Developing Managerial Behavioral Competencies

Learn from This Discussion
Roli Binwal, Manager, India
Looking to learn something meaningful from this discussion, as we're planning the same in my company also.

Managerial Competencies Development
Ksenia Ovsyannikova, HR Consultant, Hungary
It depends on what are your objectives and main drivers for this. Also which company you are doing it for?
You can choose various models of competencies from having one single competency model to designing specific competency profile for each position. If it is a service delivery firm then the second would work well, but in case of production and FMCG company it would be better to further break down the competencies depending on the value drivers of a chain within the value chain.
Also you might consider KPIs within performance management as a more effective tool to drive networking rather than competencies as you need to embed assessment and training programmes to make it work.
I hope this helps, but it is really a very broad topic so further discussion is needed for sure.

Best Practices: Leadership/Management
Bill Boynton, Teacher, United States
My thoughts on best management practices would be to (have them) look into how Leadership and Management practices align with each other, but are also different.
Management being about things, processes, planning, resources, etc. Leadership more emphasizing the soft side of management, people, empathy, dialogue network, visionary focus, which passes into the followership of the whole organization, institution, team (people) etc.
Leadership is the key "learned" discipline, as it is a the core for any organizational success.

Building Better Managerial Competencies
Tariq Shareef Younis, Professor, Bahrain
No doubt that leaders play a great role to drive all things in any organization to be competitive. As the term 'lead' implies; by nature who leads means the person who paves the road map for the followers as @Bill Boynton commented on this topic.
Practices here and there will promote the way the leaders led their followers.
In the above abstract definition we can open new platforms for further discussions; bad leaders led their blind followers to the worst competitive positions whereas the opened eyes leaders have led their blind followers to the green land situation. From such brief understanding we can setup different possible situations through a matrix layout.
However, this issue is great to go through in a both deep and wide discussion.

Developing Managerial Behavioral Competencies: Morieux' Approach to Complexity
Maria Lairet, Coach, Venezuela
I like what Yves Morieux proposes. He says that the problems we have to face business complexity rely on two basic pillars of management which are obsolete:
- Hard: structures, processes...
- Soft: feelings, Interpersonal relations.
Both complicate our performance and hurt productivity. He has a Smart Simplicity Approach:
1. Understand what others do
2. Reinforce integrators (remove layers, rules)
3. Increase total quantity of power (everyone uses intelligence)
4. Extend the shadow of the future (feedback loops to expose people to the consequences of their actions)
5. Increase reciprocity (reward those who cooperate).
All in all, you get rid of KPIs that complicate things and are very costly.

Behavioural Competencies: To Do versus To Be
Zeb O. WATURUOCHA, Management Consultant, India
I concluded a Leadership Team Management programme that I have been working with a group of 32 leaders for the past 4 months. I like Bill Boynton's statement that leadership is a learned discipline. I believe competencies are behaviours rather than skills. With this I mean that a person will not be asked to do a job for which she/he is not skilled to do.
What is lacking therefore is not the skill of doing a job but the required behaviour for that particular job. I define it as To Do and To Be. My organisation has given me a job description of what I have to do because I am skilled in doing it as evidenced from my credentials. What the organisation has not given me is the manual of what I have to be to do what I have to do. It may help to make a list of all to do's at each level and against each one, list the behaviour requirements, look for what is lacking in this second list and work to develop the same.

Behavioral Managerial Competencies
Deborah Kramer, Management Consultant, United States
I think Zeb said this very well, and I agree that managerial competencies are largely learned behaviors. Learning or mastering a new competency is a process of learning and practicing new behaviors and closely observing the impact that your behaviors have on people and results. Two good resources that provide tips on how to develop specific competencies are: FYI: For Your Improvement published by Korn Ferry/Lominger; and The Successful Manager's Handbook published by Personnal Decisions International. Both are practical guides to developing or enhancing managerial competencies.

Developing Behavioural Managerial Competencies
K.Narayana Moorthy, HR Consultant, India
The topic chosen by Mr. von Kaenel is important for today's business world. There is considerable competition and managers have to develop their behavioural competencies.
I am taking the help of Competency Iceberg Model. Competencies like Knowledge and Skills are visible as they are above the surface and can be relatively easily developed via training and skill building exercises.
Other competencies like Social Role, Self-image, Traits and Motives also exist, but they are hidden below the surface and are not visible. Also these are harder to assess and develop requiring coaching, mentoring, etc.

Developing Management Competencies
Zeb O. WATURUOCHA, Management Consultant, India
@Deborah Kramer: Thanks Debora for your acknowledgment. I am more thankful for the information you shared about the books. I will look out for the same especially the FYI stuff.

