Competencies Ob

7/31/2019 Competencies Ob

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INTERPERSONAL

COMMUNICATION

The ability to listen and get ideas across effectively,

using the right channels at the right times, and

providing specific data to back up ones observations

and conclusions.

To communicate is to create value by transmitting

and/or receiving a message with a particular content.

Much of the value added by communication lies in the

learning that takes place in the persons involved, For

that value to be realized, the channel, the timing, the

language and the attitude of those taking part must be

appropriate to the content of the message and the

characteristics of the individuals concerned. On the

other hand, communication is inevitable: whatever we

do or refrain from doing, whatever we say or leave

unsaid, we always convey a message. That is why its

so important to listen and interpret both explicit and

implicit messages.

Characteristic behaviors

Gives messages that are specific and have a definitecontent.Finds the right moment to say things, without leavingconversations unfinishedAdapts his language and style to the person he isdealing with.Has a clear, sincere and effective manner of talking.

Listens and encourages people to give their opinionsand views.

Symptoms of deficiency

Says things at the wrong moment pr in the wrong toneof voiceGives messages that are unspecific, confused orcontradictory.Lacks the flexibility to adapt his discourse to hisaudience.Does not listen to other peoples arguments or elseinterprets them from his own angle.Lacks the sensitivity to correctly interpret otherpeoples problems.Gets distracted and lets his attention wander while theother person is speaking, or else interrupts.Questions for reflection

Am I capable of focusing my attention on what

the other person is saying throughout the

conversation, trying to understand his state of

mind, his reasoning, etc?

Do I try to stop myself from thinking about what I

am going to say next while the other person is

still speaking? Do I often interrupt other people?

Do I choose the right channel and the right time

for saying things?


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Do I adapt my message to the intellectual and

emotional receptivity of my audience?

Suggestions for improvement

Convince yourself that you can and must learn from everyone.

Try to hold conversations in which the other person talks morethan 50% of the time, understanding and taking in what he issaying.Try not to distort the other persons message, filter things outor be swayed by prejudices.

Make an effort to organize your ideas and the information youwish to convey, without rambling.

CONFLICT MANAGEMENT:

The ability to diagnose, deal with and resolve

interpersonal conflicts promptly and without allowing

personal relationships to suffer as a result.

Any interaction between people involves the possibility

of latent or explicit conflict. A leader must be alert to

the tone of conversations and conflicts, basically there

are two dimensions to be taken into account: rational

and emotional. Rational conflict tends to be explicit andinvolves disagreement on some specific matter.

Emotional conflict is on a personal level. Combing these

two dimensions, we get the following possibilities:

DISAGREEMENT UNITY

CONFRONTATION AGREEMENT

Disagreement

Agreement

RATIONAL


Accepts disagreements on matters of opinion.Looks for points of agreement between contrasting

positions, trying to be constructive and seeking

dialogue.Deals with conflicts promptly, rather than trying to

avoid or disguise them.Takes the emotional content of any conflict into

account, so as not to harm the personal relationship.

Knows how to neutralize personal offense byapologizing and accepting apologies when necessary.

Intuitively detects possible sources of conflict and is

quick to find a solution before its too late.


Perceives disagreements as personal matters and

reacts defensively

.Is incapable of detecting latent conflict situations.Seeks unity at all costs and doesnt allow any room for

healthy and constructive argument.Would rather cover up conflicts than face them squarely

Is unwilling to apologize, even when he knows he is in

the wrong.In situations of open confrontation, doesnt know how to

steer situation back to the terrain of rational argument,


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repairing any emotional upset, arising from the conflict.

Questions for reflection

Do I accept disagreement or criticism of my

point of view and take it in a constructive

spirit, rather than as a personal attack?

When there are disagreements, do I bear in

mind the need to protect the personal

relationship by being careful what I say and

how I say it?

Do I deal with potential conflict situations

promptly?

Am I capable of apologizing and accepting

apologies from others?


Focus on the issues, without getting personal.Always be polite in your language and tone, so as not to

offend the other person.

Accept disagreements as an opportunity to beconstructive, searching for new areas of agreementFace up to conflicts, without fear of upsetting anyone,

rather than avoiding them or covering them up.

Charisma

The ability to obtain co-workers commitment, inspire

their confidence, give meaning to their work and

motivate them to achieve their objectives.

Charisma is a core capability in any leader. In fact,

several authors have suggested that the ability to

motivate others is the very essence of leadership. A

Leader who has charisma is able to get his people to

work with a sense of mission. For that to happen, his

followers need to trust him as a leader: his vision, his

capabilities and his intentions. A charismatic leader

always puts himself in front when there is a challenge to

be faced and bases any demands he makes on his own

good example. Charisma comes into its own in times of

difficulty, when a special effort is needed or a strongerbelief in the leader.


Encourages and inspires his people by highlighting thepositive and motivating aspects of problems.

Fosters a sense of responsibility and professionalism atwork.Is first in line when an effort has to be made to fulfill themission that has been assigned.Bases his relationship with his subordinates on trust.Demands attentions to detail, with authority based onhis own reputation and example.Helps his subordinates to appreciate the value andmeaning of their work.


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Is interested only in accomplishing his objectives,

without caring how or what for.Demands sacrifices from others without putting himselfon the line.Is Negative and ungratefulUses the carrot and the stick as the principal means ofmotivating his subordinates.Is not as demanding as he should be for fear of conflictwith his subordinates.Promotes an atmosphere of distrust.


