Very early in my management career (1976-1993) I worked for a company called Digital Equipment Corporation (DEC). In 1979 I went into the management development program and obtained my first management position in 1980.

One thing DEC invested heavily in was a formal management development program. At each level of of management there was a defined set of competencies that you were assessed against, developed toward and ultimately evaluated upon.

In addition, to obtain a management position you had to pass a review board as the final step in your development process. Anyway I thought I would share a list of the Management Competencies that were outlined as requirements for a VP level position.

I think the list is very applicable to Small Business CEO’s and can serve as a basis for evaluation and development. Here is the list:

1. Customer Focus - is able to think like the customer and how their needs can best be served.
2. Emphasis on Quality Service - passionately committed to providing fast and high quality support for customer needs.
3. Diagnosis - casts a keen eye on data and situations to identify and understand discrepancies, patterns, and trends.
4. Understanding Complexity - appears to ‘embrace’ and thrive on complexity as an opportunity for systems explanations and integrated solutions.
5. Systemic Thinking - consitently organizes issues into component, logically connected and explainable parts.
6. Strategic Influence - orchestrates influence efforts to persuade others and gain buy-in.
7. Strategic Communication - systematically considers issues of content, medium, audience, impact and timing when shaping communications.
8. Focus on Results - maintains and articulates a focus on results as a key driver for activity.
9. Efficient Use of Resources - is consistenly alert to opportunities to achieve efficiencies.
10. Building the Organizations Capabilities - analyzes, structures and manages the organization and its people to build its capabilities.
11. Adaptability - is comfortable in a role which fluctuates between tactical and strategic business activity.
12. Strategic Leadership - sets the strategic agenda and repeatedly conveys it to all levels of the organization through word and action.
13. Environmental Scanning - regularly scans the business environment to keep up to date on trends, problems and opportunities.
14. Cross-Functional Perspective - positions oneself as an integration manager in order to overcome functional blinders and barries.
15. Forward Thinking - consistently thinks and acts with a future orientation — an eye to what the next demans and opportunities are likely to be.
16. Entrepreneurial Initiative - identifies and aggressively pursues opportunities for improvement and business development.
17. Collaboration - values and promotes collaboration as a major tool to accomplish business objectives.
18. Self-Confidence - asserts strong or unpopular views with the confidence derived from a clear understanding of ones own capabilities.
19. Political Awareness - understands influence factors in organizational life and the extent of one’s own power.
20. Market Orientation - concentrating on maintaining and expanding the customer base.
21. Concern for Morale - fostering enthusiasm and motivation for others.
22. Information Management Ability - orchestrating the flow of information in and out of the organization.
23. Commitment to Employee Development - sharing expertise or providing career help to employees.
24. High Clarity - establishing priorities, setting expectations, defining accountabilities and delineating time frames.

For about 25 years now I have used this list as my personal development guide, I view my career choice as being an effective leader and manager. I feel that if I develop continously in each of these competencies I can lead and manage across business functions, across industries and different size companies.

Like this Article - Subscribe to My RSS Feed