home-External stairs-Key competencies of a manager for effective management of subordinates - a “scary” checklist for self-examination and assessment.

Key competencies of a manager for effective management of subordinates - a “scary” checklist for self-examination and assessment.

What is competence? Everyone puts their own meaning into this concept, but according to Wikipedia, competence is “the ability to apply knowledge and skills, to act successfully on the basis of practical experience in solving various tasks" Too streamlined for precise definition. However, this term has other interpretations, and they describe professional competence in much more detail. If we talk about the competence of a leader, it includes a huge number of points. The most important of them is the ability to manage other people. If a leader knows how to manage, then he is already quite competent. But this is absolutely not enough to become a successful manager. The ability to give orders in a commanding voice does not make a person a leader, despite the fact that he nominally is one.

What is competence

If we take a middle manager as an example, it turns out that his competencies largely coincide with the professional skills of higher-ranking managers. However, many similarities can also be found by comparing his competencies and the skills of managers occupying more modest positions in the company structure. What qualities does an experienced leader have, regardless of what position he works in? Both the department manager and the vice president of the firm have many of the same competencies, without which they would never become managers. They are worth taking a closer look at.

Key competencies of a manager

Professionalism– this is extensive experience and a store of universal knowledge that allows a manager to work effectively in a certain area of ​​activity of a company or organization.

Delegation of authority. One of the qualities of a true manager is the ability to delegate part of the work to other people. A good leader knows and can do a lot, but he understands that he cannot waste his time on solving secondary problems. His subordinates can easily handle them. Choosing the right performer who will exactly follow all the manager’s instructions is a very important skill for a successful manager.

Communication skills. A competent leader knows how to communicate with people in the “superior-subordinate” format without slipping into familiarity. The ability to keep your distance and at the same time maintain good and trusting relationships with the team is a skill that is developed over years of hard work.

Achieving your goals. One of the most important competencies of a manager. A manager must be able to turn problems into tasks, be responsible for the result and have complete control over the entire work process. Many inexperienced managers often lose their bearings while doing insignificant things. A good leader always calculates the situation several moves ahead and never loses sight of the main goal.

The core competencies of a manager also include:

  • Organization
  • Communication skills
  • Development of subordinates
  • Intellectual level
  • Innovation
  • Conflict Management
  • Forecasting the situation
  • Oratory skills
  • Efficient allocation of available resources

Manager's competencies

It is customary to distinguish between corporate and managerial competencies. Since the manager works on the company’s staff, he must comply with corporate rules and be as loyal as possible to the organization’s policies. Just like other employees, he must constantly improve his skills, have a good relationship with colleagues, be purposeful and maintain team spirit.

But along with corporate competencies, the position of leading manager imposes additional obligations on a person. To meet the level of his position, a manager must have the appropriate competencies. If this does not happen, and any manager sooner or later reaches the limit of his capabilities, both intellectual and physical, then the person risks losing his job.

And this happens quite regularly. According to the Peter Principle, in a hierarchical system any individual can rise to the level of his or her incompetence. This means that the manager will move up career ladder until he takes up a post in which he cannot cope with the responsibilities assigned to him. That is, he will turn out to be incompetent.

To prevent this from happening, the manager must constantly work on his skills. The level of competence is increased not only by constant practice - today managers must regularly attend seminars and trainings, where they can learn new approaches to personnel management. Without advanced training, it is very easy to pass the threshold of your own incompetence, since in many companies promotion is closely related to length of service. Thus, the new position may be the last in the work of a poorly prepared manager.

Leaders and managers

It is important for any manager to have a clear understanding of what type of managers he views. There are managers-leaders and managers-managers. You can become successful regardless of your psychotype - it is only important to turn your most striking character traits into tools effective management staff.

The disadvantages of leading managers include an overly optimistic vision of the company's future: they are excellent speakers, but their charisma often hinders them, since it is not always possible to advance far on motivation alone - they need long, painstaking work on each stage of the current project. It is difficult for a leader to concentrate on routine work; he is focused on achieving the goal as quickly as possible and is inclined to trust the solution of routine tasks to his subordinates. This approach can sometimes be flawed, as personnel who do not receive clear instructions can make many mistakes.

