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General Definition: The amount and intensity of supervision and support necessary
to perform up to standard.
UNSKILLED
Needs significantly more than average support and time from bosses and
others to meet minimum standards
Takes more maintenance and support than most people or groups to be able to
continue up to standard
Not much time left for bosses to support other people or groups
Select one to three of the competencies listed below to use as a substitute for
this competency if you decide not to work on it directly.
SUBSTITUTES: 1,9,12,16,27,34,37,38,39,43,47,48,50,53,57
AVERAGE
SKILLED
OVERUSED SKILL
SOME CAUSES
Avoids criticism
Avoids making decisions
Avoids risk
Doesnt experiment
Fear of failure
Inexperienced
Not bold or innovative
Not self-confident
Perfectionist
Poor management
Prefers structure
THE MAP
Performing as much on your own as you can while still meeting goals and targets is
what most managers expect. With the exception of those managers who micromanage, most like to set goals and assign tasks and authority and then move on to
other managerial duties, leaving the rest to the skills and power of the people to
perform. Asking for help and assistance because there is a real need is expected and
acceptable. Depending upon direction and support due to weaknesses in your own
make-up is not. Taking up the time and resources of others to get things done at high
quality and on time is reasonable and laudable. Taking up the time of others to gain
personal advantage or to cover a weakness is not. Doing things on your own in the
grey zone is the winning career strategy.
SOME REMEDIES
1.
2.
always right. Other studies suggest really good general managers are right
about 65% of the time. Put errors, mistakes and failures on your menu.
Everyone has to have some spinach for a balanced diet. Dont let the
possibility of being wrong hold you back from standing alone when you
believe its right.
3.
4.
5.
6.
7.
8.
9.
Delegating
Getting long, complex or multi-tracked projects done involves accomplishing
a series of tasks that lead up to the whole. One clear finding in the research is
that empowered people work longer and harder. People like to have control
over their work, determine how they are going to do it, and have the authority
to make decisions. Give away as much as possible along with the authority
that goes with it. Another clear finding is to pay attention to the weakest links
usually groups or elements you have the least interface with or control over
perhaps someone in a remote location, a consultant or supplier. Stay doubly
in touch with the potential weak links.
10.