|
|
|
|
|
|
|
|
|
1
|
Neglects to apply sound procurement
practice
|
1
|
2
|
3
|
4
|
5
|
|
2
|
Does not consider budgets when
authorising expenditure
|
1
|
2
|
3
|
4
|
5
|
|
3
|
Does not consider funding
availability when committing to projects – over promises but under delivers
because of insufficient funding
|
1
|
2
|
3
|
4
|
5
|
|
4
|
Undertakes budgeting purely as an
administrative exercise and does not consider the alignment with strategic
priorities
|
1
|
2
|
3
|
4
|
5
|
|
5
|
Constantly under or overspends on
the budgets
|
1
|
2
|
3
|
4
|
5
|
|
6
|
Makes fruitless and wasteful
expenditure
|
1
|
2
|
3
|
4
|
5
|
|
7
|
Is unable to compile financial
reports timeously and in the expected formats
|
1
|
2
|
3
|
4
|
5
|
|
8
|
Allows role uncertainty and unclear
outputs
|
1
|
2
|
3
|
4
|
5
|
|
9
|
Is insensitive to the needs and
feelings of others, irrespective of race and gender
|
1
|
2
|
3
|
4
|
5
|
|
10
|
Does not treat others fairly and
with respect – behaves in judgemental ways
|
1
|
2
|
3
|
4
|
5
|
|
11
|
Doesn’t provide feedback in any form
– ignores poor performance of staff hoping that it will sort itself out
|
1
|
2
|
3
|
4
|
5
|
|
12
|
Only interacts with
people/co-workers when the tasks to be undertaken are important to themselves
|
1
|
2
|
3
|
4
|
5
|
|
13
|
Are racially, gender and culturally intolerant
|
1
|
2
|
3
|
4
|
5
|
|
14
|
Is insubordinate to managers from
different racial, gender or cultural groups because of their differences
|
1
|
2
|
3
|
4
|
5
|
|
15
|
Loses too many high performance
people – demotivates previously good performers
|
1
|
2
|
3
|
4
|
5
|
|
16
|
Disorganised and doesn’t prioritise
tasks.
|
1
|
2
|
3
|
4
|
5
|
|
17
|
Does not meet task deadlines
|
1
|
2
|
3
|
4
|
5
|
|
18
|
Appears to be constantly in “crisis”
mode
|
1
|
2
|
3
|
4
|
5
|
|
19
|
Does not manage resources
efficiently. Some people are over-burdened while others have little to do.
|
1
|
2
|
3
|
4
|
5
|
|
20
|
Fails to identify and deal with
possible bottlenecks
|
1
|
2
|
3
|
4
|
5
|
|
21
|
Has a history of blown budgets or
projects out of control
|
1
|
2
|
3
|
4
|
5
|
|
22
|
Unable to obtain buy-in on project
outcomes/results
|
1
|
2
|
3
|
4
|
5
|
|
23
|
Is not aware of the external factors
influencing service delivery, nor inclined to learn about them
|
1
|
2
|
3
|
4
|
5
|
|
24
|
Shows no interest in finding out how
the municipality works
|
1
|
2
|
3
|
4
|
5
|
|
25
|
Focuses on their own area or fails
to perceive the relationships between all parts of the organisation
|
1
|
2
|
3
|
4
|
5
|
|
26
|
Lacks knowledge of municipal
legislation
|
1
|
2
|
3
|
4
|
5
|
|
27
|
Regards colleagues and subordinates
as competitors and won’t share information, experience or knowledge
|
1
|
2
|
3
|
4
|
5
|
|
28
|
Does not use internal and external
resources to build skills within the organisation
|
1
|
2
|
3
|
4
|
5
|
|
29
|
Avoids opportunities to learn new
things
|
1
|
2
|
3
|
4
|
5
|
|
30
|
Does not comprehend the
vulnerability and risk to organisation with high levels of attrition
|
1
|
2
|
3
|
4
|
5
|
|
31
|
Views informal knowledge sharing
sessions as a waste of time
|
1
|
2
|
3
|
4
|
5
|
|
32
|
Disorganised and doesn’t prioritise
tasks.