Do I demonstrate what it means to work with a

sense of mission?

Do I demand a lot of myself before demanding a

lot of others?

Do I do the right thing at all times, so that my

behavior is an example to my subordinates?

Do I make efforts to show my subordinates that

their work has a meaning?


Make an effort to consider others as people withaspirations, interests and plans of their own,beyond the desire to earn money or keep out of

trouble.Think about the true value of your own and otherpeoples work, and who is affected by the result ofit.Work to the highest standards and with convictionbefore asking others to make sacrifices.Trust in your subordinates commitment.Thank your subordinates for their efforts to dotheir jobs better.

DELEGATING

The ability to ensure that everyone in the

team has the information and the resources he

needs in order to make decisions and accomplishhis objectives.

Delegating is the art of giving each person as

much freedom to decide and act as is

appropriate to his circumstances and the needs

of the situation. Delegating moves between two

equally negative poles: on the one hand, being to

possessive, making all the decisions and

monitoring peoples every move; and on the

other, being too willing to relinquishresponsibility and let others make all the

decisions, even if the situation demands more

direct managerial control. The right balance will

depend, at any given moment, on the maturity of

the subordinate and the importance and urgency

of the specific task to be performed.



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Supervises his peoples tasks & projects withoutinterfering in the details.Tries to broaden his subordinates field ofresponsibility.Leaves his subordinates to get on with their jobs,giving help when asked.Asks his subordinates for their opinion when decidinghow to tackle problems.Gets his subordinates involved in generating andanalyzing alternatives.Knows what decisions to delegate to each person,depending on each one abilities and circumstances.


Feels a need to do everything himself.Monitors too closely the details of the tasks he hasdelegated.Tends to underestimate his subordinates.Defines every task he delegates down to the lastdetail, stifling any stir of initiative on the part of hissubordinates.Delegates too much, without giving enough support& without Monitoring process.Delegates only what he doesnt have time to do

himself.


Do I know my subordinates abilities and

interests?

Do I properly plan the tasks and projects

to be carried out?

Do I worry about losing control or power

whenever I delegate?


Explain what youre delegating and why it isimportant. Avoid going into minute detail aboutexactly how the task is to be performed.Delegate everything that the situation allows,without losing overall control of the project.Delegate complete tasks rather than parts of tasks.Delegate tactics; keep the strategy for yourself.

Delegate the short term; keep the long term foryourself.Delegate to subordinates who can do the job welland those who can nearly do it well. Delegatinghelps people to develop.Stay close and be alert to your subordinates in casethey need help, but dont interfere in the details.Trust your people.

COACHING: The ability to help develop each

persons potential. For a manager, thecompetency of coaching consists of:

Helping subordinates to correctly diagnose

their strengths and their improvement

areas. Formal system, such as

competency evaluations, may help, but a

manager also needs a watch how his

subordinates behave from day to day.


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Helping subordinates to design

personalized challenges that will assist

their development. A manager needs to

decide which projects are most suitable for

the development of which subordinates.

Standing by subordinates in their

improvement process, giving timely advice

and encouragement and making demands

when necessary.


Devotes time and attention to his subordinatesShows an interest in his subordinates circumstances,needs and interests.Demonstrates great trust in his subordinates, withoutmaking premature judgments.Knows when to give feedback, based on specific facts.In concert with his subordinates, designs a personaldevelopment plan, helping them to set improvementobjectives.Corrects constructively, offering feasible solutions.


Is impatient of his subordinates defects.Would rather select talent than develop it.Avoids correcting mistakes and giving negativefeedback.Is inaccessible to his subordinates, either because he isalways too busy or because he shows no interest.Avoids discussing personal development issues withsubordinates.

Doesnt devote any time to drawing up personalimprovement plans for his subordinates or tosystematically monitoring their progress


Do I really care about the development and

training of the people who work with me?

Am I aware of each of my subordinates personal

circumstances, interests and expectations?

Am I willing to invest part of my time in

developing other people?

Do my subordinates mistakes irritate me and do

I tend to lose my temper?


Convince yourself that devoting time to your people ispart of your job.Ask & listen to your subordinates to find out about their

development needs.Adopt an attitude of serving your subordinates, ratherthan being their boss: as a coach, you are there to helpthem.Draw up a calendar for monitoring your subordinatesprogress and stick to it.

TEAM WORK


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The ability to foster an atmosphere of collaboration,

communication and trust among team members.

A team consists of a small number of people with

complementary capabilities who have a common

purpose and shared objectives for which they are

mutually responsible. The results of a teams work

cannot be reduced to the sum of the individual

contributions. The heart of the team is its mission. A

teams identity and commitment depend on the depth

and transcendence of the mission. The relationship

among the members of a team is one of

interdependence and collaboration and requires a

certain unity of opinion and action. For that reason, its

not uncommon for there to be conflicts, which have tobe dealt with. That requires specific rules of

communication, decision making and action, so that in

all circumstances team members have clear, shared

expectations.


Adheres scrupulously & responsibly to all team rules &agreements.

Avoids personal comments at times of disagreements.Identifies with the teams objectives & makes them hisown.Instills morale & enthusiasm in the members of theteam to which he belongs.Promotes constructive dialogue among team members.Attends and gives priority to team meetings.


Neither knows nor shows any interest in what otherteam members are doing.Is late to team meetings.Works on his own and doesnt think of the overalloutcome.Doesnt instill energy and enthusiasm in the teamDoesnt trust in what other team members are doing.Confuses conflict of ideas among team members withpersonal conflict.