Behavioural Management Competencies
venkataramanan, Professor, India
In my view managerial competencies mostly deal with the ability to get the right job done at the right time. Behavioural competencies are more in the leadership domain.

Behavioural Management / Leadership Competencies
Jaap de Jonge, Editor, Netherlands
Let's not repeat the discussion about the difference between managers and leaders here and say for now that there is no sharp distinction between the two terms.
@venkataramanan: I agree that behavioral competencies are even more important for leaders than they are for managers. But in my view, that does not mean that behavioral competencies are irrelevant for managers. Even when you take a traditional, narrow view to management and argue that it mostly deals with getting the right job done at the right time. But certainly in modern knowledge worker environments, behavioral and motivational competencies are really important for 'managers'.

Train and Improve Behavioral Management Competencies
von Kaenel, Business Consultant, Switzerland
Thank you for your contributions. I notice the discussion is mostly about competencies in general.
What I'm looking for is a benchmark of the best ways to TRAIN and IMPROVE the competencies once the gaps are defined. We know that formal training can be in certain cases the right way but there are a lot of other ways, can you tell me what your experiences are and what you could recommend. Many thanks.

Management / Leadership Competency Development
jerry kaber, Teacher, USA
You will need to contact Korn Ferry Company to ask for the Lomonger Career Architect tools on competences. That will give you the competency developent tools you are looking for now. I have used it for over 15 years with over 2000 executves who needed to develop their management or leadership competencies. Good luck.

Copy & Paste Examples
Zoniaina, Coach, Madagascar
To make someone to do more or to be bettter, you can show / introduce him (to) example persons which may impact his emotion. You'll need to find someone or success stories to be able to do this.
In children classes, we ask more than one person to explain his/her business (how to become the best in their job, all competencies that are needed, the way to meet the best, etc.). It works well.
May be you can use this same approach in your business class.
I think that the first and natural way to learn (and to teach) is to "copy and paste" passion before behaviors.
If they meet with good examples, this will create a good incentive and insight to allow them to create their own development program.

How to Develop Management Competencies
Zeb O. WATURUOCHA, Management Consultant, India
One of my executive coach success stories involved a group of 12 managers/leaders that were to be groomed for the next level. All I did was to ask each person to write down the required behaviour at that level. On a scale of 10, how much of this behaviour is required and on the same scale how much is available with you or with your boss.
After consolidating the responses, competency requirement and availability as well as gaps became apparent. It became relatively easy to streamline activities directed to what these people wanted to achive. An interesting approach indeed!

Development of Managerial Competencies
K.Narayana Moorthy, HR Consultant, India
@Zoniaina: I agree with you. But the examples you select must be passionate one that kindles the person. In addition to this my concept is 3Cs: Committment - Confidence - Competency.
Here we could follow the "foot-in-the-door " method; first ask for smaller committment and, gaining confidence, ask for bigger committment.

Developing Competencies Requires Practicing Them
Deborah Kramer, Management Consultant, United States
The comments in the forum are addressing how to get people to change from two perspectives: motivation (e.g., the 3Cs Mr. @K.Narayana Moorthy cites) and behaviour. In reality, a person's impact doesn't change because of intent, it only changes when they change their behaviour.
In order to practice and demonstrate a competency, a person needs to identify specific things that they can do and say - to either start, stop or change - in order to develop more competence and create better results.
Training creates awareness and perhaps motivation but, as we all know, behaving differently is where real improvement can occur.
It's getting people to try new ways of behaving that will unlock improved performance, by building capabilities and increasing the ability to positively impact people and results.
The Korn Ferry Lominger tools are a great resource to help people do this in very practical ways, as @jerry kaber mentioned.

Leadership as a Way of Living
Perla P. Palomares, DPA, Professor, Philippines
I share the same thoughts with @Bill Boynton, as a teacher too, I see LEADERSHIP as a Way of Life, which means leadership is NOT just a job, NOT a role one plays at work. It is the leader's REAL LIFE. Leadership is an ongoing process.
On this note, a strong leader draws on continually maturing self development, relishes the opportunity to continue learning; and looks forward to new discoveries and interests.

Competency Building with Lominger Competency Model
venkataramanan, Professor, India
The Lominger Competency Model suggests building up competencies through organizational & team capabilities.
Organizational tools used are training, development, measurement of performance, succession planning, etc
Team building is ensured by proper selection of training and personal development,
This results in a balanced approach.
Below a list of all (67) Lominger's competencies...
These competencies are weighted by difficulty to learn. This has implications for both selection and development processes. Each competency has a set op practical remedies and assignments that can be included in a personal development plan.