|
1
|
2
|
3
|
4
|
5
|
|
33
|
Does not meet task deadlines and
exceeds budgets
|
1
|
2
|
3
|
4
|
5
|
|
34
|
Appears to be constantly in “crisis”
mode
|
1
|
2
|
3
|
4
|
5
|
|
35
|
Does not manage resources
efficiently. Some people are over-burdened while others have little to do.
|
1
|
2
|
3
|
4
|
5
|
|
36
|
Fails to identify and deal with
possible bottlenecks
|
1
|
2
|
3
|
4
|
5
|
|
37
|
Never moves beyond what’s on the to
do list
|
1
|
2
|
3
|
4
|
5
|
|
38
|
Are unable to match ideas to
resources, generating expectations that cannot be delivered
|
1
|
2
|
3
|
4
|
5
|
|
39
|
Inconsistent application of policy
|
1
|
2
|
3
|
4
|
5
|
|
40
|
Fails to identify and deal with
possible bottlenecks with policy implementation
|
1
|
2
|
3
|
4
|
5
|
|
41
|
Cannot see the bigger picture
|
1
|
2
|
3
|
4
|
5
|
|
42
|
Fails to consider the implications
and consequences of policy changes
|
1
|
2
|
3
|
4
|
5
|
|
43
|
Displays an inability to match ideas
to resources and generates expectations that cannot be delivered on
|
1
|
2
|
3
|
4
|
5
|
|
44
|
Perpetuates a single view of the
organisation and where it must go
|
1
|
2
|
3
|
4
|
5
|
|
45
|
Unable to translate new policy into
action plans
|
1
|
2
|
3
|
4
|
5
|
|
46
|
Procrastinates
|
1
|
2
|
3
|
4
|
5
|
|
47
|
Consistently fails to deliver on
time and lacks expected quality
|
1
|
2
|
3
|
4
|
5
|
|
48
|
Talks about the negative – what
can’t be done before considering what is do-able
|
1
|
2
|
3
|
4
|
5
|
|
49
|
Complacent and slow to respond
|
1
|
2
|
3
|
4
|
5
|
|
50
|
Shows no interest in being
productive
|
1
|
2
|
3
|
4
|
5
|
|
51
|
Slothful, Lacks urgency
|
1
|
2
|
3
|
4
|
5
|
|
52
|
Does not set challenging goals
|
1
|
2
|
3
|
4
|
5
|
|
53
|
Not interested in looking at new,
more effective ways of doing things
|
1
|
2
|
3
|
4
|
5
|
|
54
|
Avoids personal responsibility,
wriggles out of things and is evasive about ownership of issues
|
1
|
2
|
3
|
4
|
5
|
|
55
|
Prefers doing things the same way –
sticks to their original approach regardless of circumstances and
eventualities
|
1
|
2
|
3
|
4
|
5
|
|
56
|
Charges off at pace and doesn’t
consider “plan B”
|
1
|
2
|
3
|
4
|
5
|
|
57
|
Isolated and not in tune with
setting the required expectations for the people
|
1
|
2
|
3
|
4
|
5
|
|
58
|
Uncomfortable with change
|
1
|
2
|
3
|
4
|
5
|
|
59
|
Avoids personal feedback
|
1
|
2
|
3
|
4
|
5
|
|
60
|
Cynical
|
1
|
2
|
3
|
4
|
5
|
|
61
|
‘Gets thrown off’ when things change
|
1
|
2
|
3
|
4
|
5
|
|
62
|
Seem comfortable serving out their
time
|
1
|
2
|
3
|
4
|
5
|
|
63
|
Passes the buck and
remove themselves from owning change in the organisation
|
1
|
2
|
3
|
4
|
5
|
|
64
|
Overreacts
|
1
|
2
|
3
|
4
|
5
|
|
65
|
Volatile and unpredictable
|
1
|
2
|
3
|
4
|
5
|
|
66
|
