering Yourself, (1991), International Tele-Film Entreprises, 28 minutes

Popular books

• The Seven Habits of Highly Effective People (1996), Stephen Covey, Doubleday.
• The Heart Aroused, (1994), David Whyte, Currency Doubleday.
• A Passion for Excellence (1997), Tom Peters.

V - Related competencies

• Planning and initiative
• Impact and influence

Planning and initiative

Planning and initiative mean undertaking initiatives whenever possible. This competency pertains to current projects as well as to future opportunities or challenges.

Core: To what extent does the person not only think ahead but also act on future needs and opportunities?

I - Snapshot View

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II - How to develop this competency

On your own

1. Schedule and keep track of time
   Make a schedule for short, medium and long term work. This may include daily priorities with an eye on how your section's vision is connected to activities over the medium and long terms. Examine what happens when you cannot keep to your schedule. Improve your scheduling accordingly.
2. Deal with what is within your "circle of influence
   Identify the aspects of your work over which you have control (e.g. your time), and those over which you have little control. Make a list of these elements and share it with your supervisor and your supervisor in order to be able to find ways of dealing with things outside of your control
3. Initiative
   Set up for yourself a series of challenges to find new ways to do routine activities. Review these challenges every month.

With your supervisor

1. Check your schedule with those who do work which is similar to your own: share scheduling difficulties, provide and seek advice.
2. Discuss with your supervisor those elements of work over which you have little control, so that you can come up with ideas to facilitate workflow
3. Compare the challenges that you have and those of your peers. Pay attention to those areas where you could help each other.

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With your supervisor

1. Once you have set your schedule for the week, check it over with your supervisor to ensure that your priorities match up with his or hers. Establish together the medium and long term priorities.
2. Try to discover, with your supervisor, ways of getting around those things over which you have little control.
3. Share your innovative ideas with your supervisor to ensure that your suggestions are aligned with the unit's overall goals.

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III - Training Workshops

• Project Management
• Personal Empowerment and Taking Initiative
• The New Work Environment
• Managing Priorities

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IV - Reference Material

books video at the training center

Books

• Te1. L’art de maîtriser le téléphone et le temps, (1991), D. Scott, Éditions Agence d’Arc Inc., tél.: (514) 334-8466.
• Te2. L’art de manager son temps, (1987), M. Haynes, Éditions Agence d’Arc Inc., ISBN 2-87845-012-4.
• Te3. Plan your Work: Work Your Plan, (1991), J.R. Sherman, Crisp Publication Inc., ISBN 1-56052-078-7. To order a copy: Reid publishers 1-800-446-4797.
• Te4. Stop Procastinating: Get to Work!, (1989), J.R. Sherman, Crisp Publications Inc., ISBN 0-931961-88-2. To order a copy: Reid Publishers 1-800-446-4797.
• Te5. La lecture rapide appliquée aux affaires, (1990), J. Turley, Éditions Agence d’Arc Inc., ISBN 2-89022-257-8.
• Te6. Time Management for Dummies, (1995), J.J. Mayer, Books Worldwide Inc., International Data Group Company, ISBN 1-56884-360-7.
• Te7. Productivity Power: 250 Great Ideas for Being More Productive, (1993), J. Temme, Skillpath Publications Inc., ISBN 1-878542-31-1.
• Te8. L’art du temps, (1983), J.L. Servan-Schreiber, Librairie Fayard, ISBN 2-213- 01334-9.
• Te9. The Unorganized Manager (Part 1-2), (1983), Video Arts Ltd., ISBN 0-906607- 27-2.
• Te10.The Unorganized Manager (Part 3-4), (1985), Video Arts Ltd., ISBN 0-906607- 36-1.
• Te11.Partager un projet d’entreprise, (1993), M. Forest, Le groupe CFC, ISBN 2- 9803203-2-3.

Audiocassettes

• TeA1.Doing It Now (1 audiocassette), (1986), Simon & Schuster Sound Ideas, ISBN 0-671-62995-6.
• TeA2.La maîtrise du temps (1 cassette audio), P. Thériault, Les conseillers en organisation et formation Inc., Tél: (514) 623-5871.
• TeA3.First Things First (1 audiocassette), S. Covey.

Videos

• TeV1.How To Get Things Done, An achiever’s guide to time management, 1991, National Press Publications, 45 minutes (Ref. 46a).
• TeV2.How to Juggle Multiple Priorities, Communication Briefings, 1997, Alexandria, Virginia (Ref 64). Learn techniques in this program to help you manage responsibilities and take control of your job.