The manager-manager is focused mainly on work matters - for him, it is much more important to systematically move forward, strictly adhere to deadlines and follow approved instructions. It cannot be said that managers who belong to this type are in any way worse than their fellow leaders. Not at all. It's all about what business approaches the manager uses. He may not be able to speak vividly and figuratively, but he always has other tools at his disposal to motivate staff. Significant increase wages very often works better than the most fiery speech.

So it doesn’t matter what type of leader he is - if he is competent enough, it will not be difficult for him to cope with all the responsibilities assigned to him. Different managers use different approaches– in business and in the art of managing people there are no clear rules and immutable laws. If the chosen strategy is correct, and the tactics work to achieve intermediate results, then such a leader has all the necessary competencies to rightfully occupy his post.

Leadership skills. What should a leader be able to do to be successful, respected, in demand, and authoritative? How to earn authority? A good boss, what is he like? (10+)

Management competencies. What does a good, successful leader do?

What is a "Good Leader"

For guidance. A good middle manager is someone who can be entrusted with a task, spending a minimum of time on setting it up, be sure that the person will plan correctly and ask for realistic deadlines and resources necessary to implement the project, will not bother about trifles, but will promptly inform about the progress project, successes and difficulties, will complete the task on time.

For staff. A good leader will formulate goals, plan, and organize work so that there are no rush jobs and overloads. He will not let you start the business, he will regularly monitor, push and help, monitor the progress of things. Will lead the project to successful completion. Will appreciate the contribution. Organizes incentives.

The employee wants to know where we are going, which road we are going to take, and how we will navigate our way. The employee wants to believe that we will get there.

To motivate employees, you don’t need to be eloquent, charismatic, fiery, artistic, you don’t need to constantly communicate with every employee, you just need to be a good leader, possess the necessary skills, qualifications, and management competencies.

Competencies, skills of a manager, supervisor, boss

There are only five of them:

  • Setting a goal
  • Planning
  • Control
  • Motivation
  • Providing resources

Setting a goal

Employees must know where we are going, when we are supposed to arrive, how we will know that we have arrived, and what will happen there. We need a clear goal setting. A deadline needs to be determined. We need to understand why each employee needs us to achieve this goal. Will there be bonuses or moral satisfaction? You need to make sure that employees understand the goal and deadlines.

If you are currently your only employee, then you still need a goal, a deadline, an answer to the question “Why?”

Planning

The path should be divided into small steps, understandable in terms of the amount of work and deadlines. Every employee must know what and when he must do. It is ideal when employees themselves take part in drawing up the plan. Then they share responsibility for the plan. But it is not always possible to do this. In any case, employees must agree to the plan.

For yourself, in matters where only you are involved, you also need a plan.

Control

We must regularly check the plan and understand where we are. If someone is behind, something is done at the wrong time, then this is an emergency. It needs to be discussed, measures taken, and the situation corrected immediately.

In my life, I can say that the best leader is the one who doesn’t let things get started, regularly checks and hammers. Such leaders are called ideal by more than 80% of anonymous respondents. Everything is very simple. If a person is not controlled, then he is inclined to kick, procrastinate, pull, and net. As a result, a lot of things accumulate, all the work begins, hassle, discomfort from overload, failures, mistakes, failures. But a person is never inclined to blame himself. It's always someone else's fault. Usually the leader. And if the manager regularly monitors, then the pile does not accumulate, everything goes smoothly, everything succeeds, wages and ratings grow. An excellent leader, it is easy and pleasant to work under such leadership. And the secret is regular monitoring.

There are people who categorically resist planning and executing a plan. It is best to try to convince such a person personally, because there are many arguments in favor of planning and regular monitoring. Your management regularly monitors you, you must report according to plan.

If the arguments do not work, you should fire him without regret, even if he is a very competent and well-read person. He'll ruin the whole thing. If it is not yet possible to fire, then you need to specifically, emphatically not include this person in the plan, deprive him of participation in the common cause and, accordingly, the joy of success and material bonuses. The position in this case should be this: If you don’t want to work according to plan, I won’t work with you. If I can, I’ll fire you; if not, I’ll simply not include you in the work. Get your salary, since this is how things have turned out, I can’t fire you yet, but no bonuses, no incentives, no thanks, no financial assistance. You simply do not exist, you are an empty place for me if you cannot get things done on time.

Motivation

Understanding the essence of the project, its feasibility, steps and expected results is in itself a strong motivating factor. If you have already successfully done something with this team, then faith in you will create additional motivation. Also, care about people, value and respect them. Remember that they are not only employees, they are spouses, parents, travelers, photographers, etc. They have activities, concerns and interests outside of work.