Are we really a team or just a group of people

who happen to work together?

Do I see team meeting as a nuisance or as an

opportunity?

Am I reluctant to give up part of my

independence in the interest of more effective

team work?

Do I know and value the abilities and knowledge

of the members of my team?


Make an effort to get to know the members of your


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team better.Turn disputes into proposals for improved team rulesor working procedures.Look for the teams deeper meaning: a mission basedon a real service

In order to feel that you really are a member of theteam, take the common objectives as your own, carryout your allotted tasks responsibility & enjoy thecommon achievements.

PROACTIVITY

INITIATIVE

The ability to behave entrepreneurially, initiatingand driving forward the necessary changes

forcefully and with a sense of personal

responsibility.

Showing initiative means taking responsibility for

making things happen, rather than passively

waiting for someone else to do something or for

things to happen by themselves. Any attempt to

bring about changes in oneself or the

environment should be the result of carefully

meditated and responsible decisions.


Promotes improvements in his department.

Participates actively in generating new ideas for hiswork.Analyzes problems from new angles.

Vigorously tries to overcome other peoplesresistance to, change without being discouraged.

Acts independently in his field of action, without theneed for consultation at every step.

Is capable of taking on new challenges.


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Do I really believe that its possible to change

things?

Do I continually try to improve my environment?

Am I able to identify opportunities for change?

Do I confine myself to nothing shortcomings and

defects I see in the environment or do I set

about improving it?


Take the time, as part of your job to think how thingscould be improved and experiment with new ways ofdoing things.Pay more attention to your environment, exercise yourcuriosity and ask yourself why things are the way theyare, whether they could be any other way, etc.Become more self-confident by making small decisions,

analyzing the risks and focusing on what needs to bedone.Propose an improvement in your department and try tofollow it through

OPTIMISM

The ability to see the positive side of things, have

faith in ones own abilities and face difficulties with

enthusiasm.

Trust in ones own abilities and a positive attitude are

indispensable for promoting and managing change.

Being confident that things can improve is a great help

when it comes to overcoming difficulties. Given the

right attitude, those difficulties can become learning

opportunities. The enthusiasm that accompanies such a

trusting and responsible attitude is a powerful source of

energy and motivation that helps and stimulates the

people around us. Effective optimism is realistic, stable

and mature. It is founded more on reason than on

sentiment. Optimism takes strength from experience:

every success, however small, reinforces it. And yet, a

person may continue to be optimistic despite difficulties

and setbacks. As the saying, hope is the last thing you

lose.


Is convinced that things will turn out well, provided the

Is content with the way things are present and feelsincapable of changing the world.Allows situations to take controls: he thinks this isjust the way things are.Doesnt have time to try out anything new: justkeeping up with daily tasks is too much for him.Rejects change and new situations.Tends to be terrified of making mistakes and failure.Likes always to do things the same way and prefersnot to question anything that already works well

enough.


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appropriate means are made available.Does everything with enthusiasmRecovers from professional and personal setbacks in asporting spirit.Isnt put off by difficulties.Points out the positive side of every situation.Gives encouragement to others in times of difficulty.


Is full of uncertainty when he has to make a decision.Faced with a new situation, his first reaction is one ofskepticism.Often gives up in the face of obstacles that prevent him

from acting on the environment.Allows himself to be overcome by pessimism at the firstsign of difficulty.Tends to see only the negative side of things.Goes to pieces whenever he suffers a professional orpersonal defeat.


Why am I so easily discouraged? What do I gain

from being discouraged?

What can I find that is positive in every event?

Do I enjoy meetings challenged that demand an

effort?

How can I help to give the people around me a

more positive view of things?


Where there is no enthusiasm, put in enthusiasm andyou will get enthusiasm out of it.Be more appreciative of the positive things around you;be more thankful.Dont give up: giving up is the worst of all failures. Tryto face difficulties with hard work, effort and a sportingspirit.

Reinforce your attitude with small victories, notexpecting to achieve everything at the first goIn difficult situations, remember that youre not alone,nor are you the first person ever to have faced aproblem.Try to remember the achievements and successesbetter than the failures. Put your failures behind you,but learn from your mistakes.

AMBITION

The ability to set high goals for oneself and others,

and to pursue them resolutely. Healthy ambition is a

critical leadership competency. Without ambition there

can be no leadership. Ambition is the greatness of spirit

that leads a person to set himself difficult-but

attainable- goals and pursues them tenaciously. To do

that, he must have a passion for excellence, refuse to

be content with what he has achieved so far, and be


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capable of sacrificing immediate rewards for long-term

gains. Ambition leads a person to dream of things that

others dont see, to dare what others are afraid to

contemplate, to preserve in an undertaking when

others lose heart, to try again when others give up, andnot to compromise on essential matters when others

do. Ambition combines an attitude of rebellion against

the way things are with the hope of achieving a better

world. Healthy ambition particularly needs maturity:

prudence, justice, fortitude and temperance. Immature

ambition is dangerous for oneself and for others.


Is impatient of mediocrity and the status quo.Commits to difficult objectives when necessary.Pursues his objectives with perseverance, not tiringuntil he has achieved themTackles tasks with determination.Defends his views steadfastly.Aspires to excellence in all he does.


Is easily deterred and often abandons projects beforecompletion.Doesnt have any projects that he is genuinelyenthusiastic about.Doesnt have the strength of will to carry through onmedium & long-term tasks.Frequently gets bored and switches activities.Looks for immediate rewards and short-term results.