CD-ROM

• TeC1.Managing Information Overload: Taking In Information Effectively (CD-ROM), (1994), Tarragon, Can-I Performance Improvement Series, distributed by Interactive Computers & Multimedia, Toronto (Ref. 67). This training on CD- ROM will introduce you to a wide range of information processing skills. Learn strategies and techniques for reading, note taking, remembering and task management.

Video at the media library

• VH01218. À la découverte du futur: les paradigmes (1989), Toronto: Kinetic Inc., 38 minutes, (traduction de: Discovering the Future: The Business of Paradigms)
• Voir aussi la compétence Motivation personnelle

Popular books

• Personal Time Management (1994), Marion E. Haynes, Crisp Publication (to order copy of workbook: 1-800-462-6420 or http://www.crisp.pub.com).
• Personal Time Management (1994), Marion E. Haynes, Crisp Publication (to order copy of workbook: 1-800-462-6420 or http://www.crisp.pub.com).
• First Things First (1995), Stephen Covey, Doubleday.

V - Related Competencies

• Personal motivation
• Impact and influence
• Critical thinking

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Self-confidence

Self-confidence is demonstrating one's ability to accomplish a task or to solve problems. This includes dealing with increasingly challenging circumstances, making sound decisions, and presenting opinions effectively.

Self-confidence can be a double-edged sword, however, as these two examples show: Positive: Someone with enough self-confidence to recognize the importance of independent initiatives by staff, or of lively, open discussions about service quality among staff, is generally well received. Negative: Someone whose unbridled confidence borders on arrogance tends to put others off.

Core: To what extent does the person work with confidence or demonstrate assertiveness in dealing with a variety of situations?

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I - Snapshot View

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II - How to develop this competency

On your own

1. List your achievements since you began in your position. (You can also look at your work history, including volunteer work.)
2. Identify those tasks and activities which you know you can realistically accomplish and complete those first.
   A large part of self-confidence is having a realistic view of oneself. This is done through the recognition of our realistic abilities at work. We work best at that level. Once expert at that level, one has the confidence to push to a higher level of performance. (Of course, one must want to go further).
3. Identify what gets in the way of greater self-confidence.
   Self-confidence begins with self-knowledge. This means engaging in introspection, and self-observation, when possible. Sometimes there are people around with whom we lack self-confidence; sometimes it is a situation (e.g. having to talk in front of a group). Sometimes it is a particular task, or demand, which leaves us feeling somewhat less than self-confident. Study these situations to understand what it is about these situations which leaves you feeling unconfident.

With your peers

1. Whenever you encounter a situation with a client or another person where a lack of confidence is felt, discuss together the situation in order to identify the words, gestures or other factors which may have impacted you negatively.
   This kind of activity should be done in a calm and relaxed climate. Criticism is not sought from others but rather a deeper understanding of our own vulnerabilities in certain situations.
2. Team up with someone in your organization whose confidence you admire.
   With this person's permission, you might even write down some examples of ways to say things or practice imitating some effective non-verbal behaviours which demonstrate assuredness.

With your supervisor

1. Establish a development plan with your manager to increase your self-confidence. Your manager could help or coach you.
   1. Identify areas where you both agree that you excel.
   2. Identify those areas where you could gain more self-confidence.
   3. Make a plan to help you transfer the "successful" elements to areas which you need to work on.

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III - Training Workshops

• Personal Empowerment and Taking Initiative
• The New Work Environment: Adapting to Change and New Work Strategies

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IV - Reference Material

Books video at the training center

Books

• Af1. How to Keep People From Touching Your Buttons, (1994), A. Ellis & A. Lange, Carol Publishing Group, ISBN 1-55972-224-X.
• Af2. Your Perfect Right, (1992), R. Alberti & M. Emmons, Impact Publishers, ISBN 0-915166-10-0.
• Af3. Assertivness: Get What You Want Without Being Pushy, (1990), C. LeMon, National Press Publications, ISBN 1-555852-033-3. To order a copy: 1-800- 258-7246.
• Af4. Self-Esteem: The Power to Be Your Best, (1991), M. Towers, National Press Publications, ISBN 1-55852-063-5. To order a copy: 1-800-258-7246.
• Af5. Soyez sûr de vous: Sachez vous imposer. Manuel pratique des méthodes et des techniques, (1990), S. Lloyd, Les presses du management, Éditions Agence d’Arc Inc., tél.: (514) 334-8466.
• Se1. L’excellence pour les secrétaires, (1991), C. Barnes & M. Manning, Les Presses du Management, Éditions Agence d’Arc Inc., ISBN 2-87845-064-7.
• Su1. Ayez confiance en vous, (1990), C. Palladino, Les Presses du management, Éditions Agences d’Arc Inc., ISBN 2-89022-231-4, Reid Publishers 1-800-446- 4797.
• Su2. Les secrets de la réussite personnelle, (1990), P. Timm, Les Presses du management, Éditions Agences d’Arc Inc., ISBN 2-89022-234-9, Reid Publishers 1-800-446-4797.
• Su5. How to Manage your Boss, (1991), K. Kennard, National Press Publications, ISBN 1-55852-044-9. To order a copy: 1-800-258-7246.6.
• Su6. A New Attitude, (1991), M. Thomas, National Press Publications, ISBN 1- 55852-048-1. To order a copy: 1-800-258-7246.
• Su9. Ayez une attitude positive, (1991), E. Chappman, Les Presses du management, Éditions Agences d’Arc Inc., ISBN 2-89022-262-4. Pour commander un exemplaire, Reid Publishers 1-800-446-4797.