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Lominger Standard 67 Competencies and Related Descriptions
1) Action Oriented
Enjoys working hard; is action oriented and full of energy for the things he/she sees as challenging; not fearful of acting with a minimum of planning; seizes more opportunities than others.
2) Dealing With Ambiguity
Can effectively cope with change; can shift gears comfortably; can decide and act without having the total picture; isn’t upset when things are up in the air; doesn’t have to finish things before moving on; can comfortably handle risk and uncertainty.
3) Approachability
Is easy to approach and talk to; spends the extra effort to put others at ease; can be warm, pleasant, and gracious; is sensitive to and patient with the interpersonal anxieties of others; builds rapport well; is a good listener; is an early knower, getting informal and incomplete information in time to do something about it.
4) Boss Relationships
Responds and relates well to bosses; would work harder for a good boss; is open to learning from bosses who are good coaches and who provide latitude; likes to learn from those who have been there before; easy to challenge and develop; is comfortably coachable.
5) Business Acumen
Knows how businesses work; knowledgeable in current and possible future policies, practices, trends, and information affecting his/her business and organization; knows the competition; is aware of how strategies and tactics work in the marketplace.
6) Career Ambition
Knows what he/she wants from a career and actively works on it; is career knowledgeable; makes things happen for self; markets self for opportunities; doesn’t wait for others to open doors.
7) Caring About Direct Reports
Is interested in the work and non-work lives of direct reports; asks about their plans, problems, and desires; knows about their concerns and questions; is available for listening to personal problems; monitors workloads and appreciates extra effort.
8) Comfort Around Higher Management
Can deal comfortably with more senior managers; can present to more senior managers without undue tension and nervousness; understands how senior managers think and work; can determine the best way to get things done with them by talking their language and responding to their needs; can craft approaches likely to be seen as appropriate and positive.
9) Command Skills
Relishes leading; takes unpopular stands if necessary; encourages direct and tough debate but isn’t afraid to end and move on; is looked to for direction in a crisis; faces adversity head on; energized by tough challenges.
10) Compassion
Genuinely cares about people; is concerned about their work and non-work problems; is available and ready to help; is sympathetic to the plight of others not as fortunate; demonstrates real empathy with the joys and pains of others.
11) Composure
Is cool under pressure; does not become defensive or irritated when times are tough; is considered mature; can be counted on to hold things together during tough times; can handle stress; is not knocked off balance by the unexpected; doesn’t show frustration when resisted or blocked; is a settling influence in a crisis.
12) Conflict Management
Steps up to conflicts, seeing them as opportunities; reads situations quickly; good at focused listening; can hammer out tough agreements and settle disputes equitably; can find common ground and get cooperation with minimum noise.
13) Confronting Direct Reports
Deals with problem direct reports firmly and in a timely manner; doesn’t allow problems to fester; regularly reviews performance and holds timely discussions; can make negative decisions when all other efforts fail; deals effectively with troublemakers.
14) Creativity
Comes up with a lot of new and unique ideas; easily makes connections among previously unrelated notions; tends to be seen as original and value-added in brainstorming settings.
15) Customer Focus
Is dedicated to meeting the expectations and requirements of internal and external customers; gets first-hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect.
16) Timely Decision Making
Makes decisions in a timely manner, sometimes with incomplete information and under tight deadlines and pressure; able to make a quick decision.
17) Decision Quality
Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgment; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions.
18) Delegation
Clearly and comfortably delegates both routine and important tasks and decisions; broadly shares both responsibility and accountability; tends to trust people to perform; lets direct reports finish their own work.
19) Developing Direct Reports
Provides challenging and stretching tasks and assignments; holds frequent development discussions; is aware of each direct report’s career goals; constructs compelling development plans and executes them; pushes direct reports to accept developmental moves; will take direct reports who need work; is a people builder.
20) Directing Others
Is good at establishing clear directions; sets stretching objectives; distributes the workload appropriately; lays out work in a well-planned and organized manner; maintains two-way dialogue with others on work and results; brings out the best in people; is a clear communicator.
21) Managing Diversity
Manages all kinds and classes of people equitably; deals effectively with all races, nationalities, cultures, disabilities, ages and both sexes; hires variety and diversity without regard to class; supports equal and fair treatment and opportunity for all.
22) Ethics and Values
Adheres to an appropriate (for the setting) and effective set of core values and beliefs during both good and bad times; acts in line with those values; rewards the right values and disapproves of others; practices what he/she preaches.
23) Fairness to Direct Reports
Treats direct reports equitably; acts fairly; has candid discussions; doesn’t have hidden agenda; doesn’t give preferential treatment.
24) Functional/Technical Skills
