Assessment



Competency Model #2

Focus: Assertiveness

Elizabeth Sizemore

October 30, 2006

Siena Heights University

Assessment

Developed by the Hay Group, an international consulting firm, DENSO’s Competency Model displays the information gathered from interviews with sixty-one of DENSO’s global leaders. The model, shown below, identifies ten competencies placed into one of four categories. (See Figure 1)

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Definitions:

Comprehensive Thinking and Effective Planning

• Broad Scanning: Determining more about the market, customer, and business situations surrounding DENSO and using the information to make informed business decisions.

• Strategic Thinking: Finding the balance of meeting today’s expectations and requirements while developing unique opportunities to create value that will affect business results tomorrow.

Capitalizing on Trustworthy Relationships

• Acting to Build Trust: Displaying actions and behaviors that model integrity and ethics to all associates and customers through open communication and sharing information directly and promptly.

• Influencing Effectively: Positively impacting others to ensure success in Denso’s business agenda by using appropriate methods in order to gain agreement.

Continuous Drive for Performance and Customer Value

• Continuous Drive for Achievement: Directing, controlling, and optimizing recourses to exceed established objectives and deliver results despite obstacles and setbacks

• Customer Focus: Consistently addressing internal and external customer problems, interests, and request to ensure best quality.

Leading and Developing Organizations

• Leading and Aligning Efforts: Increase effectiveness and productivity by supporting your team, providing direction, and holding yourself accountable to high standards of performance.

• Organizational Understanding: Understanding and learning the culture in DENSO or in other relevant organizations (customer, suppliers etc.).

• Developing Talent: Encouraging and fostering the long term development of all associates by offering feedback support and recourses.

• Building Organizational Capability: Developing DENSO’s ability to produce and sustain excellent results today and in the future by identifying people and organizational requirements critical for success.

Self-Assessments:

To access which of the competencies in the DENSO model I need to develop, Human Recourses distributed a 360° Assessment to me, my immediate supervisor, and one peer. The test was an electronic survey relating to communication, creativity, dependability, decision making, global mindset, motivation, organization, safety & quality, and teamwork. On this scale, zero equates ‘to never exhibits this skill’ and five represents ‘always shows this skill’.

(See Figure 2)

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The biggest gaps between my ratings and those of my teammates in the 360° Assessment were in safety & quality, global mindset, and dependability. However, the lowest total ratings also included creativity and decision making. (See Figure 3)

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The second method I used to rate performance and areas for improvement was through DENSO’s bi-annual performance appraisals. Performed by Section Leaders, appraisals evaluate associates on ten competencies using a scale ranging from 0 as the lowest to 5 as the highest. (See Figure 4)

| (Figure 4) |Oct-05 |Apr-06 |Oct-06 |Total |

|Communication |3 |3 |3 |9 |

|Energy Level |4 |5 |5 |14 |

|Sensitivity |3 |3 |3 |9 |

|Personal Development |4 |5 |5 |14 |

|Motivation |4 |4 |4 |12 |

|Problem Solving |3 |3 |3 |9 |

|Trustworthiness |5 |5 |5 |15 |

|Competency for Promotions |3 |3 |3 |9 |

|Teamwork |4 |4 |4 |12 |

|Productivity |3 |3 |3 |9 |

|   |3.6 |3.8 |3.8 | |

Areas for improvement first identified by immediate supervisor and then agreed upon by his manager include communication, sensitivity, problem solving, competency for promotions, and productivity.

Upon reviewing the assessments and comparing the outcomes to DENSO’s Leadership model, the top three areas I need to develop are competency for promotion, assertiveness, innovation. In DENSO’s competency model, this encompasses improvements in strategic thinking, building organizational capability, developing talent, continuous drive for achievement, and influencing effectively.

Design

Assertiveness Plan

1. Define assertiveness

1. Assertiveness training

1. Practical applications

I chose assertiveness due to feedback from a recent interview for a Buyer of Production Parts in Purchasing. I was not chosen for this position. In the follow-up meeting with the Purchasing Manager, one of the major reasons for the do-not-hire decision was a perceived lack of assertiveness during the interview. The department Manager and Section Leader believed this trait was essential for a Buyer to possess when dealing with supplier issues.

Development

Action Plan

Define: To begin, I needed to research the meaning and implications of the word assertiveness. I can not increase my level of assertiveness without a clear understanding of the term’s meaning. I plan to start by looking the word up and the dictionary, and then to elaborate, I will search the web for articles relating to the topic of assertiveness.

