■ Willingness to take risks.
■ Ability to inspire enthusiasm.
■ Toughness.
MANAGERIAL EFFECTIVENESS
As a manager and a leader you will be judged on not only the
results you have achieved but the level of competence you have
attained and applied in getting those results. Competence is
about knowledge and skills – what people need to know and be
able to do to carry out their work well.
You will also be judged on how you do your work – how you
behave in using your knowledge and skills. These are often
defined as ‘behavioural competencies’ and can be defined as
those aspects of management behaviour that lead to effective
performance. They refer to the personal characteristics that
people bring to their work roles in such areas as leadership, team
working, flexibility and communication.
Many organizations have developed competency frameworks
which define what they believe to be the key competencies
required for success. Such frameworks are used to inform deci-
sions on selection, management development and promotion.
Importantly, they can provide the headings under which the
performance of managers and other staff is assessed. Managers
who want to get on need to know what the framework is, and the
types of behaviour expected of them in each of the areas it
covers.
The following is an example of a competency framework.
■ Achievement/results orientation.The desire to get things done
well and the ability to set and meet challenging goals, create
own measures of excellence and constantly seek ways of
improving performance.
■ Business awareness.The capacity continually to identify and
explore business opportunities, understand the business
opportunities and priorities of the organization and
constantly seek methods of ensuring that the organization
becomes more businesslike.
■ Communication. The ability to communicate clearly and
persuasively, orally or in writing.
How to be a Better Manager 11