By John K. Allen, Ed.D.
Finding management talent is a challenging task. Organizations have two choices - select it or develop it. But what exactly are the attributes of management talent?
Most executives have a picture of management effectiveness in their mind. This picture is usually expressed in phrases such as "a good leader", "aggressive", or "a take charge person." However, these descriptions are imprecise and difficult to measure or explain to a manager who is underperforming. As one French manager asked me in confidence, "What does 'go for the goal line' mean?" Such expressions convey an emotional message to some employees, but provide little useful information in terms of selection, performance appraisal, or professional development.
Recent research suggests that it is possible to define a common or generic set of management and supervisory competencies that are observable, job
Experience suggests that about three fourths of the competencies which are described as necessary for success in any particular job are common to that position in different industries and organizations, while the other one fourth consist of technical or organization specific knowledge or skills.
A review of ten studies on management and supervisory skills including empirical research such as AT&T's Management Progress Study, and validation work done at the U.S. Office of Personnel Management, as well as management texts, development guides, and training programs, shows that 11 generic competencies or job dimensions for managers and supervisors emerge.
They are as follows:
1. Problem Solving: Identifying problems, gathering the relevant information, generating alternative solutions, and weighing the merits of each potential approach.
2. Planning and Organizing: Establishing a course of action for oneself and others to accomplish specific results. Coordinating efforts to work as a team.
3. Decision making: Using logic, judgment, and common sense to choose among alternatives.
4. Management Control: Establishing and using tools and procedures to monitor work, assess productivity, insure quality, and confront short falls in performance.
5. Leadership: Influencing a group toward accomplishing the organization's goals by using authority or personal leadership qualities such as charisma, warmth, or technical skills.
6. Sensitivity: Understanding the needs, feelings, and motivations of others to deal effectively with people.
7. Initiative: Pursuing organizational and self-development goals independently; using initiative rather than merely reacting to problems and events.
8. Oral Communication: Presenting information orally in a clear, concise, and effective manner to groups or individuals.
9. Written Communication: Writing reports, letters, and memoranda that communicate effectively and that are formally correct.
10. Technical Knowledge and Skill: Solving technical problems; understanding the technical requirements of the work under supervision; having the capabilities to train or coach others to perform the job under supervision.
11. Knowledge of Company Culture: Understanding the formal and informal rules, norms, relationships, and expectations that govern the conduct of work within the organization.
Many people feel that "either you have it or you don't." "Managers are born and not made," they say. This is a time worn belief originating in the doctrine of the Divine Right of Kings that holds that leadership ability is genetically transmitted. However, we know from research that this is not true. There is not a single set of traits, abilities, or life experiences that predict leadership ability.
Nearly everyone can improve his or her management and leadership skills. However, we have all seen the manager who cannot seem to improve in spite of extensive training, coaching, or developmental experiences. There are limits to how quickly or how far someone of lower ability will progress toward management or leadership competence. Therefore, the effective organization will spend considerable time and attention selecting candidates for management or supervisory positions who have the necessary threshold levels of ability to benefit from training and development and to perform at a competitive level within a reasonable amount of time. The generic competencies can be applied to facilitate the selection and development process in the following ways:
Selection and Identification of Talent. The competencies can provide a convenient starting place for identifying the critical knowledge, skills, abilities, and personal characteristics for any supervisory or management position within your organization. Tests, job simulations, or interview questions can be selected or developed to assess each of the critical dimensions.
Training and Development. The generic competencies can be the subject matter of training
Performance Appraisal. The generic competency dimensions can form the basis for valid and job related performance appraisal on dimensions which are central to the job of manager or supervisor. Each dimension can be tailored to the particular organization. For example, leadership might be broken down into its various components on a performance rating scale as follows:
Leadership: Influencing a group toward accomplishing the organization's goals using authority or personal leadership qualities such as charisma, warmth, or technical skills.
1=Fails to Meet Requirements
3=Meets Requirements
5=Exceeds Requirements
-Ability to give direction in a clear and concise manner. 1 2 3 4 5
-Ability to motivate others to work toward common objectives. 1 2 3 4 5
-Ability to give guidance on job and career related matters in a competent fashion. 1 2 3 4 5
-Ability to represent management decisions to subordinates. 1 2 3 4 5
-Knowledge of when leadership can be delegated to others. 1 2 3 4 5
In summary, the search for the core or essence of good management practice need not be a frustrating effort that yields vague expressions or personality traits that are difficult to measure and change. Research suggests that there are generic competencies that are common to management and supervisory positions across organizations. These core competency dimensions can form the basis for an organization's selection, training, development, and performance appraisal systems for virtually all management and supervisory positions.
Special thanks to Robert Minick, Ph.D., who conducted the background research for this article.
© 2007 West Falmouth Associates. All rights reserved.