Loses his/her cool and says or does
things that he/she shouldn’t
|
1
|
2
|
3
|
4
|
5
|
|
67
|
Displays his/her emotions in an
inappropriate way
|
1
|
2
|
3
|
4
|
5
|
|
68
|
‘Cracks under pressure’
|
1
|
2
|
3
|
4
|
5
|
|
69
|
Is overly sensitive and defensive
when criticised
|
1
|
2
|
3
|
4
|
5
|
|
70
|
Unsettles others
|
1
|
2
|
3
|
4
|
5
|
|
71
|
Behaviour is dominated by self
protection and evasiveness in the face of challenges
|
1
|
2
|
3
|
4
|
5
|
|
72
|
Are seen to take perks for
themselves
|
1
|
2
|
3
|
4
|
5
|
|
73
|
Have people question their ethics,
e.g. they use their status in an inappropriate way or are known to take short
cuts or fudge the results
|
1
|
2
|
3
|
4
|
5
|
|
74
|
Are prone to talk and act in the way
they think others want them to – “yes people”
|
1
|
2
|
3
|
4
|
5
|
|
75
|
Are driven by personal
aggrandisement at the expense of public good
|
1
|
2
|
3
|
4
|
5
|
|
76
|
Have been caught out telling half
truths or lies. Are spoken of as being devious.
|
1
|
2
|
3
|
4
|
5
|
|
77
|
Cannot determine right from wrong
|
1
|
2
|
3
|
4
|
5
|
|
78
|
Inconsistent
|
1
|
2
|
3
|
4
|
5
|
|
79
|
Not seen as having integrity
|
1
|
2
|
3
|
4
|
5
|
|
80
|
Procrastinates when
having to deal with problems
|
1
|
2
|
3
|
4
|
5
|
|
81
|
Jumps to conclusions
|
1
|
2
|
3
|
4
|
5
|
|
82
|
Bases decisions on
untested assumptions
|
1
|
2
|
3
|
4
|
5
|
|
83
|
Gets by with what
knowledge they have – “learning is for others”
|
1
|
2
|
3
|
4
|
5
|
|
84
|
Investigates the surface only.
Waffle, skirt around the issues or fall prey to “paralysis by analysis”
|
1
|
2
|
3
|
4
|
5
|
|
85
|
Decisions hijacked by emotions – act
on prejudice and perceptions rather than fact
|
1
|
2
|
3
|
4
|
5
|
|
86
|
Cannot cope with
ambiguity
|
1
|
2
|
3
|
4
|
5
|
|
87
|
Cannot see the ‘Bigger
Picture’
|
1
|
2
|
3
|
4
|
5
|
|
88
|
Fails to consider
implications and consequences of decisions
|
1
|
2
|
3
|
4
|
5
|
|
89
|
Tend to be aggressive rather than
assertive – rely on
power/status/rules rather than persuasion
|
1
|
2
|
3
|
4
|
5
|
|
90
|
Tends to be bureaucratic
|
1
|
2
|
3
|
4
|
5
|
|
91
|
Allows the organisation to become stale
– continues to operate as it has in the past without consideration future
trends and requirements
|
1
|
2
|
3
|
4
|
5
|
|
92
|
Over promises to the
community/residents and under delivers – creates undue expectation
|
1
|
2
|
3
|
4
|
5
|
|
93
|
Generally unhelpful and uncaring
|
1
|
2
|
3
|
4
|
5
|
|
94
|
Doesn’t take responsibility and
pushes problems to someone else
|
1
|
2
|
3
|
4
|
5
|
|
95
|
Unable to build rapport with people
at all levels of the organisation – may be comfortable with managers and not
able to relate to subordinates
|
1
|
2
|
3
|
4
|
5
|
|
96
|
Does not command respect and
generally left out of discussions.