Recognize and thank people for their support, achievements, and implementation of the plan publicly and privately, as well as in the presence of higher authorities. Remember, the success of your subordinate in the eyes of your superiors is also your success. Don't be afraid to show your best talent to management. But at the same time, do not create a competitor for yourself in the eyes of management - you do not need to encourage only one person all the time. There should be several "stars".

Providing resources

The project must be provided with resources. There must be enough people, equipment, raw materials, etc. There are isolated emergency situations, of course, and sometimes you have to make an oscilloscope yourself, but people should not constantly live at work and ruin their health.

Getting ready to become a leader

It is not necessary to demonstrate the listed skills in a leadership position. In any workplace, in any business, work or personal life, a person is his own manager. If you want to become a boss, grow in your career, or just be successful person, constantly function as a successful manager, demonstrate management skills. This will simply make your life easier, free up time, and bring additional income.

There is a theory that I have personally tested many times. If a person wants to become someone, then he must look, speak and behave like that someone. As soon as it fits like a key to a lock, it will immediately be in the right place. So look, talk, think, act like a leader, and you will quickly become one.

If you need individual advice on career issues, career advancement, effective project and general management, please contact.

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What strategies for developing competencies exist, what are the advantages and limitations of each of them, how to improve the skills of personnel in the most in effective ways, the site told the portalYulia Sinitsyna, Director of Consulting, Talent Q.

What are competencies?

In 1973, David K. McClelland published an article arguing that traditional aptitude and knowledge testing and educational credentials did not predict success in work and life. He called for looking for “competencies” in a person’s properties, motivation and behavior, which would determine the basic qualities of an individual that predetermine effective human behavior at work. Everyone knows situations when an excellent professional and recognized expert is put in charge of colleagues, but he cannot cope with new tasks. This is exactly the case when, despite having professional knowledge and skills, a person does not have managerial behavior patterns (competencies).

In his book The Competent Manager (1982), Richard Boyatzis defined competence as: “a basic characteristic of a person that may be motivated,

personality trait, skill, aspect of self-image, social role or knowledge..." In other words, competence is the result of the interaction of such employee qualities as:

Capabilities

Personality characteristics

Knowledge and skills

Motivation

We can offer universal model, which contains competencies related to three areas:

Relationship management - reflects how a person interacts with others.

Task management - reflects a person’s approach to organizing activities and solving business problems.

Self-management reflects the characteristics of the emotional-volitional and motivational spheres.

Development of competencies and strategies for their development

Each person is individual. However, there is a certain similarity in the fact that it is not easy for each of us to realize and agree with the need for changes in habitual behavior - our “image of ourselves” is supported and strengthened by habitual ideas.

The company can provide quite valuable methodological information on the development of competence. However, it is important to understand that it is the employee who bears full responsibility for his own development.

When you are going to develop one of the competencies (or some component part of it), it is first of all important to assess how acutely the employee feels the lack of development of this competency for efficient work or career development.

The fact is that motivation is the “engine of competence”, without which it is impossible to “go” anywhere. Motivation is practically not developed. The easiest way is to acquire and master new knowledge and skills. Personal characteristics and abilities are also developed, but to a lesser extent.

As a rule, the process of developing competence takes 2 years if it is actively used in work, but you can develop individual components, in particular those related to knowledge and skills (for example, an algorithm for setting goals), in a shorter period.

Developing competence from a minimum level to the required level, much less bringing it to automaticity, is a very difficult task. There are several strategies for developing competencies, each of which has its own advantages and limitations:

Competency development strategies

1. Development weaknesses

Peculiarities:

Improving the least developed competencies in order to “pull them up” to the level necessary for the effective performance of professional tasks makes it possible to reduce the likelihood of critical errors in work.

Restrictions:

It is not applicable for competencies that are difficult to develop, in which a component such as “Motivation” plays a predominant role.

2. Compensating for weaknesses through the active use of strengths

Peculiarities:

Competencies developed at a high level are used to compensate for the lack of development of other competencies.

Restrictions:

The tendency to adhere to a familiar style of behavior limits the ability to adapt to changing conditions.

