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Development Guide2Different styles of management for different situationsThis guide has been written for individuals and organisations that deliver development activities for Victorian public sector managers.There are 13 guides. They form part of the State Services Authority’s Development framework for Victorian public sector managers.The full suite of Development Framework materials is available from www.ssa.vic.gov.auIt is often not what managers do that producesresults, but how they do it. Being able to use astyle of management that suits an individual’spersonality and the situation in which they manageis a core skill for managers.No particular style of management is prescribedfor the Victorian public sector. The different workingenvironments1 and cultures2 mean that differentmanagement approaches will be more or lesseffective in different management roles.However, the Victorian public sector values3 andemployment principles4 make certain approachesmore appropriate than others.The development emphasis here is not on learninga definitive management approach. Rather, the1 For example, frontline service delivery, regulatoryactivities or policy development.2 For example, science- or humanities-basedbackgrounds.3 Section 7 of the Public Administration Act 2004 outlinesthe Victorian public sector values. These can besummarised as: responsiveness, integrity, impartiality,accountability, respect, leadership and human rights.More details are available at www.ssa.vic.gov.au4 Section 8 of the Public Administration Act 2004requires public sector body heads to establishemployment processes which will ensure that:— employment decisions are based on merit;— public sector employees are treated fairlyand reasonably;— equal employment opportunity is provided;— human rights as set out in the Charter of HumanRights and Responsibilities be upheld;— public sector employees have a reasonable avenueof redress against unfair or unreasonable treatment;and— in the case of the public service bodies, thedevelopment of a career public service is fostered.More information is available from www.ssa.vic.gov.aufocus is on building a manager’s capacity toidentify and adopt a management approach thatis appropriate for the people they are managing,the situation in which they are managing, their ownpersonality and the Victorian public sector valuesand employment principles.An additional focus is on the ability to change amanagement approach to suit a particular situationor over time, and to be able to adopt differentmanagement styles concurrently for different staffor tasks.Underpinning the selection of preferred andalternative management approaches is asophisticated ability to read a situation, including boththe environment and the people within it. This is alsocovered in the following topic outline.An understanding of the managers’ personal styleis not covered in this development area, as it iscovered separately (see Development Guide #1 –Understanding and developing yourself). However,good self-knowledge is a prerequisite for selectingand developing effective management styles.What should a development activity cover?The checklist that follows outlines the corecontent that development activities focusingon this subject area ought to cover in orderto build the knowledge, skills and behavioursrequired for success in any Victorian public sectormanagement role.Accompanying the checklist is a list of resources.Use of these resources in the design and deliveryof a development activity will help build knowledge,skills and behaviours that are of immediate andclear value in any management role in the Victorianpublic sector.Great manager, great resultsDevelopment resourcesfor Victorian publicsectors managers

Development Guide 2Different styles of management for different situationsSome of these resources describe specific knowledge,skills or behaviours, while others provide informationabout the context in which Victorian public sectormanagers operate. In most cases, the resources do notaddress the topic in full. Additional material will still berequired to provide comprehensive development in therelevant content area.Most resources listed are freely available as downloadsfrom the websites indicated.CORE CONTENTRESOURCESEstablishing the contextUnderstanding the importance of being able to adapt managementapproaches for different situations, especially in the context of thechanging and complex environment in which the Victorian public sectoroperates and the composition of the public sector workforceReading a situationUnderstanding and applying common theories about: Different personality types Emotional intelligence Organisational culture Environmental or cultural intelligenceUnderstanding different management stylesUnderstanding different management stylescommonly used in contemporary AustraliaUnderstanding the Victorian public sector values and employmentprinciples and their impact on management approachesPublic Sector StandardsCommissioner,Leading the waywww.ssa.vic.gov.auApplying preferred and alternative management approachesTechniques for identifying a management approach in linewith personal preferences, the Victorian public sector valuesand the work contextTechniques for: Identifying alternative management approaches for use in different situations Identifying situations in which a preferred management approach is likely to beineffective and an alternative one is needed Switching between management approaches or maintaining different stylesconcurrently for different staff or tasksSeeking assistanceGreat manager, great resultsDevelopment resourcesfor Victorian publicsectors managersDOT4361/09Understanding when and how to seek support to assist with selectingand adapting appropriate management approaches