Videos

• PrV1.Be Prepared to Speak, produced by Toastmasters International Communications, Kantola Productions, VID Film, 1985, 27 minutes (Ref. 32). A step-by-step video guide to public speaking.
• PrV2.How to Speak with Confidence, by B. Decker, Nightingale Conant Corporation, 1995, 47 minutes.

Video at the media library

• VH01927. Empowering Yourself, American Management Association (1991), 28 minutes
• VH00099. Speak up with Confidence, Jack L. Copeland, (1985), 60 minutes
• VH01572. Straight Talking, The Art of Assertiveness, Sean Ardie, Video Arts production (1991), 25 minutes

Popular books

• Learned Optimism (1990), E.P. Martin, Seligman
• The Seven Habits of Highly Effective People (1989), Stephen Covey, Simon & Schuster.

V - Related competencies

• Impact and influence
• Listening, understanding and responding

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Self-Control

Self-control is the ability to cap one's emotions to avoid negative reactions when provoked, when faced with opposition or hostility, or when working under stress. It also includes the ability to stay focussed despite prolonged stress.

Core: To what extent can the person control or properly channel strong emotions such as anger?

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I - Snapshot View

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II - How to develop this competency

On your own

1. Be aware of your own emotional triggers and of your own strong emotions such as anger, anxiety, frustration, and powerlessness.
   Each of us has emotional triggers. It is important to know what those triggers are so as to protect oneself from losing control. The trigger could be a particular person, a type of event, a situation where one has less control than one wants, or a situation when one does not know the answer.
   Each of us has a unique reaction to each of these situations. The more you are aware of yourself, the more you will be able to manage your own reactions in difficult situations.
2. Look at the last time you had a strong emotional reaction at work.
   When rested, analyse that reaction by looking at:
   1. the events around the situation,
   2. the people involved and their reactions,
   3. the triggering elements,
   4. your strongest reactions and at what point or moment they emerged,
   5. the result of the interaction,
   6. your feelings after the event.
   There are many tools available to analyse levels of stress and the types of reactions a person may have. These tools can help identify the limits of emotional capability at any given time. Recognizing our current stress level can be of great help. (If interested, contact the Support Staff Training Centre.)
3. You could evaluate your current stress levels with the help of a stress measurement tool.
   There are many tools available to analyse levels of stress and the types of reactions a person may have. These tools can help identify the limits of emotional capability at any given time. Recognizing our current stress level can be of great help. (If interested, contact the Support Staff Training Centre.)

With your peers

1. Arrange informal meetings to discuss the most difficult situations within your work team.
   A mini-structure can be given to these meetings. Each person can bring an example of an experience which took place during the past week or month. It is important that these meetings be supportive and not critical. It is true self-control may be challenged at times when working with clients all day long. Support from peers is essential.
2. Work out solutions to difficult situations together.
   To be able to cope with the most difficult situations at work, it is important to know how to protect oneself internally and externally. Sometimes all it takes is the restructuring of certain elements in the workplace (desk placement, partition, etc.). This can moderate your contact with clients, allowing you more control. Sometimes simply taking a break may help maintain self-control in dealing with difficult interactions.

With you supervisor

1. Share with your supervisor what is most stressful about your job and ask for support.
   This sharing could result in feeling less alone in coping with the most difficult elements of your work. This sharing presumes that there exists a trust relationship between yourself and your supervisor.
2. Ask your supervisor to observe you during an interaction which you expect will be difficult.
   Your supervisor could note your reactions, verbal and non-verbal, with the focus on determining your control of your expression of emotions during the interaction.
3. Ask for suggestions of what workshops you might take which would help you manage stress and your reactions to stress.