The predominance of behavioral manifestations of any one competency carries risks (described in detail in Appendix No. 1 “Typical risks of excessive concentration on the development of competence” and Appendix No. 2 “Career destructors”).

3. An integrated approach to competency development

Peculiarities:

The combination of actions to “tighten up” weaknesses and compensate for them using the most developed competencies makes it possible to achieve best results through balance in improving all competencies.

Thus, a comprehensive strategy is most effective, since it allows you not only to rely on your strengths, but also work on the least developed competencies, achieving balance and harmony in development, as well as efficiency in behavior.

FIRST Development Principles

In order for the competency development process to be effective, it is necessary to adhere to the FIRST principle of continuous development:

Focus on priorities(focus on priorities) - define development goals as precisely as possible, choose a specific area for improvement;

Implement something every day(practice regularly) - regularly perform actions that contribute to development, applying new knowledge and skills in practice, solving more complex tasks, going beyond the “comfort zone”;

Reflectonwhathappens(evaluate progress) - constantly monitor the changes occurring in your behavior, analyze your actions and results achieved, the reasons for successes and failures;

Seek feedback and support(look for support and feedback) - use feedback and support in learning from experts, experienced colleagues, listen to their opinions and recommendations;

Transferlearningintonextsteps(set yourself new goals) - continuously improve, constantly set new development goals for yourself, do not stop there.

Competency development methods

Competencies can be developed using several methods. In order for the improvement of competencies to occur most effectively, it is necessary to use development methods from three main categories, each of which involves its own way of mastering models of successful behavior, is characterized by its own advantages, as well as some limitations:

1. Tell (the study of theory) - identifying models of successful behavior in the process self-study theoretical material (business literature, video courses, searching for materials on the Internet, etc.), as well as during participation in thematic educational programs(trainings, seminars, courses, obtaining a second higher education in another specialty, MBA degree and other educational programs).

2. Show (learning from the experience of others) - identifying models of successful behavior by observing people in work situations who have high level developing these competencies, discussing with them ways and techniques that allow them to achieve high results; as well as improving competencies with the involvement of a coach, mentor, and receiving feedback from experienced people.

3. Do (application in practice) - mastering models of successful behavior through regular application of acquired theoretical knowledge in real activities, both when performing tasks that are part of the employee’s direct responsibilities, and when performing special tasks and projects that are additional to the main responsibilities or not related to professional activities.

Advantages and limitations of use various methods development

1. Tell (study of theory)

1.1. Self-education

(business literature, video courses, Internet, etc.)

Advantages:

Provides an opportunity to obtain the theoretical knowledge necessary for development at a convenient time

Allows you to deeply understand and work through the theoretical material necessary for development.

Regularity of self-education activities is a test of personal motivation

Restrictions:

There is not always enough time to independently study theoretical material.

It is difficult to assess the urgency of self-development due to the lack of feedback from other people.

It is not always clear how this or that technique or approach can be applied in real life.


1.2. Attending trainings, seminars and other educational programs

Advantages:

Allows you to gain basic knowledge and skills on a topic of interest.

Provides the opportunity to consult with teacher trainers who are experts in this field.

Helps organize the knowledge and skills that you already possess.

Restrictions:

During the training, tasks are used that simulate specific work situations, but do not reflect the complexity of real problems.

During the training, new skills are not fully consolidated; they need to be practiced in real practical activities.

2.1. Observing the actions of others

Advantages:

The opportunity to obtain information about specific practical techniques that are effective in real business situations (including in your company).

The ability to master models of successful behavior by observing the behavior of people with a high level of competence development, regardless of whether they are employees of the company.

Allows you to consult with experienced colleagues, ask for their opinions and specific recommendations about the best ways doing the work.

Restrictions:

It is not always possible to find people in your environment who are the standard in the area in which you are focused on developing.

More experienced colleagues or other ideal models of behavior may achieve success using methods that are not suitable for you personally, and you will not be able to apply them.

Experienced performers are not always able to talk in detail about the methods and techniques that they use to achieve success, or explain the scheme of actions.

2. Show (learning from the experience of others)

2.2. Receiving feedback, development with the involvement of a mentor, coaching development with the involvement of a mentor, coach

Advantages:

Allows you to find out the opinions of the people with whom you most often interact in professional activity, about your behavior (colleagues, subordinates, manager).

The opportunity to discuss and, together with an experienced mentor or coach, develop action plans that correspond to the specifics of your activity.