|
1
|
2
|
3
|
4
|
5
|
|
97
|
Shows difficulty in adapting to new
political climates
|
1
|
2
|
3
|
4
|
5
|
|
98
|
Unable to detect the nuances of an
interaction quickly enough to respond in a measured way
|
1
|
2
|
3
|
4
|
5
|
|
99
|
Tends to be aggressive rather than
assertive – rely on power/status/rules rather than persuasion
|
1
|
2
|
3
|
4
|
5
|
|
100
|
Lacks consideration and sensitivity
|
1
|
2
|
3
|
4
|
5
|
|
101
|
Reacts inappropriately – loses
“cool” in front of staff or appears out of control in public
|
1
|
2
|
3
|
4
|
5
|
|
102
|
Uses inappropriate communication style (either too familiar or
too formal)
|
1
|
2
|
3
|
4
|
5
|
|
103
|
Unable to adapt to the
situation
|
1
|
2
|
3
|
4
|
5
|
|
104
|
Cannot articulate ideas
and opinions
|
1
|
2
|
3
|
4
|
5
|
|
105
|
Insensitive to individual
differences
|
1
|
2
|
3
|
4
|
5
|
|
106
|
Comes across as
aggressive rather than assertive
|
1
|
2
|
3
|
4
|
5
|
|
107
|
Struggles to be
diplomatic, direct and polite
|
1
|
2
|
3
|
4
|
5
|
|
108
|
Doesn’t listen to what
others are saying – is closed minded and will not hear
|
1
|
2
|
3
|
4
|
5
|
|
109
|
‘Rubs others up the wrong
way’
|
1
|
2
|
3
|
4
|
5
|
|
110
|
Is not seen as
approachable by other people – are reclusive
|
1
|
2
|
3
|
4
|
5
|
|
111
|
Unable to detect the
nuances of an interaction quickly enough to respond in a measured way
|
1
|
2
|
3
|
4
|
5
|
|
112
|
Unable to grasp
boundaries in relationships – shows familiarity or allows emotion to
influence relationships
|
1
|
2
|
3
|
4
|
5
|
|
113
|
Are unable to detect the nuances of
an interaction quickly enough to respond in a measured way
|
1
|
2
|
3
|
4
|
5
|
|
114
|
Unable to build rapport with others
easily
|
1
|
2
|
3
|
4
|
5
|
|
115
|
Tend to be aggressive rather than
assertive – rely on power/status/rules rather than persuasion
|
1
|
2
|
3
|
4
|
5
|
|
116
|
Struggles to be diplomatic, direct
and polite
|
1
|
2
|
3
|
4
|
5
|
|
117
|
Doesn’t listen to what customer –
thinks that they know what the customer wants
|
1
|
2
|
3
|
4
|
5
|
|
118
|
‘Rubs others up the wrong way’
|
1
|
2
|
3
|
4
|
5
|
|
119
|
Is not seen as approachable by other
people – are reclusive
|
1
|
2
|
3
|
4
|
5
|
|
120
|
Lacks consideration and sensitivity
|
1
|
2
|
3
|
4
|
5
|
|
121
|
Shows no concern for service
excellence or customer satisfaction
|
1
|
2
|
3
|
4
|
5
|
|
122
|
Views customers as nuisances
|
1
|
2
|
3
|
4
|
5
|
|
123
|
Unconcerned about client feedback
|
1
|
2
|
3
|
4
|
5
|
|
124
|
Remains transfixed on operational
issues and is not able to highlight
important issues from the detail
|
1
|
2
|
3
|
4
|
5
|
|
125
|
Displays an inability to match ideas
to resources and generates expectations that cannot be delivered on
|
1
|
2
|
3
|
4
|
5
|
|
126
|