Has the functional and technical knowledge and skills to do the job at a high level of accomplishment.
25) Hiring and Staffing
Has a nose for talent; hires the best people available from inside or outside; is not afraid of selecting strong people; assembles talented staffs.
26) Humor
Has a positive and constructive sense of humor; can laugh at him/herself and with others; is appropriately funny and can use humor to ease tension.
27) Informing
Provides the information people need to know to do their jobs and to feel good about being a member of the team, unit, and/or the organization; provides individuals information so that they can make accurate decisions; is timely with information.
28) Innovation Management
Is good a bringing the creative ideas of others to market; has good judgment about which creative ideas and suggestions will work; has a sense about managing the creative process of others; can facilitate effective brainstorming; can project how potential ideas may play out in the marketplace.
29) Integrity and Trust
Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain.
30) Intellectual Horsepower
Is bright and intelligent; deals with concepts and complexity comfortably; described as intellectually sharp, capable, and agile.
31) Interpersonal Savvy
Relates well to all kinds of people, up, down, and sideways, inside and outside the organization; builds appropriate rapport; builds constructive and effective relationships; uses diplomacy and tact; can diffuse even high-tension situations comfortably.
32) Learning on the Fly
Learns quickly when facing new problems; a relentless and versatile learner; open to change; analyzes both successes and failures for clues to improvement; experiment s and will try anything to find solutions; enjoys the challenge of unfamiliar tasks; quickly grasps the essence and the underlying structure of anything.
33) Listening
Practices attentive and active listening; has the patience to hear people out; can accurately restate the opinions of others even when he/she disagrees.
34) Managerial Courage
Doesn’t hold back anything that needs to be said; provides current, direct, complete, and “actionable” positive and corrective feedback to others; lets people know where they stand; faces up to people problems on any person or situation (not including direct reports) quickly and directly; is not afraid to take negative action when necessary.
35) Managing and Measuring Work
Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into work.
36) Motivating Others
Creates a climate in which people want to do their best; can motivate many kinds of direct reports and team or project members; can assess each persons hot button and use it to get the best out of him/her; pushes tasks and decisions down; empowers others; invites input from each person and shares ownership and visibility; makes each individual feel his/her work is important; is someone people like working for and with.
37) Negotiating
Can negotiate skillfully in tough situations with both internal and external groups; can settle differences with minimum noise; can win concessions without damaging relationships; can be both direct and forceful as well as diplomatic; gains trust quickly of other parties to the negotiations; has a good sense of timing.
38) Organizational Agility
Knowledgeable about how organizations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices, and procedures; understands the cultures of organizations.
39) Organizing
Can marshal resources (people, funding, material, support) to get things done; can orchestrate multiple activities at once to accomplish a goal; uses resources effectively and efficiently arranges information and files in a useful manner.
40) Dealing With Paradox
Can act in ways that seem contradictory; is very flexible and adaptable when facing tough calls; can combine seeming opposites like being compassionately tough, stand up for self without trampling others, set strong but flexible standards; can act differently depending upon the situation; is seen as balanced despite the conflicting demands of the situation.
41) Patience
Is tolerant with people and processes; listens and checks before acting; tries to understand the people and the data before making judgments and acting; waits for others to catch up before acting; sensitive to due process and proper pacing; follows established process.
42) Peer Relationships
Can quickly find common ground and solve problems for the good of all; can represent his/her own interests and yet be fair to other groups; can solve problems with peers with a minimum of noise; is seen as a team player and is cooperative; easily gains trust and support of peers; encourages collaboration; can be candid with peers.
43) Perseverance
Pursues everything with energy, drive, and a need to finish; seldom gives up before finishing, especially in the face of resistance or setbacks.
44) Personal Disclosure
Shares his/her thoughts about personal strengths, weaknesses, and limitations; admits mistakes and shortcomings; is open about personal beliefs and feelings; is easy to get to know for those who interact with him/her regularly.
45) Personal Learning
Picks up on the need to change personal, interpersonal, and managerial behavior quickly; watches others for their reactions to his/her attempts to influence and perform, and adjusts; seeks feedback; is sensitive to changing personal demands and requirements and changes accordingly.
46) Perspective
Looks toward the broadest possible view of an issue/challenge; has broad-ranging personal and business interests and pursuits; can easily pose future scenarios; can think globally; can discuss multiple aspects and impacts of issues and project them into the future.
47) Planning
Accurately scopes out length and difficulty of tasks and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments; anticipates and adjusts for problems and roadblocks; measures performance against goals; evaluates results.
48) Political Savvy
