Remember Management 101? I do, from both sides of the desk. I have just given you the answer to this question from MGMT 101: What are the four functions that managers perform?

The functions really have not gone away. They might be expanded significantly and defined more clearly but what has not changed! However now in the field of human behavior, there is more emphasis on what it takes to PERFORM successfully. This emphasis is to perform in the top quartile or even higher--the top 10%--as a manager, but better yet, as a leader. There's now a focus on competencies: the knowledge, skills, and abilities needed for PERFORMANCE AT A HIGHER LEVEL.

• communication adroitness
• competitive perspicacity (pur spi ka city)
• customer centric
• diversity champion
• development--subordinates and self
• interpersonal savvy
• problem solving AND decision making
• strategic perspective

During the past week, I received a number of emails asking why I selected the competencies that I listed. Why not risk taking, negotiating, team player, ethics, etc., etc.? Actually, those competencies that I listed are some of MY FAVORITES and reflect a general leadership style that I decided is needed for success at planning, organizing, controlling, and motivating. By the way, I also like the Coaching competency but I see Communication and Development as the underlying basis for that one.

Each organization selects competencies based on their own perspicacity (defined as acuteness of perception, discernment, or understanding) as to what it takes to be successful at leadership in general (or at a particular position). Specific competencies may be required of jobs within the company such as: Marketing (Presentation Skills), IT (Technical Learning), Purchasing (Negotiating), Process (Quality) and so on. We try to limit the number of competencies to seven or eight (ten as a maximum) per job.

The competencies then become the fit for selection, development, and promotion. We use competency-focused (behavioral-based) interviewing to select (hire) our employees. We develop our employees based on competencies needed in their current positions. (Seldom would we find someone rated high in every competency.) We can develop competencies required for career progression. (Competencies are certainly a driver for the succession planning process.) We can rate candidates for promotion based on the competencies required for the new position. We do not usually rate competencies as the basis for performance appraisals. We measure performance for performance appraisals. Competencies make successful performance possible!

There are a number of ways to identify competencies for positions in companies. Personal interviews, focus groups, and competency card sorts are the three that I use. For each position we analyze the background, experience, and perception of senior managers, prior incumbents of the position, and those currently in the position. Usually we select highly-rated performers to study; however for research purposes, we might sprinkle in a few incumbents who have been less than successful.

In the analysis, we attempt to identify the knowledge, skills, abilities (KSAs) gained through school, work, and personal experiences that may have led to success. We then translate those KSAs into competencies.

The full package for each competency includes a definition, behaviors demonstrating the competency in the workplace, and development suggestions. Again, we usually use the competencies for selection (hiring), development, and career progression.

Defined
Works with clients and customers to assess their needs, provide information or assistance, resolve their problems, or otherwise satisfy their expectations.

Behaviors In Our Workplace

• initiates action/response to any customer complaint or inquiry
• listens actively to understand the customer
• patiently addresses customer problems
• stays calm in the face of customer anger or stress
• considers each customer interaction as important
• looks for cost-effective and efficient alternatives to meet customer needs
• includes customer perspective in tactical and strategic business decisions
• seeks customer input on the impact of changes to our products and/or services

Development Ideas

• conduct a customer satisfaction survey
• settle a dispute with a customer
• conduct a customer focus group regarding the impact of changes to our products and/or services
• make a presentation to a group of customers
• visit customers with marketing and/or sales reps
• attend a customer service class (internal/external)

Competency-Based Questions

• Tell me about a time when you had to ask a customer a lot of questions in order to find out what they really wanted.
• Describe an experience when you had to deal with a customer who complained loudly about your product and wanted to exchange it. How did you handle the situation?
• Give me an example of a time when you solved a problem for a customer and won additional business from him/her.

First, determine the company's overall leadership competencies. These become the foundation for all management and supervisory positions and a significant part of the descriptions of most professional/technical jobs. Other department- or business unit-specific competencies are usually added. Today, customer centricity and championing diversity are regularly included on everyone's list of competencies. Seven or eight competencies (ten as a maximum) are usually selected for each position. Also, a list of behaviors that demonstrate each competency is generated.

As mentioned in the third part of this series, these competencies are the fit for selection, development, and career advancement.

Very few (superstar) job candidates come to us with all the knowledge, skills, and abilities that we require for a particular position. I have seen job specs include wish lists of 20-25 competencies...in search of the ideal person! I am certain that no company checks for evidence of all those competencies. Job specs may require experience in certain areas, but experience does not guarantee high-rated competency! Giving a brief presentation may be a test of presentation skills. A hands-on exam may be a good indicator of computer literacy. However, competency-focused (behavioral-based) interviewing is the core of the selection process.

We do not usually rate competencies as the basis for performance appraisals. We rate employees' competencies for development in the current position. When a weakness is determined, we help the employee strengthen the competency in order to improve the related performance.

For career management, supervisors and employees should be aware of the job specs and associated competencies for other positions within the company. The candidates for advancement can be rated based on the competencies required for the new position.

Inventory competencies for a succession plan. We rate each candidate on competencies for each position for which he/she is being considered. From this information, make candidate development decisions or plan to seek candidates from outside the company.

Competencies make successful performance possible, and we pay for performance!