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III - Training Workshops

• Diffusing Hostility
• Managing Complaints
• Personal Safety when Facing Hostility
• Dealing with Difficult People
• Positive Stress in the Workplace
• Managing Priorities
• Projecting a Professional Image

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IV - Reference Material

books video at the training center

Books

• Af1. How to Keep People From Touching Your Buttons, (1994), A. Ellis & A. Lange, Carol Publishing Group, ISBN 1-55972-224-X.
• Af2. Soyez sûr de vous: Sachez vous imposer. Manuel pratique des méthodes et des techniques, (1990), S. Lloyd, Les presses du management, Éditions Agence d’Arc Inc., tél.: (514) 334-8466.
• CL1. Calming Upset Customers: Staying Effective During Unpleasant Situations, (1989), R. Morgan, Crisp Publications Inc., ISBN 0-931961-65-3. To order a copy: 1-800-446-4797.
• Co6. How to Deal with Difficult People, (1994), P. Friedman, Skill Path Publications, ISBN 1-878542-77-X. To order a copy: 1-800-873-7545
• Co7. How to Manage Conflict, (1991), W. Hendricks, National Press Publications, ISBN-55852-032-5. To order a copy: 1-800-258-7246.
• St1. Understanding and Managing Stress: Instruments to Assess your Lifestyle, (1989), J. Adams, University Associates Inc., ISBN 0-88390-233-8.
• St2. Understanding and Managing Stress: A Workbook in Changing Lifestyles, (1980), J. Adams, University Associates Inc., ISBN 0-88390-157-9.
• St3. Understanding and Managing Stress: Facilitator’s Guide, (1980), J. Adams, University Associates Inc., ISBN 0-88390-157-9.
• St4. Understanding and Managing Stress: A Book of Readings, (1980), J. Adams, University Associated Inc., ISBN 0-88390-158-7.
• St5. A Survival Guide to the Stress of Organizational Change, (1995), P. Pritchett & R. Pound, Pritchett & Associates Inc., ISBN 0-944002-16-1.
• St6. Preventing Job Burnout: Transforming Work Pressure Into Productivity, (1987), B. Potter, Crisp Publications Inc., ISBN 0-931961-23-8.
• St7. Ce que vous devez savoir sur le stress au travail, Scriptographic Communications Ltd. livret no. 852095, (416) 756-1590.
• St8. Coping with Stress, (1997), Heart and Stroke Foundation, Canadian Mental Association, Metropolitan Toronto Branch.

Audiocassettes

• CoA1. How to Deal with Difficult People (4 audiocassettes), (1991), R. Brinkman & Kirschner, CareerTrack Publications.
• CoA2. Controlling Anger (1 audiocassette), (1993), CareerTrack Publications.
• St A1. Éliminer le stress, (1 cassette audio), (1990), R. Beaulac, Collection Progressions, ISBN 2-89421-000-0.

Videos

• CoV1. Diffusing Hostility, in cooperation with D. Trimble and F. Van Fleet, Vidatron Communications Inc., 1988, 45 minutes (Ref. 35). To better understand feelings and behaviors when confronted by anger. Increase awareness of the causes of anger and hostility. To learn the skills that can transform a confrontation into a positive resolution.
• CoV3. Difficult People, produced by Dr. R.M. Bramson, American Media Incorporated, 1989, 38 minutes (Ref. 39). Techniques to identify, understand and cope with difficult people.
• CoV6. Conflict Communication Skills, (1995), Workwell Training Videos, American Training Resources (Ref. 63).
• CoV10. Solving People Problems on the Job, (1998), Communication Briefings.
• StV1. Making Healthy Choices: Healthy Stress, The definition and causes of stress, how stress can be harmful physically and mentally and keys for reducing stress (Ref. 44b), produced by Whole Person Associates, 1995.

Video at the media library

• VH03782.Traitement des conflits (1992), Owen-Stewart Performances Resources, Mississauga (traduction de "Dealing with Conflict"), 20 minutes.

V - Related Competencies

• Self-confidence
• Listening, understanding and responding
• Impact and influence

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Team Leadership

Team leadership is the willingness to head a group and, as such, the desire to direct others. This competency is generally, but not always, shown in positions that involve formal authority.

Core: To what extent does the person bring a group of people to work effectively and in harmony?

