Competency

The Inventory of Management Competencies
Motivates and empowers others in order to reach organizational goals.

Organizes and schedules events, activities and resources. Sets up and
monitors timescales and plans.
Shows awareness of goals and standards. Follows through to ensure that
quality and productivity standards are met.
Influences, convinces or impresses others in a way that results in
acceptance, agreement or behaviour change.
Understands technical or professional aspects of work and continually
maintains technical knowledge.
Analyses issues and breaks them down into their component parts.
Makes systematic and rational judgments based on relevant information.
Speaks clearly, fluently and in a compelling manner to both individuals
and groups.
Writes in a clear and concise manner, using appropriate grammar, style
and language for the reader.
Understands and applies commercial and financial principles. Views
issues in terms of costs, profits, markets and added value.
Creates new and imaginative approaches to work-related issues.
Identifies fresh approaches and shows a willingness to question
traditional assumptions.
Demonstrates a readiness to make decisions, take the initiative and
originate action.
Demonstrates a broad-based view of issues, events and activities and a
perception of their longer term impact or wider implications.
Interacts with others in a sensitive and effective way. Respects and
works well with others.
Successfully adapts to changing demands and conditions.
Maintains effective work behaviour in the face of setbacks or pressure.
Remains calm, stable and in control of themselves.
Commits self to work hard towards goals. Shows enthusiasm and career
commitment.
Planning & Organizing
Quality Orientation
Persuasiveness
Specialist Knowledgee
Problem Solving & Analysis
Oral Communication
Written Communication
Commercial Awareness
Creativity & Innovation
Action Orientation
Strategic
Interpersonal Sensitivity
Flexibility
Resilience
Personal Motivation
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Leadership
Motivates and empowers others in order to reach organizational goals
1. Describe an example of a time when you had to
coordinate the work of other people.
What were you trying to achieve?
How did you go about organizing the work?
What Ieedback did you have about your style oI
coordinating tasks?
2. Tell me about a time when your input motivated
others to reach a team goal.
Why was this necessary?
What did you do to motivate the team?
Why did this work?
3. Give me an example of a time when you successfully
helped someone to carry out a task independently.
How did you enable them to carry out the work?
How did you Iollow this up?
What was the outcome?
4. Tell me about a situation when you found it difficult
to focus the work of a team on an objective.
What made this work diIIicult?
How did you try to overcome these diIIiculties?
How could you improve upon this?
5. What opportunities have you had to identify
development opportunities for others?
What action did you take?
Why was this important?
What impact did this have?
6. We all have times when we find it difficult to control
the activities of others. Give me an example of when
you faced this type of situation.
Why did you Iind the situation challenging?
How did you overcome the diIIiculties you Iaced?
FAVOURABLE INDICATORS
Supports, encourages or drives
others to reach team/individual
goal.
Keeps the team focused
Coordinates group activities
Develops others (seeks out ways to
develop others)
Takes ownership for the work of
the team
Monitors motivation levels of
others
Allows and supports the team in
making their own decisions
Defines the teams goals
UNFAVOURABLE INDICATORS
No example of developing others
Discourages initiative
Delegates tasks buts withholds
responsibility/ control over task
Does not make goals clear to others
No evidence of providing clear
direction to group
Allows group to find its own way
Doesn`t understand/appreciate the
different motivation of people
Delegates inappropriately
Prefers to let others take the lead
Leadership
Organizes and schedules events, activities and resources. Sets up and
monitors timescales and plans
1. Tell me about how you normally cope with a lot of work.
Where do you start?
What do you do to ensure it all gets done?
What prevents you Irom getting it all done?
2. Give me an example of when you had to organize a piece
of work, project or an event.
How did you prepare and plan Ior it?
What time scales did you set?
How well did it go?
3. Give me an example of when you had to work to an
important deadline.
How manageable were your timescales?
What did you do to ensure that the deadline was met?
What did you learn?
4. Describe the last time you misses a deadline.
Why did this happen?
How responsible were you Ior this?
What did you do to try to overcome the problem?
5. Describe a time when you had to organize the
implementation of a plan.
What key stages did you work through?
On what basis did you determine your priorities?
How did this work out in practice?
6. Even the most organized individuals may find that they
overlook some of the activities required in planning an
initiative. Tell me about a time when this happened to you.
What were the consequences oI this?
How did you try to rectiIy this?
Makes time for planning
Prepares in advance for short and
medium term
Realistic about timescales
Produces comprehensive project plans
Prioritizes work accurately
Plans for changing circumstances
Systematic in approach to work
Creates effective schedules - sets and
monitors objectives
Only misses deadlines because of
unavoidable circumstances
Keeps track of activities
Reviews schedules regularly
Disorganized, unstructured, no clear
priorities.
