MANAGERIAL/ SUPERVISORY SKILLS SELF-ASSESSMENT TOOL

The purpose of this self-assessment tool is to help you determine which competencies to focus on for future development.
Step 1 Rank yourself on a scale of 1-5 (1= little or no extent, 5 = to a great extent) that best indicates the extent to which each statement is true for
you. Factor into your rating how your employees would answer these questions on your performance. Give yourself an honest appraisal of
how you are now, not how you would like to be. Your rankings will automatically appear in the ANSWER SHEET (2nd tab).
Step 2 After you have completed the ranking. Look at the "Answer Sheet" tab and identify the 3-5 areas in which you feel you EXCEL and the 3-5
areas in which you need FURTHER DEVELOPMENT. Instructions continued on the Answer Sheet.
Step 3 STEP 3: Meet with your Manager and discuss your view of your strengths and development areas. Together determine specific skills,
knowledge areas and/or behaviors you will develop. Agree upon the learning you want to gain and demonstrate from experience, exposure
and/or education.
Step 4 Review course content of training offerings and select those that link to your development areas.

Scoring: 1 To little or no extent 2 To a slight extent 3 To some extent 4 To a considerable extent 5 To a great extent
SCORE
1

I implement plans that are consistent with the long-term interests of the County and our department.

I involve my employees in early discussions on changes that will impact them.

I am accountable for my actions and those of my team to ensure that we meet public needs.

I hold myself and others accountable for responsibilities.

I break up my employees' work into manageable components and provide guidance in the project launch process.

I use systems to organize and track objectives and milestone timetables.

I carefully monitor organizational performance progress towards the accomplishment of our mission and goals.

I change my behavioral style or method of approach to optimize results and meet the needs of the situation.

I provide recognition and acknowledgement for reasonable risk taking.

10

I apply systems thinking, identifying linkages, interdependencies and interactions between systems or problem elements.

11

I have a clear vision of where my work group is headed.

12

I set clear goals for myself and align plans with County and department goals.

13

I lead change efforts by example. Accepting change as positive and adapting plans to align with change.

14
15

I keep and maintain confidentiality.

I identify and review unnecessary barriers to my employee's' work flow and productivity.

16
17

I track activity status and keep clear, records of activities related to established objectives.
I am willing to learn new methods, procedures, or techniques, resulting from departmental or County-wide change.

18

I deal effectively with customers, listening and responding politely to their questions and complaints.

19

I take the time to discuss with others their thoughts, concerns and ideas to uncover unresolved issues, develop ideas and plans.

20

I regularly conduct team meetings that are productive and results oriented.

21

I am effective presenting to groups in both formal and informal presentation settings.

22

I have built numerous effective relationships with people inside and outside the County.

23
24

I use dialog to uncover hidden issues, develop ideas and plans, and assess potential opportunities or risks.
I believe no customer problem is too big that cannot be solved with care and understanding.

25

I encourage feedback from my employees on my performance.

26

I prepare a clear agenda including a purpose for each item and expected outcomes for meetings.

27

When speaking to the public I demonstrate a comprehensive understanding of the topic and the ability to articulately respond to spontaneous
comments and questions.
I promote a high level of open communication in my meetings.
My written communications are succinct and contain information useful to the reader.

28
29
30
31
32

When team members see different aspects of a problem or issue, I encourage a collaborative discussion among the team to constructively
explore their differences and search for solutions that benefit all involved parties.
I give my employees the freedom to determine the details of how they go about doing a job.
I mentor and develop other managers, providing them with opportunities to develop their capabilities to manage at a higher level.

33
34
35

I provide timely descriptive feedback to employees on the quality of their work.

I help diffuse unhealthy rivalries and competition that may exist within my staff.
I promote an environment in which every one feels like an important member of the team.

36

I provide challenging work assignments.

37

I seek out good performance and give recognition regularly.

38

I set the tone for a positive work climate by facilitating cooperation, teamwork and job satisfaction.

39

I encourage my employees to work with each other.

40

I confront performance problems immediately.

41

I develop mentees to a point where they can formulate intelligent decisions and solutions for themselves.

42

I acknowledge team successes and team disappointments or failures.

43

I know and apply the recognition preferences of all my direct reports.

44

I ask my employees for their suggestions in correcting problem performance.

45

I know when to involve my team in the decision making process.

46

I encourage my employees to develop new skills and abilities.

47

I regularly hold one-on-one coaching discussions with each employee.