Questions for Reflection

Do I need to get immediate results from my

work, or am I able to keep up the effort even ifthe results are slow to materialize?

Do I constantly change activity and objectives,

leaving things half done?

Do I get enthusiastic about new personal and

professional projects or do I prefer to carry on

with my usual routine?

Do I consistently hold to my views or do I giveway easily in the face of opposition?


Set yourself a personal and a professional objectivewith a five year horizon. Where would you like to be in aparticular respect? What would you like to learn or be inthe future?

Make a plan, setting out the intermediate goals youmust achieve in order to accomplish the five-year goals.Start to resolutely take steps to achieve the first goal.Tell somebody else about your plan & ask him to helpyou persevere with it.Exercise your will with small, daily challenges: delayhaving a break until a particular task is completed, startwith the most urgent tasks even thought they are theleast appealing, etc.


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SELF-MANAGEMENT

TIME-MANAGEMENT

The ability to prioritize objectives schedule activities

appropriately and execute them in the time provided.

Time is a scarce resource and as such must be

administered and managed efficiently. To use resourcesefficiently, we must answer two questions:

What do we want to do? (Define objectives &

make plans.)

When do we have to do each thing? (Schedule

and prioritize activities.)

To answer those two questions correctly, we need to

distinguish between what is urgent and what isimportant. The pressure to deal with what is urgent

should not lead us to put off what is important. Besides

planning our activities well, we also need to actually do

what we have planned and complete it in the time

provided. For that, we need to use time management

tools: identify the thieves of time, use a calendar or

planner, delegate responsibilities, etc. The most

important of those tools, the one without which it is

impossible to manage time effectively, is self control:

we are the biggest thieves of our own time.


Allocates the appropriate amount of tie to each task.Avoids unnecessary interruption.Uses a calendar or planner to schedule his activities.Is organized: knows where everything is kept and canfind it easily when he needs it.Knows when to say no to tasks that will prevent himfrom accomplishing his objectives.Has clear priorities and respects them consistentlywhen allocating his time.


Does not meet deadlines, allows work to pile up, haspoor productivity.Devotes a large part of his time to urgent tasks, whichare not always important.Puts matters off until he has no choice but to deal withthem, but then acts hastily and at a high cost in termsof time.Has a major imbalance between his personal andprofessional life.Never has time for anything, even though he never getsmuch done.


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Do I have time for leisure, time to relax and do

what I enjoy?

Do I have time for my family and friends?

Do I regularly set aside time for reflection, time

to be on my own and meditate?

Do I make room in my schedule for training

activities and learning about things that are

important for my job?


INFORMATION MANAGEMENT

The ability to identify and effectively process

information that is relevant to ones job.

Every day, we are on the receiving end of an avalanche

of unfiltered information, some of it important, someutterly trivial, some well founded, some mere opinion,

rumor or comment. Beside the information that comes

to us, we also go out protectively search for

information, which can be time consuming. Lastly, we

need to treat every piece of information differently:

discard it, keep it, and work on it (expand it or

summarize it), and/or communicate it to others. The

vital thing, therefore, is to manage information

effectively, so that nothing relevant gets lost and our

files are not swamped with material that is of no

interest to us.

Specifically, we need to:

Have clear criteria for separating what is

important from what is trivial.

Have equally clear criteria for assessing the

accuracy of information.

Have the necessary (physical and technological)

means to store the important information

according to how it is to be used, or else send it

on to the appropriate person.

Have the necessary determination to discard

whatever is not likely to be useful to us in the

medium term and /or whose accuracy is seriously

questionable.


Beware of the limited amount of time available andvalue it accordingly. Do what is important.Learn to use a calendar or planner effectively. At thestart of each day, review the tasks to be completed.Set priorities among your various commitments anddistinguish what is urgent from what is important.Be realistic when deciding how long it will take you to

complete each task.


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Uses reliable source of information in his work.Keep open any channels of information he needs for hiswork (email, press, Interviews, etc .)Knows how to extract what is essential from theinformation he receives.

Keep only such information as is relevant to his work.Discriminates between urgent information andinformation that can wait.Distribute information to the right people.


Wastes a lot of time dealing with channels ofinformation that are unreliable or irrelevant :newspapers, magazines , the internet, etc.Uses only his memory to store important information orto remember where he has stored such information ,instead of having an organized information storagesystem.Is not up to date with what is happening in theenvironment :new trends new products , etc.Keep absolutely all the information he receives , withoutdiscriminating between what is important and what isnot and then never looks at it again.Does not distribute the information he receives to the

people to whom it may be of interest.

Question for reflection

Is my desk usually covered in documents that

seemed interesting at one time but that I have

never got around reading?

Do I have an effective system for storing relevant

information?

Do I keep up-to-date with all the information that

is relevant to my work?

Do I read everything that comes my way or, on

the contrary, do I try to select what is genuinely

interesting?


Decide on specific criteria for distinguishing what is of

interest to you from what isnt.Separate what concerns you now from what mightconceivably be needed in the medium term future.Throw away anything that is not relevant or that youcan easily find elsewhere.Spend some time every week reviewing and managingthe information you have stored for later use.

Use in effective filing system for storing information.Regularly set aside time for organizing thatinformation.

STRESS MANAGEMENT

The ability to maintain ones composure in especially

tense situations.