Does not allow time for planning
Starts without planning.
Over commits himself/herself
Rarely prepares or draws up
schedules
Allows deadlines to slip
Rarely monitors progress
Doesn`t update schedules
Does not make contingency plans
Planning & Organizing
Shows awareness of goals and standards. Follows through to
ensure that quality and productivity standards are met
1. Give me an example of when you have had to produce high
quality work.
Why did the work have to be oI such a high standard?
How did you ensure that these standards were met?
What Ieedback did you get regarding the quality oI this work?
2. What sort of professional standards have you had to adhere to in
the past?
Why were they important?
What diIIiculties did you encounter maintaining them?
How did you ensure that others also complied with these
standards?
3. Describe a time when you did not meet your usual standards for
work.
What alerted you to this?
How did you overcome the problem?
What were the long term consequences?
4. Tell me about a time when you have had to achieve a work goal
in a limited time.
How important was it?
What did you do to ensure that you achieved the target?
What Ieedback did you have about the quality oI this work?
5. Give me an example of a time when you had to check that
productivity standards were met.
Why was this work important?
How did you monitor progress?
What did you Iind?
6. Sometimes getting a task finished on time means that the quality
of work/service is compromised. Give me an example of when
this happened to you.
What issues or implications did you anticipate?
With whom did you consult?
7. Working to a high standard can be difficult, especially when we
must rely on the work of others to achieve our goals. When have
you had to do this?
What methods do you employ to encourage a sense oI standards
in others?
Give me an example oI when you put this into practice.
What was the response oI the other people?
Knows what goals need to be met
Is aware of what standards have to
be achieved
Produces high quality work, gets it
right first time
Maintains high professional
standards
Seldom compromises own standards
Monitors work productivity
Monitors work output quality
Thorough and accurate, hates
cutting corners
Is committed to achieving high
standards
Pays close attention to quality issues
Is unaware of what goals need to be
met
Is unaware of what standards have
to be achieved
Produces poor quality work, omits
detail or makes errors
Shows little pride or concern with
the quality of work
Compromises standards easily, cuts
corners
Ignores work productivity or output
quality
Fails to make sure work is correct or
often has to repeat tasks
Is not committed to achieving high
standards
Relies on others to check details
Quality Orientation
Influences, convinces or impresses others in a way that results in
acceptance, agreement or behaviour change
1. Tell me about the lat time you won someone over to your point
of view.
How did your opinion contrast with their original position?
What were the key things that you did which persuaded them?
What kind oI agreement did you reach?
2. Give me a recent example of when you negotiated a successful
outcome.
What did you negotiate?
How did you win the person round?
How did you know that they were really convinced?
3. What are your strengths in terms of influencing people?
How oIten do you Iind yourselI inIluencing others?
How do you compare to others in this area?
What could you do to make yourselI more eIIective at
inIluencing others?
4. Give me an example of a time when you were unable to
persuade someone round to your point of view.
Why did you not succeed?
What have you learnt?
5. There are times when no one is prepared to listen or agree with
your point of view. Give me an example of when this happened
to you.
How did you present your point oI view/idea?
What were the objections?
How hard did you push your viewpoint?
Where did you leave the conversation?
6. For most of us, the occasion arises when we must convince
others to make an unpopular choice/decision. Give me an
example of when you had to push an unpopular choice/decision.
How did you try to get others on board?
What was the result?
With hindsight, how could you have approached this
diIIerently?
7. Some people are easier to persuade than others. Which people
do you find it hard to persuade?
What is it that makes persuading them so diIIicult?
Gives facts, benefits and implications
of an argument
Changes the opinion/direction of
others
Gains commitment and agreement to
own point of view
Knows how to lobby effectively
Sways others with counter arguments
Handles objection convincingly, does
not back down when challenged
Uses a wide range of techniques,
adapts according to cues
Negotiates or trades in order to win
others over
Sells ideas as opportunities
Varies style for different individuals
Not as persuasive as others
Fails to gain commitment from others
Rarely changes the opinions/direction
of others
Needs help in selling ideas/opinions
Limited ability to promote own ideas
Few ideas on how to improve
effectiveness
Does not overcome objections
Backs down easily or changes view
when challenged\
States facts without selling benefits or
giving implications
Persuasiveness
Understands technical or professional aspects of work and
continually maintains technical knowledge
1. Howdo you keep up with advances in your field?
How much time do you spend doing this?
Which specialist or technical magazines or journals do you read?
How do your eIIorts to keep up compare with those oI your peers?
2. Tell me about a time when colleagues sought your technical advice or
experience
Why do you think they sought your advice?