Assumes individual approach, provides the opportunity for more targeted adjustments to your competencies.

Restrictions:

Feedback received from colleagues may not always be objective.

Your inner willingness to hear critical assessments is necessary.

It can be difficult to find employees within the company who will help you develop on a systematic and regular basis,
provide mentoring.

3. Do (Practical Application)

3.1. Development in the workplace

Advantages:

Provides an opportunity to consolidate the knowledge and skills you have acquired through independent study of literature, completing trainings and educational programs, observing the behavior of other people, etc.

Allows you to regularly practice the necessary skills and styles of behavior in familiar work situations.

Provides high involvement in development, because You can notice an increase in work results when you apply new knowledge and skills.

Restrictions:

It will not be effective enough without preliminary theoretical preparation.

Effective when used in combination with other methods of individual development.

Using insufficiently developed and practiced skills in real work situations can lead to errors and temporarily reduce efficiency.

Your current job responsibilities and tasks may not always allow you to practice new knowledge and skills in practice.

3.2 Special assignments/projects

Advantages:

Provides an opportunity to practice the necessary skills and behavior when there are no suitable conditions for this in your professional activity.

Allows you to practice the necessary skills and behavior in atypical situations.

Restrictions:

Such a project should be necessary and useful to the organization or to you personally.

Special assignments and projects do not allow you to regularly practice skills, because... appear from time to time.

Boss is discordant with boss (folk wisdom)

The topic is no longer new, but still relevant: the success of an organization depends on the competence of its leaders. Not only in times of crisis is it very important to rely on the ability of managers to concentrate on efficiency in achieving goals; during periods of government complications, the need for the skill of managing the emotional state of the team (emotional intelligence) is added to the skill of efficiency. These skills are important at any time, but now without them it is especially difficult to achieve any results.

And at the same time, a large percentage of managers cannot always clearly formulate a goal, let alone evaluate the effectiveness of the process of achieving it. I'm not even talking about having emotional intelligence. Unfortunately, until recently, Ukrainian companies paid little attention to the development of management skills of managers. Perhaps it's time to grow.

If you think the same, let's discuss the ideal image of a Leader that any company would like to have. Of course, there are characteristics of managers in different industries (a production manager will be different from a sales or service department manager), and the requirements for a top-level manager and a middle-level manager will be different. Therefore, I propose to discuss now only general trends using the example of a middle manager. Depending on the job level or industry requirements, this competency model can be expanded or simplified.

First of all, the manager must be a professional in his field and possess professional knowledge . It is for his professionalism that his subordinates will respect him. Therefore, it is often professionals in their field who are promoted to managers. Like, “he does well himself, he can organize others well.” Unfortunately, this rule does not always work. Because professional and managerial skills are in different planes. And sometimes the ability to organize a process well is more important than skills good performance separate subprocesses.

A weak leader is a potential threat to the company: Not only can he not improve the efficiency of the department, he often finds it difficult to maintain the level of productivity that was before him. Sometimes a newly appointed manager begins to use sharply authoritarian methods - issuing commands and instructions, which greatly demotivates his subordinates. Sometimes, on the contrary, the manager is afraid to complicate relations with subordinates and follows their lead. I often meet managers who are so afraid of losing the personnel transferred to them that as a result they fall under “control” through the manipulations of lower-level employees. It is clear that when a company needs to make changes, or revise processes, or reduce the number of operations (which can lead to layoffs of people), such managers actively impede the changes being carried out. Weak managers are afraid to make decisions and take responsibility and, accordingly, delay or sabotage necessary changes, which can lead to financial losses for the entire company. And finally, weak leaders are afraid of appearing weak - often they are not ready to learn from their colleagues; they rather compete and strive to show that their colleagues are wrong. This leads to an unhealthy competitive environment within the company and increases the losses described above.

How to improve the health of your team and strengthen your leaders? Firstly, we need to clearly understand what kind of managers we want to see in our company, and for this we can use a manager’s competency model.

So, in addition to mastering his profession, a good middle manager must know :

— basics of financial literacy and economics. He must understand what turnover, profit, payroll, ROI, EBITDA, etc. are...