I - Snapshot View

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II - How to develop this competency

On your own

1. Constantly review your supervision style and your way of giving feedback to your employees.
   Supervision style and feedback are the two most important skills in effective management. Review situations where you have given feedback whether formally or informally. Regularly improve your communication techniques. Ask for feedback from staff on your approach and supervision style; "upward feedback" is an excellent tool to improve your supervision style. (If interested, contact the Support Staff Training Centre.)
2. Find ways to motivate and reward your team's efforts.
   This can be done in a number of informal ways, through a note, a card, a team outing, feedback given during a staff meeting, or a public acknowledgement of work well done.
3. Regularly involve staff in the implementation of guidelines or changes which affect the team.
   When unsure about what to do vis--vis an action plan, get advice from your team members. This gives them a sense of empowerment and belonging.
4. Constantly work to improve the effectiveness and efficiency of your meetings.
   Meetings are an important part of team communication and consolidation. It is easy to fall into habits of conducting meetings which are not productive. Invite team members to assist you in recognizing these habits and showing improvement.

With your peers

1. Hold frequent meetings with those peers who have tasks similar to your own.
   These meetings could focus on discussion of the four points mentioned above. The goal of these meetings is to share, not to criticize.
2. Find ways of working together to prepare for the management of change which affects all of you.
   As managers, you can help one another by sharing difficult tasks, or receiving feedback and suggestions on how to manage these situations.

With your supervisor

1. With your own manager, discuss opportunities to get involved in major organizational changes (whenever possible), and ask for direction on those management aspects which he or she assigns to you.
2. Assess and evaluate your tasks regularly, and ask your manager to help you manage the delegation of certain tasks.
   It might be possible that you cannot correctly evaluate the scope of your tasks. Your manager can help define tasks that you can then assign to other members of your team.
3. Solicit regular feedback from your manager regarding your team management techniques. .
   Review together the techniques of Interaction Management and make sure they are utilized. Your manager or employees could give you feedback regarding the application of these techniques.

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III - Training Workshops

• Fundamentals of Supervision
• Training Others
• Interaction Management
• Performance Appraisal
• Conflict Resolution
• Your Role as a Change Agent
• The Empowering Leader
• Coaching

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IV - Reference Material

Books video at the training center

Books

• Le1. Delegating for Results: An Action Plan for Success, (1990), R. Maddux, Crisp Publications Inc., ISBN 1-56052-008-6. To order a copy: Reid publishers 1- 800-446-4797.
• Le2. Vaincre l’absentéisme, (1990), L. Tylzak, Les presses du management, Éditions Agence d’Arc Inc., tél.: (514) 334-8466, ISBN 287845-031-0.
• Le3. Leadership Trapeze: Strategies for Leadership in Team-base Organizations, (1994), J. Wilson, & G. Jill, Jossey-Bass Publishers, ISBN 1-55542-613-1.
• Le4. Zapp! Comment survolter l'entreprise en déléguant les pouvoirs, (1990), W.C. Byham & J. Cox, Les presses du management, Montréal.
• Le5. Le manager au quotidien, (1984), H. Mintzberg, Les éditions d’organisation,
  ISBN 2-7081-0558-2.
• Le6. Zapp! The Lightning of Empowerment, (1991), W.C. Byham, Harmony Books, ISBN 0-517-58283-X.
• Le7. The Situational Leader, (1984), P. Hersey, The Center for Leadership Study,
  ISBN 0-446-51342-3.
• Le8. How to Develop your Leadership Skills, (1988), Scriptographic Communication.
• Le9. The Supervisors Guide: The Everyday Guide to Coordinating People and Task, (1989), J. Brown & D. Dudley, Skill Path publications, ISBN 1-878-542-01-X.
• Le10.The Supervisor’s Handbook: Techniques for Getting Results Through Others, (1991), M. Truitt, National Press Contribution, ISBN 1-55852-0020-3.
• Le11.Making a Difference: 12 Qualities that Make you a Leader, (1990), S. Murray Bethel, Berkley Books, ISBN 0-425-12309-X.
• Le12.Leader Effectiveness Training, (1977), T. Gordon, G.P. Putnam’s Sons, ISBN 0- 399-12888-3.
• Le13.Principle-Centered Leadership, (1991), S. Covey, Simon & Shuster, ISBN 0-671- 7980-6.
• Le14.On Becoming a Leader, (1989), W. Bennis, Addison-Wesley Publishing Company, ISBN 0-201-55087-3.
• Le15.La relation de supervision, (1992), P. Jetté, & R. Desbiens, Les publications CFC, ISBN 2-9803203-1-5.
• Le16.The VIP Leadership Action Planner, (1989), J. Clemer, & A. McNeila, Key Porter Books, ISBN 1-55013-138-9.
• Le17.Quality Improvement Through Leadership and Empowerment: A Business Survival Handbook, (1991), C.R. Berger, Pennsylvania Milrite Council.
• Le18.Executive EQ: Emotional Intelligence in Leadership & Organizations, (1997), R.K. Cooper, Ph.D. & A. Sawaf, Grosset/Putnam, ISBN 0-399-14294-0.
• Le19.1001 Ways to Reward Employees (1994), Bob Nelson, Workman Publishing Company, ISBN: 1-56305-339-X
• Ren2.Effective Performance Appraisals Made Easy, (1989), A Personnel Journal Reprint series.
• Ren3.Performance Management Practices and Program Features, (1995), Hewitt Associates.
• Ren4.Peak Performance Through Counselling Coaching and Mentoring, (1989), B. McKenzie, Conference Board of Canada Report from the Human Resource Development Centre, Ottawa, ISBN 0-88763-137-1.
• Ren5.Performance Appraisal: A Study of Current Techniques, (1984), E. Eichel & H. Bender, Research and Information Service American Management, ISBN 0-8144- 3509-2.
• Ren6.Pathways to Performance, (1994), J. Clemmer, MacMillan Canada, ISBN 0- 7715-7327-8.
• Ren7.The Quantum Leap Strategy, (1991), P. Pritchett, Pritchett & Associates Inc., ISBN 0-944002-08-01
• Ren8.Gérer le rendement au quotidien, (1994), J.-P. Lanthier, Le groupe CFC, ISBN-2- 0903203-5-8.
• Ren9.The Dreaded Appraisal, (1990), A. Lee, Briefcase Booklet, B. & H. Printing Services, ISBN 0-906607-68-x.
• Ren10.Le dictionnaire des compétences TRIMA, (1997), L. Arsenault, ISBN 2- 9805232-1-6.
• Ren11.Reengineering Performance Management, (1997), B. Tracey, Ph.D. & F. Hartle, The Hay Group, ISBN 1-57444-041-1.
• Réu1.Animez des réunions efficaces, (1988) M.E. Haynes, Les Presses du Management, Éditions Agence d’Arc Inc., ISBN 2-89022-221-7.
• Réu2.How to Have Successful Meetings, (1991), Scriptographic Communications Ltd. To order: (416) 756-1590.
• Ch1. Business As Unusual: The Handbook for Managing and Supervising Organizational Change, (1994), P. Pritchett & R. Pound, Pritchett & Associates Inc., ISBN 0-944002-01-3.
• Ch9. Managing Transitions: Making the Most of Change, (1995), W. Bridges, Addison Publishing Company, ISBN-0-201-55073-3.
• Ch20.Managing Organizational Change: A Practical Guide for Managers, (1989), C. Scott & D. Jaffe, Crisp Publications Inc., ISBN 0-931961-80-7.