48
49
50

I handle emotional charged situations assertively, by asking open questions and talking with those involved to put a agreeable solution in
place.
I support my employees in their professional growth.
I spend time with each Executive Manager, listening to and reflecting upon their challenges and opportunities.

51

I seek consensus when involving the team in decisions that affect all members.

52

I spend my time planning, communicating and monitoring, rather than doing tasks employees could do.

53

When dealing with uncomfortable situations, I am honest and up front, while being compassionate and tactful.

54

I understand the County's organizational structure.

55

I help my employees find solutions to work problems.

56

I manage my budget applying sound fiscal resource principles adhering to policies, regulations and laws.

57

When reporting on progress I use quantitative and qualitative measures to demonstrate how the department achieved results.

58

61
62

I tackle improvement opportunities by creating project goals, milestones, processing and reporting mechanisms followed by defining roles and
responsibilities of those involved.
I keep abreast of effective technologies and adopt them to improve effectiveness of services and productivity.
I understand business processes that exist within county government and the relationship between my organization and other departments
including central services.
I create opportunities out of problems.
I use quantitative and qualitative measures to monitor process, progress and results.

63

When analyzing areas to improve, I focus on root causes and gather input from stakeholders for long term solutions.

64

I fulfill commitments to others and can be consistently trusted to meet professional responsibilities at a high standard.

65

I make sure that overall program structure and processes support successful completion of the individual projects within the program.

66
67

I generate new ideas and challenge the status quo to improve processes, methods, systems or services.
I have a broad understanding of the principles of financial management and advocate for ideas/initiatives that foster transparency and the
responsible and efficient use of resources.
I find that I am sought after to provide guidance and assistance in dealing with complex political and operational situations.

59
60

68
69

I am skilled in the use of computers and I adapt to new technology, learning new programs quickly.
Please provide your feedback to Sandy Monsees @ 408-299-6857or sandy.monsees@esa.sccgov.org

ANSWER SHEET
Instructions: STEP 1: Rank yourself on a scale of 1-5 (1= little or no extent, 5 = to a great extent) that best indicates the extent to which each
statement is true for you. Factor into your rating how your employees would answer these questions on your performance. Give yourself an
honest appraisal of how you are now, not how you would like to be. Your rankings appear on this ANSWER SHEET.
STEP 2: Review your Average Score Per Row. Identify the 3-5 areas in which you feel you EXCEL and the 3-5 areas in which you need
FURTHER DEVELOPMENT. Read the definitions of those Competencies you EXCEL in and those needing FURTHER DEVELOPMENT. Determine what
you want to discuss with your Manager/Supervisor. (SCC Skill Set/Competency Definitions can be found on the Employee Development web site.)
STEP 3: Meet with your Manager and discuss your view of your strengths and development areas. Together determine specific skills, knowledge
areas and/or behaviors you will develop. Agree upon the learning you want to gain and demonstrate from experience, exposure and/or education.
STEP 4: Review course content of training offerings and select those that link to your development areas.
Average Score
PERFORMANCE & PURPOSE
Per Row
1 0
10 0
11 0
0
Strategic Thinking and Planning
2

13

14

4
5

64

65

6
7

0
0

16
10

0
0

17

12

15 0
66

0
0
0
0
0
0
0
0

Managing Change
Ethics and Transparency
Accountability
Project and Program Management
Planning and Time Management
Organization Performance Management
Adaptability
Innovation

Average Score
Per Row
18 0

24

19 0

25

20 0

26

21 0

27

28

22 0
23 0

68
29

0
0
0
0
0
0

COMMUNICATIONS
Customer Service
Interpersonal Communications
Facilitation and Meeting Management
Presentation Skills and Public Speaking
Influence
Oral and Written Communication Skills

Average Score
Per Row
30 0

39

31 0

40

44

47 0

32 0
33 0

50
41

34 0

48 0

35 0
36 0

42

37 0

43

45
46

0
0

49 0

51
52

0
0

53

38 0

0
0
0
0
0
0
0
0
0

PEOPLE MANAGEMENT
Collaboration
Supervisory Skills
Leadership Transition
Coaching/ Mentoring
Conflict Management
Teambuilding
Staff Development
Employee Recognition
Fostering a Positive Work Environment

Average Score
Per Row
54 0

60

55 0

61

56 0

67

57 0

62

58 0

63
69

59 0

0
0
0
0
0
0

OPERATIONAL COMPETENCE
County Business Processes
Problem Solving
Financial Responsibility
Measuring and Reporting Outcomes
Continuous Improvement
Use of Technology

Please provide your feedback to Sandy Monsees 408-299-6857 or sandy.monsees@esa.sccgov.org