— tools for analyzing the “present situation” and planning the “desired”

The leader must apply the following skills :

— planning skill (the depth of planning depends on the business, the structure of the company and the place of the manager in the structure) and budgeting upcoming periods;

—process organization skills achieving your goals. This skill includes, but is not limited to:

- setting goals

— control and feedback to the employee

— adjustment of plans

- making decisions

— skill of achieving expected results with optimal resource consumption. This skill also includes time management and self-management skills.

— people management skills:

— formation of an efficient unit (making effective personnel decisions, selection, development, communications management)

— motivation and inspiration of subordinates, choosing the right management style

- communication skills

— for external communications: holding negotiations, meetings, presentations

— and for internal ones: holding meetings, building interpersonal relationships, interaction with other company structures

And finally a good leader has the following personal qualities :

- he is responsible – accepting a task, he takes responsibility for its implementation, for finding all the resources to complete it, he clearly outlines the deadlines for completing the task, focusing on real opportunities;

- he is proactive and result-oriented (and not on the process). This means that he is looking for ways to achieve his goals, offers new solutions and ways to implement them, at the moment when he encounters complications - he changes tactics, but does not change the goal;

- he is flexible and thinks positively , which means that in any situation he is ready to see opportunities for his development and the development of his unit. Such a person is ready for change and constant self-improvement and learning;

- he is a team player -he knows the goals of his colleagues, he prioritizes team goals above his own, is ready to establish working connections between departments, values ​​and provides mutual assistance;

- he has highly developed emotional intelligence – he understands the feelings of his colleagues, manages his emotions, choosing constructive ones for a given situation, knows how to give and receive feedback and influences the emotional state of his colleagues.

Of course, these are not all the necessary skills for a leader. Each organization may have its own additional requirements for managers. Also beyond the scope of the review were such qualities as honesty, decency, etc.

And, looking at this list of skills and personal qualities, the question naturally arises: “where can I get one like that?” In the following articles, we will look at the principles of selecting managers and ways to develop them within the company.

Expert comments:

Marina well revealed the key competencies of a leader.

I would like to add a little detail to the “professionalism” competency.

I like to call this competency a little differently – “Excitement at work.” I believe that a leader should love his work more than life. For him, the desire to realize his career should come first life priority. Why is that? A leader must have more energy than all his employees. He should be their “wind in their sails.”

This does not necessarily have to mean that the manager spends more than 12 hours at work. But such a leader will really think about work 24 hours a day, 7 days a week.

Mikhail Pritula,

And about. HR- director of STB

This article perfectly reflects the general portrait of a middle manager.

I agree with the author that a manager is, first of all, a leader who knows how to think strategically and lead a team. And in the second - good professional in your area. Not every highly qualified specialist will be able to competently set a task, motivate colleagues and thereby achieve positive results. To do this, he must have personal qualities that allow him to do this successfully. Is it possible to develop leadership qualities in yourself? That's another question.

Marina also emphasizes the importance Emotional intelligence for the leader. And in this point of view I am ready to support the author. After all, a manager, being a decision maker, regularly faces situations that require monitoring the emotional state of himself and his subordinates.

It is worth adding that the instability of the country’s current economic situation requires today’s managers to develop crisis management skills. He must have not just good analytical thinking, but the ability to quickly make decisions in a difficult situation, the ability to “listen and hear” interlocutors in conflict situations and are not afraid to make unpopular tough decisions.

Yulia Kirillova

senior consultant

ANCOR Personnel Ukraine

The question of having deep professional knowledge in one’s specialty for a manager is rhetorical and does not have the only the right decision. Perhaps it all depends on the field of activity. For example, in a leadership position in the technical or IT field, it is difficult to imagine a person who does not have deep subject knowledge. After all, on the one hand, he needs to be able to assess the effectiveness of the work of his subordinates, and this is impossible without professional knowledge, on the other hand, to gain their authority, and on the third hand, to act as an intermediary between his department and others, which, as a rule, do nothing do not understand the specifics of the work of technical specialists. Such a manager sometimes has to act as an advocate for his subordinates and explain to other departments the full significance of the work of his department. At the same time, there are functional areas in which the communication and management skills of the manager play a much greater role. In our practice there was an example very successful leader legal direction, who had slightly less knowledge of the law than his subordinates. But at the same time, this manager was able to structure their work very competently, take into account the interests of all stakeholders and make sure that the internal client was satisfied, and this can be very difficult to do on a large scale big company, where the interests of different groups and departments may conflict with each other. He is the epitome of a brilliant communicator and negotiator.

