The_Essential_Manager_s_Handbook

USING COMPETENCIES / 113

Writing your own competencies

Using a set of standard competencies—

such as on the next pages—to define

leadership roles may well be appropriate

to you. Alternatively, you can identify

and list competencies by learning from

others’ experience—this is just one of the

many benefits of joining a professional

body for managers or leaders. The

best option, however, would involve

developing your own competencies—

ones that would accurately target your

company’s objectives and values.

PUTTING COMPETENCIES

TO WORK

The Chartered Institute of Personnel

and Development (CIPD), a leading

professional institute in the UK,

wanted to define the behaviors of an

effective leader. With involvement of

the management team and a cross

section of staff from all departments,

eight core leadership competencies

were identified and published in an

internal document. A five-year

leadership development program

was designed to develop managers’

competencies. Development

reviews, feedback, and self-

assessment, measured the

progress of managers through

a wide range of activities. The

program included tailored

workshops, case studies, action

learning sets, executive coaching,

and cross-functional projects that

developed leadership and helped

the organization move forward its

strategic plan.

Case study

Objectives

10

competencies should

be all you need to target

company objectives

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