Managing at team: Use these sample phrases to craft meaningful performance evaluations, drive change and motivate your workforce.

Managing is the administration of an organization which includes activities of setting the strategy of an organization and coordinating the efforts of the employees to accomplish its objectives.

Managing at team: Exceeds Expectations Phrases

  • Behaves in an honest and ethical manner, shows consistency in both words and actions, and models high standards of ethics
  • Treats others with respect, courtesy and sensitivity; considers and responds appropriately to the feelings and needs of others in different situations
  • Inspires and fosters team's commitment and trust, facilitates cooperation and motivates team members to accomplish team goals
  • Anticipates and meets all the needs of customers and delivers high-quality products and services
  • Understands and appropriately applies procedures, principles, policies, requirements, and regulations related to specialized expertise
  • Determines objectives, delegates work, and sets priorities and holds self and others accountable for any mistakes made
  • Makes timely, well-informed and effective decisions even when solutions produce unpleasant consequences or data is limited or not available
  • Identifies and analyzes problems, weighs the accuracy and relevance of information, and generates alternative solutions or makes recommendations
  • Is open to change and new information; quickly adapts to new information, unexpected obstacles or changing conditions
  • Deals effectively with pressure; remains persistent and optimistic even under difficult situations and recovers quickly from setbacks

Managing at team: Meets Expectations Phrases

  • Makes sure that employees are recruited, selected, appraised and rewarded appropriately and takes action to address performance problems
  • Fosters an inclusive workforce where employees' differences and diversity are valued and leveraged to achieve the mission and vision of the company
  • Manages and resolves disputes or conflicts in a constructive manner; encourages creative tension and differences of points of view
  • Aligns the company's objectives with public interests and ensures that its actions meet public needs
  • Provides ongoing feedback and learning opportunities to the employees in order to develop their ability to perform and contribute to the company
  • Keeps up-to-date with technological developments and makes effective use of technology to improve the company or achieve results
  • Oversees contracting and procurement to achieve desired results and uses cost-benefit thinking to monitor expenditures and set priorities
  • Develops new insights into situations, encourages new ideas and innovations, and designs new programs/processes to help run the company effectively
  • Develops networks across boundaries in order to build strategic business relationships and achieve common goals
  • Identifies both the internal and external politics that impact the company processes and acts accordingly

Managing at team: Needs Improvement Phrases

  • Takes the relationship with the employees too far making it difficult to separate working relationship from friendship
  • Makes every single task a priority and fails to prioritize thus confuses and frustrates employees and ends up with work that is poorly done or not done at all
  • Asks employees for input after decisions have been made thus makes them feel as if their opinions don't matter
  • Throws employees under the bus for mistakes and makes excuses instead of owning up to the mistakes and being proactive about fixing them
  • Constantly watches, tracks and admonishes employees for every slight failing thus makes them feel as if they are not trusted
  • Fails to break down big projects into smaller, manageable ones thus leaves one's team feeling overwhelmed
  • Steps away from a problem and hopes that the issue will resolve itself instead of being consistent about solving it
  • Goes for the quick fix instead of going to the root of the problem and developing lasting strategies to solve it
  • Leaves employees in the dark instead of developing realistic and attainable goals that guide them to achieving the company's vision
  • Does not take the time to review the employees' performance, identify both the strong and weak areas and give feedback on the same

Managing at team: Self Evaluation Questions

  • Is there a time when you have decided to reorganize a department that you lead? How did you proceed with the process?
  • Have you ever been appointed to manage a team? If yes, describe the role you played in the team's success
  • Think about a time when you were given a management role. How did people respond to your management efforts?
  • How do you think your reporting staff would comment on your strengths, weaknesses, and managing style?
  • Would you rather that your reporting staff respected you or feared you? Why? How would you inspire both reactions from them?
  • What are the two most important values that you demonstrate as a manager? Describe a time when you have demonstrated these values in the workplace
  • Is there a time when you have praised an employee in public? How did you go about it?
  • Can you describe a time when you have taken a management role when you did not have the title of a manager? What happened?
  • How do you go about getting cohesion among employees who disagree with everything you say?
  • Is there a time when you have been a mentor to another aspiring manager? How did you go about creating that relationship?