Training: The next step is to discover in which situations I lack assertiveness, especially as it relates to the workplace. To accomplish this, I signed up for two courses on the DENSO Development website relating to the organization’s competency model to determine specific work situations in which DENSO would except assertiveness from a leader. In addition, October 16~21 is Talent Week for those involved in the Talent Mapping Program at DENSO. During this time, guest speakers hold seminars on various topics. I plan to sign up for lectures on Influencing People, the category in which assertiveness falls on the DENSO Competency Model. Finally, a search for assertiveness training in the Battle Creek area brought up Assertiveness Training by the American Management Association. This group offers seminars on various topics of relating to leadership.

Practice: The key to practicing assertiveness is to prepare ahead of time to identify opportunities in which employing assertiveness would be an asset. This way, an individual can supply proper reactions to events as they are occurring. To learn this skill, I plan to read an article named Six Types of Assertion adopted from “Assertiveness at Work” by Ken and Kate Black.

Implementation

Define: The Webster dictionary defined assertiveness as “disposed to or characterized by bold or confident, aggressively self-assured”. A second definition was “the quality or state of being forceful (as in expression).” The Wikipedia Encyclopedia links assertiveness with self-esteem and notes it as an important communication skill. Further investigation revealed a notable distinction between assertiveness and aggression. (See Figure 5)

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Training: Since the courses relating to the competency model were available immediately on-line, I took them both and determined the reason assertiveness falls under the category of Influencing Effectively. DENSO values assertiveness in its leaders for strengthening commitment, increasing team work and collaboration, and in maintaining and building relationships. Two examples given entailed appearing assertive when communicating ideas or when raising an issue for the first time. In addition, on Wednesday, October 18, 2006 at 7:00am, I am enrolled in a class through the Talent Mapping Program titled Influencing People. Upon speaking with the facilitator, he communicated the class focus is on assertiveness. Two of the main subjects will be assertively challenging the status quo (or the “we’ve always done it this way” mentality) and self-confidence in communication. Finally, the seminar, Assertiveness Training, hosted by the American Management Association contains lessons teaching assertiveness fundamentals – such as definition, personal influence, communication, conflict management, and appropriate assertiveness in the workplace. The seminars are led by senior executives, managers, authors, educators, consultants, course developers, and CEOs and run for three days from 9am ~ 5pm. The closest location is Chicago, Illinois. This schedule and location are plausible for me to attend; however, upon further investigation, the cost of $1,895 is not in my budget. The seminar is available in an on-line format. I sent in a request for more information on the cost of this method of delivery. Furthermore, I will continue searching for alternate methods of assertiveness training.

Practice: I read the article Six Types of Assertion and in turn, linked each type to a current situation in my present job. Below is a list of the six types with a corresponding example.

1. Basic assertion: Used daily to make needs understood, to communicate information, and to give others recognition.

Workplace example: An area in which I could show more assertiveness is when passing out paychecks. The bundles of checks are grouped according to shift and team leader. Once I pick them up from payroll, they are my responsibility until distributed to the corresponding sub-leader (or above) for each line. However, with manpower at a low level, often the appropriate level of leadership can not leave the line to pick up paychecks, so they will send an associate – usually a machine technician. When the machine tech makes it to my desk, in a hurry, and requests the bundle for their area, I usually give it to them to avoid a confrontation. However, I would get into trouble if that bundle of checks did not make it to the team leader.

Assertive response: Before next payday, I will remind all levels of Production Department management of the paycheck distribution procedure. In turn, when anyone not of the proper leadership level attempts to pick up the checks for their area, I will firmly and patiently communicate that paychecks can only be passed to the sub-leader level and above.

2. Empathetic assertion: used when another person’s actions may be counter productive to the task at hand and it is necessary to communicate your awareness of the issue.

Example: I volunteer to coordinate a team at church. The team is responsible for running the PowerPoint slide show and other mediums of communication to the congregation during service. The main task of the individual operating the computer is to display the correct verse of the song as it is being sung. This position is completely voluntary. Currently, the group consists of six individuals, including myself. The Sunday morning person is outstanding. He is never late, is knowledgeable, and calls ahead in case of an absence. This makes time to schedule an alternate for his spot. However, both the Sunday and Wednesday evening individuals show up minutes late or not at all. I end up filling their spots consistently; however, I have never even broached the subject.

Assertive response: Using empathetic assertion, I will state the following, “I know you are busy with your family and professional lives, but I need you to communicate with me when you will be late or are not able to serve.