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Stress can have a devastating effect on ones health,

and also on ones personal and family life, as well as

ones professional life. Therefore, it is essential to learn

to identify early signs of stress, avoid situations that

produce stress and know how to cope with it if, in spiteof everything, it appears. Generally speaking, a

balanced life, with the appropriate amount of time

given over to leisure, friends, family and work, is the

most effective way to prevent stress.


Is able to detect symptoms of stress and takes torelieve it.Devote enough time to rest.Has balanced life habits.Find time to relax and forget about work.Is capable of living his work behind when he is withfamily or friends.Maintain a balance between personal and professionallife.


On a physical level, the symptoms of stress are veryvaried: irritability, loss of appetite, sleep disturbance,tachycardia, etc.On a psychological plane, the most common symptomsare: inability to concentrate, ill temper, hyperactivity,emotional instability, etc.As stress is a general disorder (that is to say, thesymptoms vary widely from one person to the next), the

clearest sign is any major change in behavior: forexample, is a normally withdrawn person starts tobehave expansively, or vice versa.Conflicts between work responsibilities and familyresponsibilities.

Question for reflection

Do I know what factors cause me stress?

Am I capable of dealing with such stress

situation?

Do I have symptoms of stress, such as frequent

headaches, mood swings, lack of concentration,etc?

Am I able to forget about work when I get home?

How many hours do I rest?

Do I devote enough time to my social life, seeing

friends, being with my family?


Get to know yourself better, so that you know whatweapons you have available for dealing with stressand the situations that cause it.Learn to control your own emotions and feelings andto relax, finding the right moment and using the righttechniques.


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Broaden your social support network(friends, family,etc.) as far as possible and nurture deepinterpersonal relationships.Try to become more sensitive to the factors thatproduce stress, so as to be able to avoid the

circumstances in which they appear.Develop the strength of will to respect, as far aspossible, the hours set aside for sleep, rest, etc.

PERSONAL IMPROVEMENT

SELF-CRITICISM:

The ability to accept and come to terms with ones own

limitations and errors.

Accepting and coming to terms with ones limitations

and errors is not the same as being satisfied with ones

personal circumstances and denying all possibility of

improvement. Self-criticism has nothing to do withnegative thoughts of self-sabotage or destructive

perfectionism. Rather, it is the ability to recognize that

there are some things that one is better at than others,

that could be avoided and that there are certain specific

behaviors and attitudes that one needs to improve.

Self-criticism is having the humility to accept the facts

about oneself without making excuses; it is having the

simplicity to be open to other peoples constructive

criticism and sincere opinion, without going on the

defensive; it is having the common sense to understand

that nobody is perfect. Self-criticism is the gateway to

self-knowledge.


Acknowledges his limitations without making excusesfor himself.Accepts feedback with an attitude of openness and adesire to improve.Is grateful for other peoples advice.Takes a constructive attitude toward his own mistakesand tries to learn from them

Accepts his responsibility for failures, and apologizes.Accepts helps in areas where he needs to improve.


Doesnt acknowledge his mistakes but always tries toblame them on somebody else. Consequently, he tendsnot to apologize either.Considers himself perfect in what he does.Reacts badly to criticism and suggestions.

Will not accept help from anybody. Insists on tacklingevery problem himself.


Do I find it difficult to admit my responsibility for

mistakes, and do I always look for somebody else

to blame?


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Do I see criticism as an opportunity for

improvement?

Do I acknowledge that certain aspects of my

performances could be improved?

Do I ask for help when I see that I dont know

how to do something?


Apologizes when you have offended someone,even if you are not the only to blame. Try toacknowledge your share of the blame first.Regularly remind yourself that youre not perfect

and that that is not a crime. A person who thinkshe is perfect Is the least perfect of all.Try not to be afraid of criticism and of lettingpeople see you as you are: you dont judge aperson by the number of times he falls over, butby the number of times he picks himself up.Learn to laugh at yourself.SELF-KNOWLEDGE

The ability to understand what sort of a person

one is and how one reacts in different

circumstances, in personal and professional life.

In a sense, self-knowledge is the primordial

competency: it is the starting point for

diagnosing the areas for personal development.

That is why the motto inscribed on the Delphic

oracle is such as classic .

Knowing oneself requires an effort of

introspection and reflection, and a certain

capacity to analyze ones own behavior by the

light of sentiments one experiences. A person

who is superficial, proud or impetuous will find itdifficult to enter his own world and understand

himself.



Doesnt examine his own behavior and doesnt ask forfeedback from those around him.Sets unrealistic deadlines and objectives.Acquires commitments that he cannot meet.Has no command over his feelings and is unaware ofhow they influence his work and other people.Is incapable of behaving in a way befitting his positionwith respect to environment.


Do I often take on tasks that are beyond me?

Would it be relatively easily for me to list those

of my behaviors or habits that need improving?

Have I identified my own strengths, the things I

do really well?

Makes a habit of examining his own behavior.Asks for feedback from colleagues in order to improvehis behavior.

Asks for feedback from his superiors in order to learn.Knows his own weaknesses and strengths.Reflects on his experiences in order to know himselfbetter.Analyzes his feelings and how they affect hisperformance relations with others.


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Do I regularly use my strengths to offset my

weaknesses?


Devote some time to reflecting on yourself andanalyzing your behavior. Ask yourself questions such as:What do I do really well? Why do I do those things sowell?If necessary, look to some serious and proven type oftest for help; it may provide a basis for later reflection.Ask for feedback from people who know you and whomyou trust.Learn to take note of and analyze your own emotionalreactions: What makes me angry? Who do I feeluncomfortable with? What makes me really happy?