Development Guide3Resilience and achievement: keeping going when the going gets toughThis guide has been written for individuals and organisations that deliver development activities for Victorian public sector managers.There are 13 guides. They form part of the State Services Authority’s Development framework for Victorian public sector managers.The full suite of Development Framework materials is available from www.ssa.vic.gov.auThe ability to achieve outcomes throughperseverance and professionalism, even in the faceof set-backs and challenges, is a critical aspect ofsuccess in any management role.Maintaining wellbeing (including mental health) andbalancing work with other aspects of a manager’slife (work/life balance) are two important conceptsembedded in organisational cultures across theVictorian public sector and provide a foundationupon which to build resilience. The topic outlineoverleaf starts with this as its focus.This is followed by building the knowledge, skillsand behaviours necessary to manage aspects ofa manager’s role that can commonly cause stress,anxiety and an inability to achieve. These includeworking with complexity, ambiguity, changeand risk; dealing with set-backs; having to makedecisions; and prioritising both time and tasks.There is also a focus on understanding stress andon addressing unproductive stress patterns.What should a developmentactivity cover?The checklist that follows outlines the corecontent that development activities focusingon this subject area ought to cover in orderto build the knowledge, skills and behavioursrequired for success in any Victorian public sectormanagement role.Accompanying the checklist is a list of resources.Use of these resources in the design and deliveryof a development activity will help build knowledge,skills and behaviours that are of immediate andclear value in any management role in the Victorianpublic sector.Some of these resources describe specificknowledge, skills or behaviours, while othersprovide information about the context in whichVictorian public sector managers operate. In mostcases, the resources do not address the topicin full. Additional material will still be requiredto provide comprehensive development in therelevant content area.Most resources listed are freely available asdownloads from the websites indicated.Great manager, great resultsDevelopment resourcesfor Victorian publicsectors managers

Development Guide 3Resilience and achievement: keeping going when the going gets toughCORE CONTENTRESOURCESEstablishing the contextUnderstanding the importance of building resilience and strategies for ensuringachievement, especially in the changing and complex environment in which theVictorian public sector operatesUnderstanding resilienceUnderstanding common theories about resilienceBalancing work and wellbeingStrategies and actions for addressing the demands of the job while maintainingpersonal health and wellbeing, and non-work commitmentsState Services Authority,Taking stock: a survey ofcontemporary researchon work/life balance forthe Victorian public sectorwww.ssa.vic.gov.auLaying the groundwork for achievementTechniques for: Making decisions with confidence Time management Prioritising tasksBeing comfortable with complexity, ambiguity, change and riskTechniques for acting confidently, productively and appropriately in situations thatare characterised by complexity, ambiguity, change or riskDealing with set-backsTechniques to return to performance and wellbeing as quickly as possible afterset-backs, mistakes, failures, disappointments or frustrationsStrategies and actions for using set-backs, mistakes or failures as a catalyst fornew strategies and behavioursUnderstanding and actively managing stressUnderstanding common types and causes of stressTechniques for: Identifying, objectively, situations that lead to unacceptable levels of stress Responding to stress and signs of stress with productive and sustainable stressmanagement practicesSeeking assistanceUnderstanding when and how to seek assistance with the management of stress,decision making techniques and building resilienceDOT4361/09Great manager, great resultsDevelopment resourcesfor Victorian publicsectors managers

Development GuideAdvanced interpersonal skills4This guide has been written for individuals and organisations that deliver development activities for Victorian public sector managers.There are 13 guides. They form part of the State Services Authority’s Development framework for Victorian public sector managers.The full suite of Development Framework materials is available from www.ssa.vic.gov.auThe ability to engage with people in intelligent andcompelling ways is an essential skill that underpinsa manager’s ability to succeed in their role.At management level, good written and verbalcommunication is assumed. So the developmentfocus here is not on establishing thesefundamental abilities, but on applying theseskills with sophistication to complex situations.Five areas for development are highlightedoverleaf: building working relationships; influence,negotiation and managing conflict; strategiccommunication; conducting meetings; andrepresenting professionally.There is no prescribed approach to any of theseareas within the Victorian public sector. However,the Victorian public sector values* providean important framework within which publicsector relationships and interactions occur.Other Development Guides also touch uponinterpersonal skills, but do so within the contextof specific management tasks and situationsincluding, for example, managing people, workingcollaboratively and working with diversity.What should a development activity cover?The checklist that follows outlines the corecontent that development activities focusingon this subject area ought to cover in orderto build the knowledge, skills and behavioursrequired for success in any Victorian public sectormanagement role.Accompanying the checklist is a list of resources.Use of these resources in the design and deliveryof a development activity will help build knowledge,skills and behaviours that are of immediate andclear value in any management role in the Victorianpublic sector.Some of these resources describe specificknowledge, skills or behaviours, while othersprovide information about the context in whichVictorian public sector managers operate. In mostcases, the resources do not address the topicin full. Additional material will still be requiredto provide comprehensive development in therelevant content area.Most resources listed are freely available asdownloads from the websites indicated.* Section 7 of the Public Administration Act 2004 outlinesthe Victorian public sector values. These can besummarised as: responsiveness, integrity, impartiality,accountability, respect, leadership and human rights.More details are available at www.ssa.vic.gov.auGreat manager, great resultsDevelopment resourcesfor Victorian publicsectors managers