Audiocassettes

• GéA1.Managers Edge (12 audiocassettes), (1988), published by Managers Edge Corporation, three key management areas to improve: Communication skills,
• Managing People Skills and Time Management Skills, Program Series 1.
• LeA1.The Manager as a Coach (one audiocassette), (1993), M. Howelle, CareerTrack Publications.
• LeA2.Answerline: Expert Answer to Questions Manager Ask Most (one audiocassette), (1988), K. Blanchard, Managers Edge Corporation.
• LeA3.Positive Supervisory Skills: How to Get Results Through People (one audiocassette), (1989), W. Halbert, Skill Path Publications, 11-0601.

Videos

• ChV1.Winning Through Change (Part 1): TAKING THE CHALLENGE, Narrator: Robert Gilbreath, Video Training Division of the American Management Association, International Telefilm, 1990, 33 minutes. A comprehensive Leader's Guide is available (Ref. 34). Inspires you to take a new look at how you do business and deal with change.
• ChV2.Winning Through Change (Part 2): LEADING THE WAY, Narrator: Robert Gilbreath, Video Training Division of American Management Association, International Telefilm, 1990, 43 minutes. A comprehensive Leader's Guide is available (Ref. 33). Explores an adaptable framework to (1) envision, (2) plan for (3) implement change and (4) evaluate results.
• ChV3.Managing the Journey, Narrator: K. Blanchard, video produced by Video Publishing House Inc., Schaumburg, Il, 1989, 75 minutes. A comprehensive Leader's Guide is available (Ref. 30). To assist managers and other leaders to better understand how to help good change happen. Explores the dynamics of change and the experience of people going through it. Learn a behavioral model, Situational Leadership II, and how it relates to managing change.
• LeV1.Zapp: The Lightning of Empowerment (video), produced by Creative Media Development, Incorporated for Development Dimensions International (DDI), 1988, 27 minutes (Ref. 17). To help organizations achieve service and quality objectives by creating a high-involvement workforce. To learn how empowerment can help an organization become more competitive and successful.
• LeV2.The Empowering Leader (video), produced for Development Dimensions International (DDI), 1991, 42 minutes (Ref. 28). Video devided in 4 segments: Empowerment in Action, Worries and Woes, Empowerment Arenas (Leadership, Job Design, Systems and Environment) and What Would You Do (practical exercices).
• LeV3.Be Prepared to Lead (video), produced by Toastmasters International Communications Series, Kantola Productions, R. Field, Director, VID Film, 1991, 27 minutes (Ref. 31). Applied leadership skills for business managers, using the Situational Leadership model.
• LeV4.The New Supervisor: Skills for Success (video), produced by CareerTrack Publications, 1995, 48 minutes (Ref. 47). Training program to develop or improve supervisory skills.
• LeV5.Bringing Out the Leader in You (video), produced by American Management Association, 1990, approx. 30 minutes.