3. Consequence assertion: This is the strongest form of assertive behavior. Use this when you are prepared to apply penalties.

Example: We purchased a $147,000 home from Mid-Michigan Homes. At signing, the lead time stated to us was three months until move in. That meant that the home would be delivered, set on the foundation, and in perfect move-in condition. That was ten months ago. Yesterday, the bank went out for final inspection to grant an occupancy permit and was surprised to find a dwelling with broken windows, filthy carpets, needing paint, trim work, and siding. We have been in constant contact with Mid-Michigan Homes to argue over the work that needs to be done.

Assertive response: Using consequence assertion, the next communication with Mid-Michigan Homes will be “If you do not finish the contracted work within the week, you will be contacted by my lawyer.”

4. Discrepancy assertion: the goal is to point out the difference between what has previously been agreed and what is actually happening. The desired effect is to clarify whether a misunderstanding occurred or if an individual is not following through.

Workplace example: At DENSO, the Weekend Overtime Listing posted each week is used by support departments such as Plant Supply and Maintenance to schedule their associates to cover the areas of production running over the weekend. It is also used by Canteen to decide whether or not the cafeteria will be open on Saturday. I notice frequently that lines are running on the weekend that never made the list – causing inaccurate scheduling. There is a standard procedure to have overtime posted in the database prior to me sending the list out on Thursday. However, only some of the areas post their information.

Assertive response: To fix this situation, I will e-mail all Production Managers to remind them of the importance of the Weekend Overtime List. I might say, “The importance of the Weekend Overtime List was once a priority for all production areas. Now the method for reporting is not standardized throughout the plant. Please verify that this report is being completed by your section leaders each week.

5. Negative feelings assertion: Use when another person’s behavior is having a negative impact on you. This is useful in avoiding uncontrolled emotional outburst and also in alerting the person of the negative effect of their actions.

Workplace example: Going back to the previous paycheck example. Sometimes when no one stops at my desk to pick up their checks, I have am left holding the pack, unable to leave for the day until I find an appropriate leader to pass them on. Yesterday, I had called everyone associated with a particular line. Receiving no answer, I asked the Section Leader of a neighboring area if that line’s management had gone home for the day. His answer was, “Geez, I don’t have time for this. I am not the paycheck fairy distributing checks for the entire plant.”

Assertive response: Remembering my need to demonstrate assertiveness. I responded with, “Jeff, I did not ask you to take these checks or in anyway be responsible for them. I asked you if the line was down. Please do not be angry with me.” To my surprise was his definite change of attitude. He immediately apologized and indicated his frustration pertained to issues of the day and not to me. He then offered to take the paychecks and deliver them to the proper Section Leader in their upcoming meeting. Honestly, before beginning to develop increased assertiveness behaviors, I would have apologized and returned to my desk inwardly upset – still in control of the paychecks.

6. Broken Record: This is a combination of the previous types of assertion. The idea is to begin with the mildest stance and increase assertiveness until the desired effect is achieved. The list below pertains to the previous example of an attendance and communication issue at church,

1) Mild empathetic assertion – Inform the problem team members of a need to communicate absences before the service starts in order to find alternates.

2) Discrepancy assertion – show the difference between what was agreed to at the previous meeting and their actual behavior

3) Consequence assertion – If the problem still persists, use a statement such as, “I am sorry, but you continue to not call or show up to run the slideshow. If you miss anymore time without notifying someone, I will need to find a permanent replacement for your spot in the Overhead Ministry.

Evaluation

In conclusion, the success of the plan for developing assertiveness would be measured over a period of time by my reaction to situations as they are presented. Evidence could be seen in the success of influencing others to complete task and in conflict resolution.

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Capitalizing on Trustworthy Relationships

Leading & Developing Organizations

Continuous Drive for Achievement & Customer Value

Comprehensive Thinking & Strategic Planning

DENSO

Competency

Model

Strategic Thinking

Broad Scanning

Continuous Drive for Achievement

Customer Focus

Influencing Effectively

Acting to Build Trust

Leading and Aligning Efforts

Organizational Understanding

Developing Talents

Building Organizational Capability

Figure 1

Figure 2

Figure 3

Aggressive people do not respect the personal boundaries of others and may somehow harm those they are attempting to influence

Passive communicators do not defend their personal boundaries and therefore, allow aggressive people to unduly influence them.

Assertive communicators seek to maintain a proper balance between passivity and aggression. Assertive behavior involves expressing information in direct, honest, and appropriate ways. Moreover, assertive individuals are not afraid to defend themselves against aggressive individuals

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