How accurate was your advice?
What have you done since to acquire extra knowledge?
3. Which technical problems are the most challenging for you?
What are your strengths and weaknesses technically?
How does your level oI knowledge compare with that oI your peers?
What Ieedback have you received about it?
4. Give me an example of when your technical/specialist knowledge,
helped you to solve a problem.
What brought this issue to light?
What did you do?
What was the result oI your eIIorts?
5. Describe a recent occasion when you felt that your level of specialist
knowledge was insufficient?
What made you think this?
What action did you take?
What are your current strengths and weaknesses in this area?
6. It can sometimes be difficult to apply the knowledge gained in
specialized courses to the work place. What opportunities have you
had to do this?
Give a speciIic example
How did you adapt the knowledge?
What was the outcome
7. What steps do you take to apply your specialist knowledge to a
commercial environment?
How useIul is that approach?
What are the limitations oI that approach?
8. Give me an example of an area where you would consider yourself to
have detailed knowledge or expertise
Tell me what important changes are taking place in this Iield?
What are the implications oI this?
Well informed about the area
Knows the features of own
products and services
Knows the benefits of own
products and services
Answers technical or specialist
questions
Aware of latest advances
Advises colleagues on specialist
issues
Receives positive feedback about
level of specialist knowledge
Is keen to keep updates/learn
about the area
Has relevant qualifications
Is an authority in own field
Limited knowledge about area of
expertise
Gaps in knowledge about
features of products and services
Gaps in knowledge about
benefits of products and services
Unsure of the answers to basic
technical questions
Struggles to keep up to date
Rarely asked specialist questions
by colleagues
Little positive feedback about
technical skills
No interest in finding out about
technical area
Lacks relevant technical
qualifications
Not an authority
Specialist Knowledge
Analyses issues and breaks them down into their component parts. Makes
systematic and rational judgments based on relevant information
1. Tell me about a time when you have had to identify the key
cause of a problem
What processes did you adopt to identiIy the key accuse?
How did you solve the problem?
What lessons did you learn?
2. Describe the last time you had to analyze a lot of information
or data.
What sort oI inIormation did this involve?
How did you pick out the essential inIormation Irom the less
relevant?
What did you learn Irom the analysis?
3. What opportunities have you had to use information/data from
different sources?
Give me an example.
How did you integrate this inIormation?
What advice would you give to a colleague in a similar
situation?
4. Give me a recent example of when you were faced with a
complex problem.
What made it complex?
What key steps did you take to resolve the problem?
What did others think oI your approach?
5. Tell me about a time when you took the wrong approach when
solving a problem.
How did you go about it?
What led you to take the wrong approach?
With hindsight, how could you have identiIied a better
approach?
6. Sometimes a problem reveals a different cause upon
investigation than was first thought. When have you been
faced with such a situation?
How did you approach the situation?
How did you identiIy the true cause?
7. Most people have potentially experienced situations where they
wished they had take action to deal with an issue sooner. When
have you anticipated a potential problem like this?
How did you identiIy the problem?
What steps did you take to address the problem?
What Ieedback did you receive?
Identifies the main components of a
problem
Makes rational or logical judgments
Bases decisions on relevant information
Analyses facts, figures or information
looking for trends
Stays objective
Insightful - gets to the root of a
problem quickly
Anticipates obstacles/problems
Draws appropriate conclusions
Knows when more information is
required
Integrates data from different sources
Breaks down complex issues/problems
into smaller parts
Identifies implications and causal links
Sees problem only as a whole
Misinterprets information, draws
inappropriate conclusions
Swayed by intuition, takes unnecessary
risks
Slow to grasp or solve problems
Analyses things at an inappropriate
level of detail
Does not identify all of the pertinent
points
Does not seek out additional
information
Looks at data in isolation
Difficulty seeing the relationship or
trends in information
Misses the core of a problem
Problem Solving & Analysis
Speaks clearly, fluently and in a compelling manner to both
individuals and groups
1. When have you had to explain something to someone you never
met before?
How conscious were you oI regional/national diIIerences in
speech/communication?
How did you adapt your style?
How did you gauge the eIIectiveness oI your communication?
2. Tell me about a talk or presentation which you have given
recently.
What steps did you take to boost your conIidence?
How did you tailor it to suit the audience?
What steps did you take to capture/hold the attention oI the
audience?
3. Describe a time when you found it difficult to keep someone`s
attention
Why was it so diIIicult?
What did you do?
How well did this work?
4. When have you had to explain something difficult over the
telephone?
What was the most diIIicult thing you Iound about the
conversation?
What did you learn Irom this?
How did you deal with that?