LEARNING:

The ability to acquire new knowledge, change ones

habits and be open to change.

Self-criticism and self-knowledge enable a person to

know and accept himself as he really is: with all his

strengths and weaknesses. In a sense, although self-

criticism and self-knowledge are habits, they operate

primarily on the rational plane. Learning, by contrast,

has to do with action in its purest state: change. But

learning is not just change: its also crystallization. The

ability to learn starts with change, but ends with a

permanent attainment or habit. Change for changes

sake is usually a sign of frivolity, impetuousness and

above all, immaturity. Learning requires the patience to

seek results in the medium term, even though it is astruggle at first and the results are not apparent. The

ability to learn doesnt necessarily deteriorate with age,

but there is a certain youthfulness about it: a youthful

person is one who retain his ability to learn something

new, however old he may be; conversely, an aged

person is one who, however young he may be, contents

himself with what he is and aspires to nothing more.



Tends to make excuses for himself along the lines ofthats just the way I am.Shows no interesting in improving.Is easily discouraged when trying to learn a new subjector skill.Lacks confidence in his own potential to improve

Maintains a positive attitude to changes, perceivingthem as learning opportunity.Is patient when he does not improve as fast as hehoped.Devote time to personal and professional training.Undertakes to improve his behaviors, setting himselfspecific goals to achieve that end.Seeks out situations and relationships that will enrichhim and help him to develop personally andprofessionally.


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personally and professionally.


Right now, do I have any clear and specificpersonal improvement objectives?

Do I have enough patience and tenacity to

monitor my weaknesses and try to improve

them?

Do I try to learn from new situations, even if it

demands more effort?

Have I succeeded in changing any bad habit inrecent months?


Be inquisitive. Ask other people how they do it. Try todo the same yourself.Design a personal improvement plan and commit to it.Share your commitment with someone close whom youtrust.Look for support at the toughest moments of learning

process: dont be discouraged by difficulties and dontexpect miraculous or immediate results.Maintain a mentality of continuous personalimprovement: the aim is not to attain a predefinedlevel, but to keep on learning.

SELF-GOVERNANCE

Decision Making

The ability to make right decision at right time.

Decision making is a critical activity not only for

managers but for all of us in our daily lives. The steps

for effective decision making are:

1. Define the problem or situation that the decision

is about.

2. Gather the necessary information to be able to

identify reasonable alternatives.

3. Generate action alternative that would resolve

the problem, anticipating the consequences of

each one.

4. Determine criteria for choosing among the

alternatives.

5. Choose an alternative, in light of the criteria

defined previously.

All correct decisions are made following those

steps. But a correct decision is not necessarily

the Right Decision: there is an element of

uncertainty in every decision, factors that are

beyond our control. And because of those


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factors, a correct decisions may turn out not to

have been the right decision. Even then,

however, the fact of having adhered to a

rational decision making process will always

serves as justification for the decision.



Gets carried away by hasty conclusions and tends to makesnap judgments on situations and people.

Does not stop to think of second or third alternatives, butstops at the first and most obvious oneLeaves problems half solved or creates more difficulties inresolving them.

Does not draw up an action plan but acts in an impulsiveand disorganized fashion.


Do I spend enough time defining the problem,

analyzing all the attendant circumstances and

gathering all the relevant information?

Do I make an effort to look for other alternatives

or do I content myself with the first thing that

comes into my head?

Do I analyze each alternative, weighing the pros

and cons and trying to foresee the consequences

of each one?

Once I have made a decision, do I design a

realistic and detailed action plan?


When tracking a problem, start by analyzing its maincauses.Develop alternatives that eliminate one or more of themain causes of the problem.Specify the criteria that are relevant for choosingamong the various alternatives.Draw up detailed action plans for each decision,thinking of what might go wrong and what othersolution might work if the one have chosen fails.

SELF-CONTROL

The ability to undertake costly actions.

When faced with a problem, is able to select the informationthat is relevant for solving it.Analyzes the root causes of the problem, rather beingcontent with the obvious explanation.

Systematically explores several alternatives and analyzestheir foreseeable consequences.Defines and weights the criteria for choosing amongalternatives.Makes his decisions at the right time.

Submits his decisions to other peoples judgment beforeputting them into effect.


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This simple definition encloses one of human beings

most powerful weapons: the ability to sacrifice

something here and now in the interest of future

benefit. Colloquially, it is known as willpower.The

more valuable and pleasurable the thing we sacrificeand/or the more remote the things we aim to

achieve thereby, the greater the degree of self-

control required to make that sacrifice. The best

personal improvement plan and the help of the most

competent coach will be no avail unless we have the

will power to dominate our emotions. A person

without self-control is at the mercy of his emotions

and, basically, is much less free- and more easily

manipulated than a person who is able to

dominate his will.



Is easily distracted and has trouble dealing with issues in anydepth.

Needs continuous gratification to sustain his effort.

Gets tired very easily and leaves things unfinished.Reneges on his undertaking at the least sign of difficulty.Is swayed by what appeals to him most at any givenmoment.Tends to delude himself and make excuses for not gettingthings finished.


Am I capable of resisting tiredness in order to

complete complex or laborious tasks?

Do I finish whatever tasks I have started?

Do I make a conscious effort not to give up at the

first sign of difficulty?

