Frontline Management ‘don’t overlook values’ - by MARCUS EGAN

THIS ARTICLE EXAMINES THE VALUES THAT UNDERPIN SOME UNITS AND PERFORMANCE CRITERIA IN THE FRONTLINE MANAGEMENT PROGRAM (FLM), AND WHICH PARTICIPANTS IN THE PROGRAM MUST EXHIBIT TO DEMONSTRATE COMPETENCY. THE ARTICLE DISCUSSES ALIGNMENT OF INDIVIDUAL AND COMPANY VALUES AND ASSERTS THAT WHERE THE INDIVIDUAL AND ORGANISATIONAL VALUES ARE ALIGNED, REAL CHANGE IN BEHAVIOUR OCCURS TO THE BETTERMENT OF BOTH THE ORGANISATION AND THE INDIVIDUAL. THE OPINIONS ARE THOSE OF THE AUTHOR.

What are values? At a conscious level they are principles or standards that are considered worthwhile or desirable. They encompass a spectrum of standards from the altruistic such as honesty and fairness to all, to the more self serving such as power, and control over others.

Values are critical to both the individual and the organisation because values are the drivers of behaviour.

Many of our values are often in the unconscious and this is no more evident than in business where organisations and individuals will profess they are guided by altruistic values whereas their behaviour indicates the opposite. It is to be expected that what people say and do are at odds because the real values that drive their behaviour have been learnt unconsciously from parents, peers or society in general.

The Frontline Management program (FLM) identifi es a number of performance criteria that, if demonstrated, indicates a competent manager. Some of the performance criteria have implicit or explicit values underpinning the desired behaviour. (references are to the Diploma of Business (Frontline Management)). Personal performance contributes to developing an organisation, which has integrity and credibility (BSBFLM502A 2.3) “Integrity and credibility” are attributes based on values of honesty, consistency of performance, responsibility, accountability and reliability. Some of these are encapsulated in the term “keeping your word”.

People are treated with integrity, respect and empathy (BSBFLM503A 2.1). Some of the underpinning values would be tolerance, forgiveness, trust, respect, fairness, loyalty. The list could go on, but what is important is that behaviour is driven by what could be described as higher level values.

Feedback from clients and colleagues is used to identify and develop ways to improve competency (BSBFLM501A3.2). Self development requires honesty in assessing personal strengths and weaknesses. It also requires some degree of humility in order to recognise and accept weaknesses when they are brought to one’s attention.

The manager supports the team to develop mutual concern and camaraderie (BSBFLM504A 2.3). Underpinning values would be friendship, tolerance and concern for others. Coaching and mentoring contributes effectively to development of workplace knowledge, skills and attitudes (BSBFLM11A 2.2).

Coaching and mentoring are competencies found in a number of units. Effective coaching and mentoring requires a person to be trusted, and this is gained by behaviour that exhibits honesty,

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