Can maneuver through complex political situations effectively and quietly; is sensitive to how people and organizations function; anticipates where the land mines are and plans his/her approach accordingly; views corporate politics as a necessary part of organizational life and works to adjust to that reality; is a maze-bright person.
49) Presentation Skills
Is effective in a variety of formal presentation settings: one-on-one, small and large groups, with peers, direct reports, and bosses; is effective both inside and outside the organization, on both cool data and hot and controversial topics; commands attention and can manage group processes during the presentation; can change tactics midstream when something isn’t working.
50) Priority Setting
Spends his/her time and the time of others on what’s important; quickly zeros in on the critical few and puts the trivial many aside; can quickly sense what will help or hinder accomplishing a goal; eliminates roadblocks; creates focus.
51) Problem Solving
Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn't stop at the first answers.
52) Process Management
Good at figuring out the processes necessary to get things done; knows how to organize people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can't; can simplify complex processes; gets more out of fewer resources.
53) Drive For Results
Can be counted on to exceed goals successfully; is constantly and consistently one of the top performers; very bottom-line oriented; steadfastly pushes self and others for results.
54) Self-Development
Is personally committed to and actively works to continuously improve him/herself; understands that different situations and levels may call for different skills and approaches; works to deploy strengths; works on compensating for weakness and limits.
55) Self-Knowledge
Knows personal strengths, weaknesses, opportunities, and limits; seeks feedback; gains insights from mistakes; is open to criticism; isn't defensive; is receptive to talking about shortcomings; looks forward to balanced (+'s and-'s) performance reviews and career decisions.
56) Sizing Up People
Is a good judge of talent; after reasonable exposure, can articulate the strengths and limitations of people inside or outside the organization; can accurately project what people are likely to do across a variety of situations.
57) Standing Alone
Will stand up and be counted; doesn't shirk personal responsibility; can be counted on when times are tough; willing to be the only champion for an idea or position; is comfortable working alone on a tough assignment.
58) Strategic Agility
Sees ahead clearly; can anticipate future consequences and trends accurately; has broad knowledge and perspective; is future oriented; can articulately paint credible pictures and visions of possibilities and likelihoods; can create competitive and breakthrough strategies and plans.
59) Managing Through Systems
Can design practices, processes, and procedures which allow managing from a distance; is comfortable letting things manage themselves without intervening; can make things work through others without being there; can impact people and results remotely.
60) Building Effective Teams
Blends people into teams when needed; creates strong morale and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging in the team.
61) Technical Learning
Picks up on technical things quickly; can learn new skills and knowledge; is good at learning new industry, company, product, or technical knowledge; does well in technical courses and seminars.
62) Time Management
Uses his/her time effectively and efficiently; values time; concentrates his/her efforts on the more important priorities; gets more done in less time than others; can attend to a broader range of activities.
63) TQM/Re-Engineering
Is dedicated to providing the highest quality products and services which meet the needs and requirements of internal and external customers; is committed to continuous improvement through empowerment and management by data; is willing to re-engineer processes from scratch; is open to suggestions and experimentation; creates a learning environment leading to the most efficient and effective work processes.
64) Understanding Others
Understands why groups do what they do; picks up the sense of the group in terms of positions, intentions, and needs; what they value and how to motivate them; can predict what groups will do across different situations.
65) Managing Vision and Purpose
Communicates a compelling and inspired vision or sense of core purpose; talks beyond today; talks about possibilities; is optimistic; creates mileposts and symbols to rally support behind the vision; makes the vision shareable by everyone; can inspire and motivate entire units or organizations.
66) Work/Life Balance
Maintains a conscious balance between work and personal life so that one doesn't dominate the other; is not one-dimensional; knows how to attend to both; gets what he/she wants from both.
67) Written Communications
Is able to write clearly and succinctly in a variety of communication settings and styles; can get messages across that have the desired effect.

Leadership - Behaviours
K.Narayana Moorthy, HR Consultant, India
Leadership is a process of satisfying others through the means of high competency leading to progression at work-with good practices in managing people. It is a way of life.
I totally agree with @ Perla P. Palomares, DPA.

Selecting the Appropriate Leadership Competencies
K.Narayana Moorthy, HR Consultant, India
Lominger's 67 leadership competencies are really good for organization's development process. My own experience of observing is that leaders/managers make common mistakes in SELECTING competencies like:
a. Not selecting lagging indicators
b. Fail to select the leveraging indicators.
c. Fail to select leading indicators
Using "Success Profiles" we can select competencies that
a. Supports high performances
b. Supports organizational capabilities
c. Selects the "right" person for the "right" position.