56 MANAGERIAL COMPETENCIES LO18544

Simon Priest (spriest@ups.edu)
Tue, 30 Jun 1998 22:41:18 -0800

Most of the responses I received to my request "What are the Key
MANAGERIAL competencies" seemed to be about semantics (and so I'll address
my use of terms first). I offered to share my list of 56 generic ones
with folks who shared their ideas with me/us. Lots of people asked for my
list without offering any ideas of their own and a few willingly gave some
ideas. Thanks for the latter!

So here it is (while the company CEO gave me permission to share this
list, I can't go into great detail about individual competencies on it --
sorry):

MANAGERIAL = any function of "handling" tasks or relationships in the role
of manager, leader, or follower. This term does not just mean manager.

COMPETENCY = any skill, knowledge, attitude, behavior, confidence,
ability, or experience used to effectively deal with the demands placed on
people by their surrounding [work] environments.

GENERIC = useful, perhaps even critically important, to any person in the
organization who has a managerial role/task or relationship (from
executive to frontline -- these aren't just for middle managers).

Please note that these 56 were right for the corporation studied * (an
EXTREMELY functional and relationship oriented company), but other
organizations have had longer and shorter competency lists.

THINKING

Expanding memory capacity
Critically evaluating data
Looking for problems
Solving problems analytically
Innovating through creativity
Making decisions
Judging under uncertainty

COMMUNICATING

Writing
Presenting
Public Speaking
Actively Listening
Clarifying Messages
Giving Feedback
Receiving Feedback

MANAGING

Time
Meetings and discussions
Projects and priorities
Finances and budgets
Hiring and staffing
Leveraging techology
Disseminating information

LEADING

Flexing style
Resolving conflicts
Working from service perspective
Interpreting the vision
Setting new directions
Planning strategy
Leading by example

CHANGING

Dealing with ambiguity
Coping with complexity
Superising multi-systems
Understanding drivers and politics
Identifying global and local trends
Being a catalyst for change
Willingness to take sensible risks

DEVELOPING TEAMS

Understanding group development
Fostering team building
Utilizing diversity
Debriefing experience
Celebrating success
Handling team alterations
Planning for input

DEVELOPING OTHERS

Appraising performance
Coaching and mentoring
Adjusting for varied learning styles
Not blaming
Guiding reflection
Offering and asking for assistance
Preparing others for change

DEVELOPING SELF

Caring for personal needs
Balancing work and life
Being self-directed and self-motivated
Having awareness of own personal styles
Planning own performance improvements
Disclosing non-negotiables
Improving interaction with others

I would add another 7 for FACILITATION (making 63).
Has anyone out there got any more to offer at this time?
What's missing? Thanks for sharing....

* Due to the ethics of research, the name of the organization studied must
remain confidential. Due to the proprietry nature of this list, I am not
permitted to publicly explain any competencies. Thanks for understanding.

REGARDS! Simon.

Simon Priest, PhD, retired prof. & founding member of "eXperientia"
"eXperientia" is a non-profit international consulting consortium

(in latin) "eXperientia" means conscious learning for life derived
from purposeful reflection on direct participation in action events

E-addresses: mailto:spriest@ups.edu mailto:experien@tscnet.com
Website URL: http://www2.tscnet.com/~experien/experientia.html 

-- 


Simon Priest <spriest@ups.edu>


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