In addition, it is very important that the manager is well versed in the company’s business and understands how the work of his department affects the picture as a whole. A leader must be flexible and very sensitive to any changes in the external environment. He must be ready to make non-standard and sometimes unpopular decisions in a highly competitive and rapidly changing environment.

There are several types of leaders (Adizes wrote about this and not only). Some have a very strong process-management component. This type of leader is needed by a company during a period of stable, calm growth, when it is necessary to ensure the consistency and orderliness of all processes. In others, the innovative component is very pronounced. You cannot do without such people when a company needs to reach new horizons or overcome a crisis. Based on the company's goals, the manager's competencies will be somewhat different. The scope of his leadership also leaves its mark on the requirements for a leader. For example, a sales director or financial director will have in their profile both general managerial competencies and those that will be dictated by the specifics of the profession.

Maria Mikhailyuk

Senior consultant

Recruiting agency PERSONNEL Executive

What competencies should a leader have? Very interest Ask, which requires an answer to understand what constitutes a boss today who can effectively manage a company.

Types of manager competencies:

  • General corporate;
  • Personal;
  • Professional;
  • Managerial.

General corporate competencies

General requirements of the company for its employees.

Example:

The manager, like all employees, must use existing skills as well as learn new ones. Moreover we're talking about not only about constant learning, but also about using the acquired knowledge in practical work. It is necessary to be able to interact effectively with colleagues, achieving coordinated actions to achieve set goals. It is required to be focused on clients, their needs, and also be result-oriented, successfully solving the tasks assigned to the company, and constantly achieving those goals that are determined during the operation of the business.

Personal competencies of a manager

  1. Innovation, innovation;
  2. Development of solutions;
  3. Ability to work with information;
  4. Achievements of goals;
  5. Self-regulation and endurance;
  6. Initiative and determination;
  7. Sociability and confidence;
  8. Attitude towards others;
  9. Development orientation;
  10. Constructiveness towards yourself.

The personal competencies of a leader are related to the potential inherent in nature. The qualities and competencies of a leader in this case have very strong connections. For example, not all managers are proactive and decisive enough, which negatively affects the management of the company; lack of confidence becomes the reason for the company’s unstable behavior among competitors, etc. However, if desired, all of the above competencies can be developed. The development of personal competencies allows you to become a modern leader capable of ensuring the efficiency of the company.

Professional competencies of a manager

Professional competencies are the requirements of a specific profession + requirements for a leadership position. In this case, the manager’s competence includes:

  • Professional knowledge, skills;
  • Achievement orientation;
  • Organization of activities, control;
  • Motivation and development of employees;
  • Ability to influence subordinates;
  • Ability to organize your own work.

An effective leader must know everything about the direction of the company's activities, and have a complete understanding of it. However, it is important to be able to manage, focusing on achievements. A manager who is able to organize work, monitor the progress of its implementation, and at the same time motivate his subordinates to achieve results, without forgetting about the organization of his activities, is undoubtedly valuable for any company interested in effective leadership.

Managerial competencies of a leader

What are the managerial competencies that are considered managerial? Let's highlight TOP 5:

  • Leadership;
  • Strategic thinking;
  • Technological competencies;
  • Organizational skills;
  • Own efficiency.


Leadership presupposes the presence of confidence, the ability to quickly make decisions in any situation, and lead the team. Strategic thinking - be able to solve problems outside the box, have a penchant for decomposition and forecasting. The most valuable leader is the one who has a complete understanding of technological aspects activities of the company, has full-scale technical knowledge. In turn, organizational skills presuppose a manager’s ability to form a unified team, which allows him to create a strong framework for the company. Self-efficacy, expressed in the ability to present oneself, the ability to persuade, and accurately express one’s thoughts, is also important.

What competencies are important for a leader? How to develop them?

All of the above competencies must undoubtedly be possessed by a modern leader. The success of management and the achievement of results, expressed in the fact that the company and the business as a whole are constantly developing, reaching new heights, without stopping there, depend on each of them.

Any of the competencies of a company director can be developed. Trainings for managers provide an opportunity to reach a level that allows us to talk about effective leadership. Training participants are trained by specialists who have extensive experience in transferring knowledge that allows them to improve themselves. Classes are based not only on theory. Practicums included in trainings improve learning outcomes and allow you to successfully apply the acquired knowledge in future work.

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