Do I make an effort to do what I know I ought to

do at all times?

Resist tiredness.

Is constant and orderly in his work.

Finishes the tasks he begins, despite any difficulties that mayarise.

Does what he considers necessary at any given moment,rather than plumping for the easiest or most attractiveoption.Is capable of making sacrifices to achieve his objectives.

Concentrates in depth on each issue, not skippingsuperficially from one to the other.

Reacts in a balanced way in conflict situations.

Is patient of his own limitations and those of others.

Adopts a respectful tone when correcting other peoplesmistakes.Maintains a stable state of mind, not swings violently at theleast change in circumstances.Is sensitive to other peoples joy and sorrows and shows hissympathy naturally and without exaggerations.Calms tempers at moments of high tension.


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Make a serious resolution not to abandon a task untilyou have completed it.Set yourself small challenges every day and get into the

habit of overcoming any difficulties they may entail.Gradually practice self-control, aiming for small dailyvictories, and congratulating yourself on yourachievements.Ask a person trust to help you keep your resolutions.Review your progress with that person, as well anydisappointment or difficulty you may encounter.

EMOTIONAL BALANCE

The ability to react to each situation with theappropriate emotions and state of mind.

Anemotionally balanced person is not someone who iscold and incapable of being influenced by feelings and

emotions. Nor is it a hypersensitive person who takes

everything too much to heart. Emotional balance is

manifested, on the one hand, in the ability to empathize

with the affective messages one receives from the

environment, and on the other, ability to express ones

own emotions with moderation. A stable state of mind,

without extreme high or lows, allows a person to

entertain the emotions and feelings that are

appropriate to each situation. Emotional balance is

reflection of maturity.



Reacts disproportionately or violently to situations oftension.

Is primary in his reactions and acts or speaks without

thinking.Is variable and unpredictable in mood, and is affected byall kinds of circumstances.Exaggerates when expressing his emotions (happiness,sorrow, anger etc)Loses his calm when faced with a problemMakes inappropriate remarks and criticism, and tends toadopt a tone that is inappropriate to the circumstances andthe people he is addressing.Questions for reflection

Are my reactions out proportion (in either

direction) to the circumstances?

Do I have outburst of ill temper?

Is my state of mind more or less stable?

Am I able to control and understand my

emotions?


Analyze your Behavior and your reactions objectively toidentify situations in which you tend to lose your calmor react in an exaggerated manner. Ask yourself whythose particular circumstances upset you and what yougain from getting upset in those situations?Try to keep your state of mind stable, seeking acounterweight to each emotion: see defeats as an


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opportunity for learning and be humble in victory, faceyour fears and console yourself in sorrows, etc.In arguments, try to maintain a degree of detachmentand adopt a conciliatory role, not taking offense whenyou are the target of personal attacks.

Learn to express your feelings naturally, withouteccentricity or exaggeration, and without false modestyor excessive rigor.

INTEGRITY:

The ability to do the right and honest thing in any

situation. Integrity is the mark of a person who is of one

piece, intact, clear, honest and consistent. It does not

seem particularly difficult, and in fact most peoplewould consider themselves to be people of integrity.

And yet, being consistent 24 hours a day, 7 days a

week, 365 days a year can be a heavy burden if it does

not reflect the inner reality of the person, that is , if it is

merely show. Our subordinates, our children, our

pupils there are a lot of people watching us

throughout the day. People who see every

incongruence, every falsehood, every difference

between what we say, what we think and what we do.

The example that a manager, a parent or a teachergives is founded on integrity understood in those terms.

And that good example, in turn , is the foundation of

trust and true moral authority.



Refuses to be pinned down or give a straight answer.

Usually does not do what he says he will and is inconsistent.

Is unlikely to keep confidential information to himself.Makes promises that he cannot keep.Blames others for his own mistakes.Is easily manipulated: he is liable to abandon his principlesunder pressure.

Questions for reflection:

Do I set a good example for those who work with

me?

Do I see to it that my decisions are consistent

with my principles and values?

Is justice a criterion I take seriously in my daily

decisions?

Do I keep my promises, even if doing so is a

heavy burden?


Stop to think what the basic principles that guide youraction are: correct hem where necessary and be true tothem.Try not to judge others, at least not too hastily; forgive,understand and correct, rather than judging andcriticizing.Know your own limitations: if you do not know a thing,admit it; if a task is beyond you, ask for help; if you knowthat you are not going to be able to meet a deadline, try

Says what he thinks and act accordingly: he is sincere andtransparent.Says the truth when it has to be said, and in pleasant way,without hiding anything.

Keeps his promises.Uses confidential information with due care, avoiding harmto others.Behaves in line with his principles.

Acts fairly in recognizing, defending and claiming eachpersons due.


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to negotiate.Act in such a way that if what you do were be publicizedon the front page of top selling local newspaper, youwould be proud of it.

RESOURCE MANAGEMENT

The ability to use economic and material resources in

the most appropriate, timely, economic and effective

way to obtain the desired results.To use resources

efficiently we need to know:

Not only the goals of our own department but the

goals of company as a whole.

The resources available, not just economic

resources but all kinds of resources (knowledge,

information, time etc)

The possible alternative uses of each resource

Management is the art of sacrificing one thing in

order to achieve a higher objective. Whatever his

functional area or specific activity, every manager

must be sensitive to the resources consumptioninvolved in any activity or investment. That

consumption affects not only his particular unit but

the whole company.