Perpetuates a single view of the
organisation and where it must go
|
1
|
2
|
3
|
4
|
5
|
|
127
|
Cannot communicate a sense of where
the organisation is heading
|
1
|
2
|
3
|
4
|
5
|
|
128
|
Constantly in need of direction
|
1
|
2
|
3
|
4
|
5
|
|
129
|
Unable to detect the nuances of an
interaction quickly enough to respond in a measured way
|
1
|
2
|
3
|
4
|
5
|
|
130
|
Tends to be aggressive
rather than assertive – rely on power/status/rules rather than persuasion
|
1
|
2
|
3
|
4
|
5
|
|
131
|
Not a person that people
want to be with or work with
|
1
|
2
|
3
|
4
|
5
|
|
132
|
Appears unsure of himself or herself
|
1
|
2
|
3
|
4
|
5
|
|
133
|
Not seen as having integrity
|
1
|
2
|
3
|
4
|
5
|
|
134
|
Unable to gain respect from others
|
1
|
2
|
3
|
4
|
5
|
|
135
|
Cannot deal effectively with
conflict
|
1
|
2
|
3
|
4
|
5
|
|
136
|
Unable to employ effective
negotiation strategies
|
1
|
2
|
3
|
4
|
5
|
|
137
|
Not viewed favourably by senior
management
|
1
|
2
|
3
|
4
|
5
|
|
138
|
Struggles to be diplomatic, direct
and polite
|
1
|
2
|
3
|
4
|
5
|
|
139
|
Doesn’t listen to what others are
saying
|
1
|
2
|
3
|
4
|
5
|
|
140
|
‘Rubs others up the wrong way’
|
1
|
2
|
3
|
4
|
5
|
|
141
|
Not seen as approachable by other
people – are reclusive
|
1
|
2
|
3
|
4
|
5
|
|
142
|
Doesn’t know what motivates other or
how to motivate them
|
1
|
2
|
3
|
4
|
5
|
|
143
|
Lacks interest in
developing others
|
1
|
2
|
3
|
4
|
5
|
|
144
|
Views mentoring/coaching
as a ‘chore’
|
1
|
2
|
3
|
4
|
5
|
|
145
|
Is impatient with others
|
1
|
2
|
3
|
4
|
5
|
|
146
|
Lacks interest in
understanding the individual and
issues that may impact performance
|
1
|
2
|
3
|
4
|
5
|
|
147
|
Too task oriented
|
1
|
2
|
3
|
4
|
5
|
|
148
|
Does not provide positive
feedback
|
1
|
2
|
3
|
4
|
5
|
|
149
|
Seen as unapproachable by
others
|
1
|
2
|
3
|
4
|
5
|
|
150
|
Regards colleagues as competition
and won’t help
|
1
|
2
|
3
|
4
|
5
|
|
151
|
Can’t gain commitment from others to
do things conjointly or is contemptuous of cooperative endeavour
|
1
|
2
|
3
|
4
|
5
|
|
152
|
Prefers to work on his/her own
|
1
|
2
|
3
|
4
|
5
|
|
153
|
Insensitive to diversity issues
|
1
|
2
|
3
|
4
|
5
|
|
154
|
Breaks commitments and promises
|
1
|
2
|
3
|
4
|
5
|
|
155
|
Unreliable
|
1
|
2
|
3
|
4
|
5
|
|
156
|
‘Rubs others up the wrong way’
|
1
|
2
|
3
|
4
|
5
|
|
157
|
Shows a lack of consideration for
others
|
1
|
2
|
3
|
4
|
5
|
|
158
|
Cannot deal with conflict – tends to
be afraid of debate and/or reacts at a personal level using language which
hurts others
|
1
|
2
|
3
|
4
|
5
|
|
159
|
Unable to resolve difficult issues
constructively - perpetuates feuds within the team
|
1
|
2
|
3
|
4
|
5
|
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