Development Guide 4Advanced interpersonal skillsCORE CONTENTRESOURCESEstablishing the contextUnderstanding the importance of advanced interpersonal skills as a key enablerfor success in a management role in the Victorian public sectorEstablishing effective working relationshipsTechniques for: Engaging with senior audiences to convey complex informationor ideas with accuracy, authority, clarity and brevity Building and maintaining mutually beneficial professional relationshipswith peers, both within and outside the organisation Building trust, rapport and authentic relationships with direct reportsand others who are more junior in the organisational hierarchyConstructing and implementing communication strategiesStrategies and actions for facilitating communication and interaction betweendifferent hierarchical levels within an organisationStrategies and actions for constructing and implementing communicationstrategies to convey information and manage expectations in a variety of contextsBeing able to influence, negotiate and manage conflictTechniques for: Convincing others to engage on a topic of importance to you Encouraging people to appreciate your perspective Influencing people to undertake particular actionsAustralian Public Services Commission,Changing behaviour: a public policyperspective www.apsc.gov.auTechniques to broker mutually acceptable solutions in situations where there areopposing viewpoints, especially when these are strongly held or expressedState Services Authority, Taking theheat out of workplace issues resources(forthcoming) www.ssa.vic.gov.auConducting productive meetingsUnderstanding common theories about group dynamics(in the context of meetings)Techniques for: Conducting meetings in ways that facilitate decision makingand information exchange to achieve outcomes Contributing in meetings coordinated by othersRepresenting professionallyStrategies and actions for representing an organisation andthe Victorian public sector in a professional manner, especiallyto members of parliament and the wider communityUnderstanding when and how to seek support to assist with development andapplication of interpersonal skillsGreat manager, great resultsDevelopment resourcesfor Victorian publicsectors managersDOT4361/09Seeking assistance

Development GuideThinking and acting strategically5This guide has been written for individuals and organisations that deliver development activities for Victorian public sector managers.There are 13 guides. They form part of the State Services Authority’s Development framework for Victorian public sector managers.The full suite of Development Framework materials is available from www.ssa.vic.gov.auThinking and acting strategically involves beingable to plot a course of action that leads to results,in light of opportunities, obstacles and change,and ensuring actions are implemented in the rightway and at the right time to achieve the desiredoutcome.This development area focuses on theunderpinning knowledge, skills and behavioursthat allow managers to think and act strategicallyin any number of typical managementsituations, including ‘big picture’ projectplanning and everyday problem solving.This development area has four core foci: differentways of thinking, reading a situation, forming andimplementing a specific course of action, andcommunicating strategy.The Victorian public sector does not haveone standard approach for thinking or actingstrategically. However, common practices andprocesses—for example, those relating tocreating a business case, developing publicpolicy and managing risk—promote particularways and patterns of thinking which, over time,exert a strong influence on public sector culture.What should a development activity cover?The checklist that follows outlines the corecontent that development activities focusingon this subject area ought to cover in orderto build the knowledge, skills and behavioursrequired for success in any Victorian public sectormanagement role.Accompanying the checklist is a list of resources.Use of these resources in the design and deliveryof a development activity will help build knowledge,skills and behaviours that are of immediate andclear value in any management role in the Victorianpublic sector.Some of these resources describe specificknowledge, skills or behaviours, while othersprovide information about the context in whichVictorian public sector managers operate. In mostcases, the resources do not address the topicin full. Additional material will still be requiredto provide comprehensive development in therelevant content area.Most resources listed are freely available asdownloads from the websites indicated.Great manager, great resultsDevelopment resourcesfor Victorian publicsectors managers

Development Guide 5Thinking and acting strategicallyCORE CONTENTRESOURCESEstablishing the contextUnderstanding the importance of thinking and acting strategically to achieveoutcomes in light of obstacles within the changing and complex environmentin which the Victorian public sector operatesApplying creative, innovative and adaptive thinkingUnderstanding: Common approaches for creative, innovative and adaptive thinking Common cognitive biases and techniques to address themIdentifying goals, context, barriers and enablersTechniques for: Filtering information and establishing clarity about big picture goals through,for example, consultations Identifying and analysing barriers, enablers and opportunitiesForming, implementing and adapting strategyTechniques for: Identifying, selecting and sequencing specific actions to achieve outcomesin light of particular circumstances and organisational goals Reviewing and revising strategic action in real timeCommunicating strategyCommunicating strategy to others, especially for people who do not thinkstrategically or w

2 Development guides Thirteen Development Guides have been prepared as part of the State Services Authority's (SSA) Great manager, great results resource materials. The guides have been written for individuals and organisations that deliver development activities for Victorian public sector managers. The guides will also be of use to Victorian