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Action Management

Core Competency

Definition

Action management is about setting a plan in motion and getting it done. It is about knowing which initiatives and results are important, and working with current resources to achieve results that are aligned with the goals of the organization. Action Management is also about managing change in order to be able to achieve results. It is being able to readily adapt to changing priorities, managing uncertainty, and effectively working in a changing environment.

Why is it Important?

The GNWT Public Service vision, “Strong individuals, families and communities sharing the benefits and responsibilities of a unified, environmentally sustainable and prosperous Northwest Territories,” cannot happen without a focus on managing actions and achieving results. A strong focus on results will help us achieve organizational goals within the context of striving for excellence within the Northwest Territories Public Service. We all need to understand the goals of the GNWT, our departments, and our jobs, and create clear and thorough plans to achieve those goals. This involves a bias for action with balanced appreciation for risks. In order to achieve our goals we need to manage our projects with discipline, proactively address challenges and find solutions, and manage and prepare others for changes along the way. Although the pace of change in GNWT has been slower than in some other parts of Canada and the world, we live in an era of significant world and workplace change. One of the biggest changes that we face within GNWT is the impact and availability of technology and associated applications. Therefore, approaching issues and doing things the way they have been done before will no longer be enough to succeed. As the role and expectations of the GNWT continue to change, we need to be willing and able to change the way we approach situations so that new ideas and solutions are encouraged, recognized and acted upon. We need to maintain our focus on long-term goals and values-based behaviors during change. And we need to proactively seek out new opportunities, building support for change, and guide the change process as required for the future success of the Northwest Territories.

Behavioural Scales

1. Gets the work done and accepts change

  • Prioritizes own tasks and works through the routine planning of own work and resources.
  • Follows through on duties and tasks, and keeps appropriate people informed on progress.
  • Effectively helps and follows through on inquiries, requests, and concerns from colleagues, clients and stakeholders.
  • Takes full accountability for completing tasks to expectations, effectively and efficiently.
  • Takes ownership and pride in own work, meeting standards for quality, service, and professionalism, on time.
  • Asks questions, seeks clarification, and assesses how things will be different when change is introduced or anticipated.
  • Confidently makes appropriate decisions at level corresponding to role.
  • Recognizes and acts upon opportunities; and overcomes obstacles to address current problems quickly and effectively.
  • Is proactive and takes charge when observing something that needs to get done, and seeks approval when required.
  • Uses common sense and past experiences to approach ambiguous problems and make effective decisions.

2. Monitors work towards goals and prepares for change

  • Develops plans for short-term or clearly-defined projects. Sets timelines, monitors progress, assesses project impact, and communicates at appropriate stages.
  • Suggests specific changes in department work methods or processes to improve efficiency and accountability.
  • Takes a measured approach to make a decision and take action when there is not enough information to predict the consequences with certainty.
  • Shares helpful information with clients and stakeholders.
  • Analyzes and interprets organizational goals and develops supportive objectives.
  • Clarifies expectations and deadlines with others to ensure understanding and acceptance.
  • Sets and communicates team goals to reach objectives.
  • Challenges self and others to meet and exceed goals, and to take pride in accomplishments.
  • Anticipates and communicates change/obstacles. Describes how change will affect team functions. Suggests strategies for dealing with change and adapts as needed.
  • Monitors team members’ work progress against timelines and performance standards. Adapts procedures or plans at an early stage to meet required results.

3. Improves performance and adapts readily

  • Makes specific changes in the system or in own work methods to improve performance beyond the expectations of the role.
  • Tracks progress against job expectations in order to make adjustments to performance.
  • Taps into a variety of increasingly limited resources within the department to achieve results.
  • Seeks to understand the perspectives and needs of colleagues, stakeholders, and partners. Puts in significant effort to ensure needs are addressed.
  • Makes self readily available to clients and stakeholders, especially when they are going through a critical period.
  • Takes action quickly and decisively when there is not enough clarity to predict consequences with certainty.
  • Changes behaviour/approach in response to changing demands.
  • Understands that everybody adapts to change in different ways and at a different pace.
  • Identifies ways to assist others in adapting to change.

4. Sets challenging objectives and helps others adapt

  • Prioritizes actions effectively in order to respond to numerous, diverse challenges and demands.
  • Sets and accomplishes goals and priorities in order to deliver results consistent with Government direction, departmental objectives and public expectations.
  • Sets challenging goals that have an impact beyond own personal performance (e.g., work unit).
  • Initiates and completes processes that achieve new, unique or challenging objectives.
  • Identifies opportunities and roadblocks, and deals with them so that goals can be accomplished.
  • Gives service beyond stakeholders’ expectations by seeking information about real underlying needs, providing insights, and recommending actions to address these needs.
  • Understands how changes might impact colleagues, clients and stakeholders, and their needs.
  • Explains how change will affect work processes or structures in general.

5. Improves performance more broadly and gains commitment for change

  • Establishes a course of action to accomplish a long-term goal related to the enhancement of organizational effectiveness.
  • Uses knowledge of all the factors affecting improvement of results within the department to improve performance.
  • Ensures strategy for own area is aligned with the GNWT Public Service vision and goals.
  • Sets priorities and takes calculated risks to improve the delivery of services/operations.
  • Acts as a trusted advisor while looking for long-term benefits to clients and stakeholders.
  • Changes the overall service plan and implements new practices when the original approach and assumptions are no longer valid.
  • Shifts strategic focus and activities quickly in response to changing organizational priorities.
  • Explains to individuals how the change will affect their roles. Integrates the change very clearly with existing work/projects.
  • Gains commitment for change from employees.

6. Long-term view to goals and implements change

  • Proactively initiates and implements processes to improve overall performance within the GNWT Public Service.
  • Based on broad strategic insight, makes decisions and recommendations regarding new directions focused on enhancing program outcomes.
  • Develops and implements strategies for the long-term renewal of the organization.
  • Evaluates return-on investment to prioritize broad organizational changes that will impact Northerners.
  • Actively represents the needs of clients and stakeholders by promoting their interests to appropriate decision-makers.
  • Persistently lobbies on behalf of clients to integrate their interests into the larger strategic direction.
  • Consistently makes well thought through decisions when there are competing and unclear priorities.
  • Takes specific and sustained action to ensure the successful implementation of a change program. Addresses barriers to adaptability.