Cmi Level 5 Award
Assignment One Personal Development as a manager and leader Part One
1. Brief Introduction (300 words)
I am employed by the a Policy & Planning Manager within the
Fitness to Practise Directorate to an Assistant Director. In my annual appraisal last year, my line manager raised concerns regarding my communication skills, specifically around tone and political sensitivity, which were regarded as impacting on my ability to build effective relationships. As a result, I have chosen to use this exercise as an opportunity to develop an up-to-date picture of my relationship building skills within the hierarchical and collaborative working culture of the . To this end, I developed a Personal Effectiveness Questionnaire, which I circulated to a range of senior colleagues with whom I have regular contact in a one-to-one and group context.
To increase the response rate to the questionnaire ( a copy which is included as supporting evidence), and in recognition of the fact my target audience are bombarded with electronic information and are therefore likely to ignore an email, I chose to circulate this confidentially, through the internal mail. Respondents were asked to complete the questionnaire and return to me anonymously. I also invited respondents who felt they had issues that they would like to discuss further, to contact me to arrange a confidential chat, however nobody took up this opportunity, which may be an indicator either of their workload, or my approachability.
I also used a variety of other investigation methods, including Myers Briggs and Belbin’s team role questionnaires, self-assessment, and reflection on a range of management model reading materials supplied by the CMI website, to understand how this might be applied to interpret my own behaviour and management style. I also reflected on my notes from previous appraisal meetings, informal and formal feedback from my manager and Professional Insight
1. Brief Introduction (300 words)
I am employed by the a Policy & Planning Manager within the
Fitness to Practise Directorate to an Assistant Director. In my annual appraisal last year, my line manager raised concerns regarding my communication skills, specifically around tone and political sensitivity, which were regarded as impacting on my ability to build effective relationships. As a result, I have chosen to use this exercise as an opportunity to develop an up-to-date picture of my relationship building skills within the hierarchical and collaborative working culture of the . To this end, I developed a Personal Effectiveness Questionnaire, which I circulated to a range of senior colleagues with whom I have regular contact in a one-to-one and group context.
To increase the response rate to the questionnaire ( a copy which is included as supporting evidence), and in recognition of the fact my target audience are bombarded with electronic information and are therefore likely to ignore an email, I chose to circulate this confidentially, through the internal mail. Respondents were asked to complete the questionnaire and return to me anonymously. I also invited respondents who felt they had issues that they would like to discuss further, to contact me to arrange a confidential chat, however nobody took up this opportunity, which may be an indicator either of their workload, or my approachability.
I also used a variety of other investigation methods, including Myers Briggs and Belbin’s team role questionnaires, self-assessment, and reflection on a range of management model reading materials supplied by the CMI website, to understand how this might be applied to interpret my own behaviour and management style. I also reflected on my notes from previous appraisal meetings, informal and formal feedback from my manager and Professional Insight