Video at the media library

• VH02931. Bâtir une équipe au service de la tâche (Teambuilding) (1983), Ron Underwood, 18 minutes.
• VH02932. Le défi du leadership: comment accomplir des choses extraordinaires au sein d'entreprises (The Leadership Challenge) (1991), Owen-Stuart Performance Resources, 26 minutes.
• VH02469. The New Workplace, vol 2 : Leading the Change (1994), Owen-Stuart Performances, 23 minutes.

Popular books

• Adieu patron! Bonjour coach! Promouvoir l'engagement et améliorer la performance (1998), par Dennis C. Kinlaw, Les éditions Transcontinental inc.
• Best Boss, Worst Boss (1998), James B. Miller, Fireside Ed.
• Leaders efficaces (1995), par Thomas Gordon, éditeur Le jour, Actualisation
• Les 10 pratiques des leaders exemplaires, Le défi du leader (1998), par J. Kouzes & B. Posner, Actualisation.
• Le leader situationnel (1995), par Paul Hersey, Actualisation.
• L'étoffe des leaders (1996), Stephen Covey, Ed. générales FIRST, Paris (traduction de "Principle-Centered Leadership").
• The New Supervisor's Survival Manual (1999), William A. Salmon, AMACOM, NY, ISBN: 0-8144-7027-0, tel. 1-800-521-1227.
  N.B. :Actualisation, voir : www.actualisation.com ou formatio@actualisation.com

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V - Related competencies

• Developing others
• Teamwork and cooperation

TeamWork and Cooperation

Teamwork and co-operation call for a strong willingness to work closely with colleagues or with other employees toward a common goal (task force, special issue) as opposed to working in competition with others.

Core: To what extent does the person act to enhance the operation of his or her team?

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I - Snapshot View

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II - how to develop this competency

On your own

1. Identify your functions that require team work.
   Your position has functions which can be completed alone and some which must be done through team effort. Analyse these to identify which are which and discuss this with your supervisor.
2. Review your behaviour during meetings.
   Observe yourself during meetings to see if your contributions are appropriate and relevant.
3. Ask for the point of view of others whenever appropriate.
   Avoid working in isolation. The opinions of others can help you.
4. Listen to others even if their point of view is different from your own.
   Whenever our opinions differ from those of others, we should use all the techniques of listening, understanding and responding. Silence is also an important tool in these instances.
5. If your position allows it, take the necessary steps to resolve any conflicts which exist at the team level.
   This requires a great deal of diplomacy, and a spirit of cooperation in the team. See your role in the conflict: this is the only real starting point in the resolution of any communication problem.

With your peers

1. From time to time, discuss with your supervisor your respective participation level.
   It is important to collect the perceptions of others about how we function within the team. Try to be as honest as possible about this.
2. Pair up with a member of your team who has a reputation as an excellent cooperator.

With your supervisor

1. Ask your supervisor to give you feedback on your participation level with the team.
   Don't wait for the supervisor to give you feedback. Be proactive and seek out comments. Have on hand examples of your behaviour on the team that show your willingness to look at and improve yourself.
2. Discuss the possibility of having assignments given to you which require teamwork.
   If you know that you have certain difficulties working with others, discuss with your supervisor the possibility of being given a project where you will have to exercise cooperation. (If this is pertinent and possible.)