Perceives disagreements as personal matters and reactsdefensively.Is incapable of detecting latent conflict situations.Seeks unity at all costs and doesnt allow any room forhealthy and constructive argument.

Would rather cover up conflicts than face them squarely.Is unwilling to apologize, even when he knows he is in thewrong.In situations of open confrontation, doesnt know how to steersituation back to the terrain of rational argument, repairingany emotional upset, arising from the conflict.


Whenever I use an organizational resource, am I

aware of the impact on the organization?

Do I organize my own work and the work of

others so as to avoid duplication of effort, time

wasting and other inefficiencies?

Do I monitor the resource consumption of my

team?

Do I try to find more effective and efficient ways

to achieve objectives?

Knows the objectives and work out the best and mostefficient way to achieve them.Assesses the impact of his actions on the companyseconomic performance.

Takes into account the opportunity cost of the resources thathe commits.Takes resource profitability into account when makingdecisions and committing resources.Monitors the actual productivity of the resources employedand controls any deviations.Exploits and values every type of resource: financial,material, time etc.


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Suggestions for improvements

NEGOTIATION

The ability to forge agreements that are satisfactory to

all involved by discovering or creating elements that ad

value to the relationship.

Being a good negotiator doesnt mean being able to

get the best deal for one party at any price, but getting

the best deal for all parties, while maintaining a

relationship of trust among them. To achieve that, a

manager must:

Respect the other party: avoid making personal

comments during negotiations.

Gather information: negotiate on the basis of

facts, not suppositions.

Put himself in the other persons position and try

to work out what the other person can and

cannot concede.

Maintain a consistent, polite and fair attitude

throughout the process.



Lacks the imagination to find points of agreement.Does not respect the people taking part in thenegotiation.

Gets into the habit of thinking carefully about any actionplans you have drawn up to achieve objectives, assessing

them in terms of efficiency and effectiveness.Make a point of considering all the resources that are to beused, not just the economic ones: human resources, time,etc.Take an interest in the work other people are doing, so as toexploit possible synergies and avoid duplication of work.Plan your projects resource requirements well in advance,using project management tools: flow charts, pareto charts,etc.

In negotiations, is able to win concessions without giving wayon matters that are non-negotiable and without souring therelationship.Plan the negotiation calendar well, setting clear deadlines.

Knows how to be forceful and direct, and diplomatic at thesame time.Finds new points to negotiate that make the relationshipmore rewarding.In negotiations, adheres strictly to facts without getting intopersonal issues.Is able to quickly win the trust of the parties to thenegotiation.


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Tends to spoil relationships during negotiations bygetting into personal issues.Is incapable of remaining diplomatic, polite andpleasant during negotiation.Does not fully understand the other partys needs or

how to resolve them.Does not keep to the present timetable for negotiation.


Do I prepare for the negotiation beforehand,

deciding what I want to achieve and what I

can afford to concede?

Do I spend enough time analyzing the needsof other party, finding out how much scope he

has to give way or shift his position?

In negotiation, do I get into personal matters?

Do I keep a proper balance between my non-

negotiable positions and issues on which I can

be more flexible?


Avoid overly rigid starting positions: invariably theyelicit the same reaction.Try to start the negotiation by addressing the issues onwhich there is the greatest scope for agreement.Make sure you are well informed: the more informationyou have about the other party, the better able you willbe to work toward a solution in which both sides win.If you cannot come to an agreement, decide which

issues need further thought and draw up a calendar forthe continuation of negotiation process.Learn to apply pressure while at all times maintaining acordial and civic tone.

NETWORKING

The ability to develop, maintain and use a broad

network of relationships with key people in the

company and the industry.

Having a network of effective relationships can help a

manager to:

Keep up to date with the latest developments in

areas that are relevant to his business.

Have access to more relevant information.

Stay informed a new opportunities, trends, etc.

Have a wider array of options for obtaining the

necessary resources and support.

Creating and maintaining a network of that kind

requires:

Time, as it tends to be something that one builds up

informally.

A willingness to share information and

respond to requests from other people in the

network.


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A positive commitment and deliberate efforts

to keep the contacts active and involved.

Characteristics behavior

Maintains contact with various institutions to broadenhis sphere of influence.Has an influential circle of friends with whom he sharesinformation and contacts.Knows how to obtain support from his contacts.Tries to cultivate informal relationships with key peoplein his work environment.

Is familiar with key relations and important socialspheres inside and outside the company.Understands the forces that influence those who makedecisions and knows how to use them.


Does not like to establish informal relationships withpeople in his professional circle.Shows no interest in social events associated with hisfield of business.Does not find the time to establish informalrelationships with people in his work environment.Considers informal meetings to be a waste of time.Does not know which people, events or institutions arekey for his activity.Does not make the most of his contacts with importantpeople to resolve his personal or professional needs.


Do I know who to ask for an option when I am

facing a difficult decision?

Do people come to me regularly to talk

informally about work issues?

Do I regularly attend formal or informal events

related to my work environment or do I try to

by making excuses?

Do I more or less explicitly make time in my

schedule to take informally with colleagues at

work?


Be generous in doing favors to people you know,without expecting anything in return.Ask favors of the people you know when you needthem, even if you have nothing to offer them inreturn.Try to keep up with any social forums that arerelevant to your business and make an effort toattend.Take particular care to remember faces and names.


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Organize your schedule to allow time for maintainingand developing interpersonal relations with people inyour work environment.

Competencies Ob

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