Exercises to assess management values and behaviours

Exercise 1 – Management Values Survey

Values translate into behaviours. And, the management values a person has will determine the way they manage. For instance, a strong sense of urgency will make a person do everything possible to meet a due date. Assessing these values gives you a clear picture of how effective the management team is. The Management Values Survey enables you to gain an accurate indication of this.

Prepare a survey with statements which contain different situations related to company issues. Aim for several statements per issue and mix them up. The participant should say if he/she agrees or disagrees with the statement. High scores represent strong values which generate effective management behaviours.

See this link for a sample:


You can find surveys online. Make sure you evaluate at least five decisive factors:

  1. Sense of urgency (described as “getting the job done according to expectations” and include compliance with dates, quality, punctuality, etc.).
  2. People management (how the person manages people as a resource).
  3. System utilisation (how the manager/supervisor uses the tools available for effective management, planning tools, follow up tools).
  4. Cooperation (how the manager/supervisor cooperates with others).
  5. Openness to change (how the manager/supervisor reacts to change when required).

The results should be presented by level (executives, managers, supervisors, team-leaders). Individual scores (that should be kept confidential) could be placed in order to be able to identify how many leaders (top scorers) and how many “survivors” you have in the organisation. A visual representation of the results will give a  complete picture of the management values and skills at the different levels of management.


Even better is to plot the position of each individual (without revealing the identity) so you can get a clear picture of how many leaders are pulling your company up, and how many holding it back. You can group the results by area or by level.

Skill Inventory

Exercise 2 – Supervisory behaviour profile

In order to assess further, direct observation of management behaviors is strongly recommended. A simple exercise of spending half a day with several supervisors will help you to understand his/her problems and give a more accurate picture of the company’s supervisory profile. Simply classify how they spend their time (direct supervision, simply available, lost time, meetings, telephone, etc.) Supervisors and team leaders are the direct managers of most of the company’s resources yet are also the people with the least exposure and management experience. So assessing their situation and training them when required is key to improving performance. Aspects to be evaluated specifically are:

  1. How he/she assigns the work (clearly, with due dates/times, stating the quality parameters/standards).
  2. How she/he gives feedback, positive or negative.
  3. How he/she informs on the performance of his/her area
  4. How she/he plans the work (list of things to do or sound planning with times)
  5. How he/she follows up on the work done in his/her area (at the end of the day or the week, frequently enough to take corrective action if things are not going well)
  6. How she/he solves problems (she/he just does it her/himself or does she/he explain how to solve it to employee, does she/he makes sure the problem is solved)
  7. How he/she trains his/her staff in order to increase their skills or their flexibility.
  8. The list can continue for other aspects that you consider important in your environment.

The key to creating a valid evaluation is to avoid a subjective view by previously defining scores for each aspect and specific behaviors that need to occur to get that score.SBP


This assessment is key in order to obtain a clear inventory of management and supervisory skills training needs. Based on this assessment you can define a detailed management and supervisory training programme at all levels. Management and supervisory skills is often one of the weak points in an organisation. Training with one-on-one follow up, if done properly, can have an enormous impact in performance and, thus, in profitability.