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III - Training Workshop

• Working Together
• Valuing Differences in a Team
• Living the Changes as a Team
• Team building
• Training Others
• Effective Communication in the Workplace
• Conflict Resolution
• The Empowering Leader
• Coaching

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IV - Reference Material

Also refer to Developing others and Team leadership

books video at the training center

Books

• Tr1. Mobiliser son équipe, (1992), M. Forest, Les publications CFC, ISBN 2- 9303203-0-7. Pour acheter une copie: (514) 286-8212.
• Tr2. Gérer la participation, (1996), J.-F. Roussel, Groupe CFC, ISBN 2-9803203- 9-0. Pour acheter une copie: (514) 286-8212.
• Tr3. Team ReConstruction: Building a High Performance Work Group During Change, (1994), P. Pritchett & R. Pound, Pritchett & Associates Inc., ISBN 0- 944002-10-2.
• Tr4. HéroZ: Motivez-vous, motivez vos partenaires et votre entreprise, (1994), W.C. Byham & J. Cox, Les Presses du Management, ISBN 0-517-59860-4.
• Tr5. The Team Member Handbook for Teamwork, (1994), P. Prichett, Pritchett & Associates Inc., ISBN 0-944002-11-0.
• Tr6. Working Together: How to Become More Effective in a Multicultural Organization, (1989), G. Simons, Crisp Publications, ISBN 0-0961931-85-8. To order a copy: 1-800-446-4797.
• Tr7. Empowered Teams, (1991), R. Wellins, W.C. Byham & Wilson, Jossey-Bass Publishers, ISBN 1-55542-353-1.
• Tr8. HeroZ: Empower Yourself, Your Coworkers, Your Company, (1994), W.C. Byham & J. Cox, Harmony Books, ISBN 0-517-59860-4.
• Tr9. Trust Me: How to Rebuild Trust in the Workplace, (1992), W.A. Morin, Harvest Book, ISBN 0-15-691350-x.
• Tr10.50 Powerful Teamwork Tips for Employees, (1992), The Editors Communication Breefings, Communication Publication Resources.
• Tr12.Leadership Trapeze: Strategies for Leadership in Team-Based Organizations, (1994), J.M. Wilson, J. George & R.S. Wellins with C. William, Jossey-Bass Inc. Publishers (outside U.S.A. contact Maxwell Macmillan International Publishing Group), ISBN 1-55542-613-1.

Video

• TrV1.Teamwork: Achieving Success, (1996), Workwell Training Videos, American Training Resources (Ref. 66).

Videos in the media library

• VH03002. Productivité de groupe (Groupthink) (1994), CMR Productions, 20 minutes.
• VH02118. Locomotion (1989), Mississauga, Ontario: Wilson-Smith Learning Resources, 4 minutes.
• VH03781. Le groupe: une richesse à exploiter (Mining Group Gold) (1992), Owen-Stuart Performance Resources, 24 minutes.

Popular books

• Dynamique de groupe (1994), Jean-Marie Aubry, Éditions de l'Homme.
• Consolider les équipes de travail : guide pratique d'évaluation, de diagnostic et de formation, (1994), Francis & Young, éditeur Actualisation.
• Faire équipe, (1999), Joiner, Scholtes & Streibel
• 1001 Ways to Energize Employees (1997), Bob Nelson, Workman Publishing.
• WORKTypes (based on MBTI), (1997), Jean M. Kummerow, N. Garger & Kirby, Warner Books, ISBN: 0-446-67217-3.

V - Related competency

• Listening, Understanding and responding
• Flexibility
• Expertise (Sharing of)

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Bibliography

French Books

• Arsenault, Lionel,Le dictionnaire TRIMA, Arsenault-Formation/carrière, St-Bruno, 1996
• Blanchet, Julie,"Les compétences dans le champs de ressources humaines" dans L'Orientation, Vol.10, no.3, automne 1997
• Carriérologie, (articles sur les bilans de compétences), UQAM, Vol.6, no.2, été 1996
• Conference Board du Canada, Profil des compétences relatives à l'employabilité (dépliant), 1996
• Daniels, Aubrey C.,Gestion du rendement, l’amélioration de la qualité de productivité par le renforcement positif, Éditions de la Chenelière, 1994
• Durivage, André,"Compétences: Aspects théoriques et exemple pratique", conférence pour la Corporation des conseillers en relations industrielles, mars 1998
• Levy-Leboyer, Claude,La gestion des compétences, Organisations, 1996
• Société du Musée canadien des civilisations,Guide de développement sur les compétences clés, Ottawa, 1996 et 1997
• St-Onge, Sylvie, Audet, Haines & Petit,Relever les défis de la gestion des ressources humaines, chapitre 9, Gaétan Morin, Montréal, 1998

English books

• Davis, Brian L. & al., Successful Manager’s Handbook, Development Suggestions for Today’s Managers, Personnel Decisions International, 1996
• Lombardo, M. & Eich.,For your Improvement, A dev. and coaching guide, Lominger, 1996
• Spencer, Lyle M. & S. Spencer,Competence at Work: Model for Superior Performance, John Wiley & Sons, 1993

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