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business
international economics theory

Questions and Answers of International Economics Theory

Spends time and energy keeping up-to-date with organizational, community and technical issues that affect the overall business of the Council.
Networks with contacts in the wider community to identify needs and expectations of the community to help direct and guide council services.
Understands the strategic objectives and environment (within their area of responsibility) to a sufficient level of detail, to successfully manage and plan the activities of their team.
Involves staff in creating a shared vision for the service and a sense of collective purpose within the team.Knowledge and understanding Employees with knowledge and understanding are able to
Treats people fairly without favouritism, applying equal opportunities to all.
Deals promptly with inappropriate behaviour and performance problems in a direct and honest manner.122 ASSESSING LEADERSHIP BEHAVIOUR
Praises, recognizes and values everyone’s contributions and effort.
Actively manages performance by conducting regular appraisals and reviews.
Takes active responsibility for the development of others by setting realistic and challenging objectives.
Learns from previous experiences of self and others.Managing performance Focuses on achieving goals and objectives by creating a culture of continuous performance review.
Actively seeks feedback on own management style and works to improve performance, based on feedback given.
Coaches others to develop to their full potential and to improve their performance.
Uses effective delegation to develop others.
Identifies suitable people for tasks by taking time to assess their capabilities and potential.
Actively builds relationships between team members and departments in a co-operative and effective manner.
Works flexibly, responding readily to the demands of changing priorities and needs.Learning and development Adopts an inclusive approach to learning and development, providing equal opportunities.
Takes ownership for turning plans into action.
Prioritizes and monitors own work schedules and that of team members, managing issues before they reach a critical stage.
Manages and monitors resources efficiently in order to maintain consistent performance and quality of services.
Produces clear business plans that mirror overall Council objectives.
Challenges established working practices and takes advantage of opportunities to improve council effectiveness and efficiency.Strategic planning and resourcing Is able to plan and to prioritize
Makes timely decisions based on consideration of time, cost and quality.
Demonstrates a structured and systematic approach towards decision-making, which involves breaking down complex issues into understandable and manageable elements.121 LEADERSHIP DEVELOPMENT
Openly acknowledges the value of other people’s ideas and opinions.
Displays flexibility and creativity when generating ideas and options to consider.
Consults widely on the nature of issues, seeking inputs from others in the Council and the wider community.
Demonstrates effective negotiation and influencing skills to achieve ‘win–win’outcomes in negotiations.Problem solving Use their own and others’ experience and knowledge to understand or
Demonstrates integrity, fairness and consistency, maintaining confidentiality and honesty in dealings with internal and external customers.
Maintains a positive attitude, controlling own feelings of stress and anxiety when under pressure, to ensure that others are not affected adversely.
Adapts personal style to meet the needs of the individual and the situation.
Listens effectively to others’ ideas and points of view and conducts regular team meetings.
Communicates confidently and effectively to diverse audiences, in both spoken and written word.
Delegates effectively by taking into account the potential of the individual and the needs of the job.Communication and relationships Consults with others in a way, which encourages open and frank
Strives for continual collective performance improvement.
Inspires enthusiasm and energy in others to follow a given direction and to deliver outcomes.
Is resilient in pursuing business goals even when the going gets tough.
Takes a confident approach to leading the efforts of others.
Demonstrates a strong focus towards achievement and success in self and others.
Maintains a positive ‘can do’ attitude, controlling own feelings of stress and anxiety when under pressure, to ensure that others are not affected adversely.This example is taken from a Borough
Is self-disciplined, clearly focussed on achieving the best results for the company.
Can be relied on to do what they say they will do.
Actively seeks feedback on personal style and works to improve, based on feedback given.
Takes time out to coach team members to develop their skills and maximize their contribution.Professional integrity
Motivates others to deliver the highest standards by giving constructive feedback, praise and recognition.
Listens and is sensitive to others, taking account of their views and needs.
Adapts leadership style, depending on the nature of the task, people and time available.
Actively builds relationships across the whole business in order to promote whole teamworking.
Regularly reviews progress, actively ensuring that projects stay on track and deliver on time.People management
Quickly buys into the common agenda of agreed business goals, working for the overall benefit of the business.
Quickly buys into the common agenda of agreed business goals, working for the overall benefit of the business.
Overcomes obstacles and is persistent in pursuing solutions.
Demonstrates resilience and personal stamina in their drive towards achieving results.
Constructively challenges existing processes and procedures in order to improve output.
Shows personal flexibility and an ability to adapt quickly to changing business conditions.Achieving results
Helps others to recognize the need to change and adapt.
Listens to concerns of stakeholders and helps the team to overcome issues/fears when going through any changes.
Explains the need for change, clearly communicating benefits to the company and impact on the individual.
Demonstrates a real belief and passion for change.
When dealing with the customer, balances the business objectives with the demands of the customer.119 LEADERSHIP DEVELOPMENT Managing change
Understands the financial drivers of the business and communicates them effectively.
Takes an overview of the whole business into account when making decisions about their area of the business.
Seeks out opportunities and innovative ways of meeting customer requirements while building profitability.
Considers the impact on internal and external customers in every decision made.
Keeps up-to-date with market trends and drivers, recognizing changing commercial pressures.Customer and commercial focus
Constantly strives to introduce improved ways of working and encourage best practice within their function.
Benchmarks the company’s activities and skills with other companies both within the group and externally.
Actively increases the company’s market knowledge through attending industry forums and sharing learning.
Takes responsibility for turning plans into actions, with a focus on achieving results.Best practice and innovation
Effectively articulates the company vision in a clear manner and sees the ‘big picture’.
Demonstrates a strong grasp of the implications of performance of each function on other functions within the business.
Demonstrates a passion for the business and a determination to succeed.
Clearly communicates the importance of alignment of employees to achieve the company’s goals.
What would your teams say that they would like to see you doing differently in the future?
What do your leaders want to see you doing differently in the future?
What do you want to see your leaders doing differently in the future?
What makes the difference between a level 1/ level 2/ level 3 manager?
What skills and behaviours does this require you to demonstrate?
What differentiates you from your competitors?
What different skills and behaviours will be needed?
How do you see the company changing over the next 5 years?
How do you link coaching with other forms of leadership development?
What are you doing to develop coaching skills within your organization?
How do you monitor the effectiveness of the coaches?
How do you monitor the effectiveness of the coaching?
How consistent is the approach to coaching across the company?
What benefits are you looking to gain?
What coaching do you currently provide for your leaders?
How do you feel when they are talking with you?
How do they look and behave?
What non-verbal behaviour do they demonstrate?
What language do they use?
How committed are you to this action on a scale of 1–10?
How will you get the support you need?
How will you deal with them?
What challenges are there?
When are you going to do this?
How will this help you to achieve your goal?
What are you going to do?
Which will you take forward?
Which is the worst idea? Why?

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