5. In what situations do you find it difficult to get your point
across?
Why is this so?
What do you do to overcome these diIIiculties?
What methods have you observed others use?
6. Miscommunication can be a very common issue within
organizations. Give me an example of when I t was important
for you to get information across to someone.
What steps did you take to ensure the message was clear?
How did you ensure the message was understood?
7. Think of one of your colleagues who you consider to be very
articulate. How does your style differ from his/her?
Give me an example oI when your approach has been beneIicial
Give me an example oI when your approach has not been
beneIicial.
Confident, unhesitant and
articulate when talking
Uses appropriate language for
audience
Doesn`t use jargon carelessly
Adapts style/pace to suit audience
Varies tone and intonation
Expressive and interesting to listen
to
Understands how to keep
audiences attention, e.g. uses
summary and restatement
Keeps to the point
Gets positive feedback from others
Fluent, audible
Lacks confidence when talking
Speaks too fast or too slowly
Uses inappropriate language or
jargon
Tends to stick to one style of
communication
Seldom varies tone or intonation
Responses short and narrowly
focused
Lacks expression during the
interview
Tends to drift from one topic to
another
Limited positive feedback from
others
Difficult to hear
Oral Communication
Writes in a clear and concise manner, using appropriate
grammar, style and language for the reader
1. What kind of correspondence have you had to produce
in the past?
How Irequently have you had to write this kind oI work?
How eIIective is your writing technique?
How could you improve the quality oI your writing?
2. Tell me about your experience in preparing reports
How oIten have you had to prepare reports?
How do you go about it?
What do you do particularly well?
3. Give me an example of a time when you have modified a
standard document or template.
Why did you Ieel this was necessary?
How did you change it?
What would you do diIIerently next time?
4. What kind of experience do you have in writing memos?
How do you plan a memo?
How eIIective are your memos?
What Ieedback have you had on their eIIectiveness?
5. Describe a piece of your written work with which you
were unhappy
What was wrong with it?
What did you do about this?
What will you do diIIerently next time?
6. For many businesses, good communication is a key for
success. What key factors, your view, ensure good
written communication?
What advice might you give to someone struggling with
their written communication
How might you improve your own written
communication?
What steps have you taken to do this?
Experience of writing and dealing
with correspondence
Enjoys communicating with others in
writing
Write fluently and concisely
Avoids unnecessary jargon
Structures communications
Experience of writing reports
Accurate spelling and grammar
Adapts message to suit different
readers
Gets positive feedback from others
Little experience of writing and
dealing with correspondence
Avoids writing to others whenever
possible
Writes in a relatively unstructured
way
Tends to write lengthy
communications
Uses jargon inappropriately
Unsure of how to structure written
communication
Little experience of report writing
Careless spelling and grammar
Tends to use the same approach for
different readerships
Limited positive feedback from others
Written Communication
Understands and applies commercial and financial principles.
Views issues in terms of costs, profits, markets and added value
1. What sort of opportunities have you had to identify cost
savings in the past? Give me a specific example
Tell me about an occasion when you made some costs
savings in the past.
How did you choose where to make the savings?
How much money do you think you saved?
2. What do you know about the competitors in this
business?
What are the key market strengths oI their strategy?
How could we be more successIul?
What opportunities do you see Ior more business in this
area?
3. In what way do you think the role for which you are
applying contributes to our overall business
performance?
How could we measure this impact?
4. What is the most important thing you have done to take
account of costs/profits/commercial values?
What prompted you?
What long term impact did you have?
How could you have increased this Iurther?
5. Give me an example of a time when you have spotted a
good business opportunity
What was this opportunity?
Why did you think it was worthwhile
6. What general commercial factors are most critical in
managing the financial performance of any area of
business?
How commercial is your outlook compared to your
peers?
Has a commercial outlook
Aware of commercial activity
Aware of competitive products and
services
Spots business opportunities
Aware of organization`s strengths,
weaknesses, opportunities and threats
Appreciates market trends
Informed about market situation
Is profit conscious
Has identified ways to reduce costs
Takes account of revenue and cash flow
Not very interested in commercial
issues, e.g. profit, budgeting
Little knowledge of competitor activity,
products or services
Little evidence of spotting business
opportunities
Limited awareness of organization`s
strengths, weaknesses, opportunities or
threats
Gives little thought to changes in
customer demand
Poorly informed about market situation
Not very profit conscious, rarely made
costs savings
Ignores revenue and cash flow
Commercial Awareness
Creates new and imaginative approaches to work-related issues. Identifies
fresh approaches and shows a willingness to question traditional assumptions
1. Give me a recent example of when you came up with a
different approach/solution to a situation/problem
What suggestions did you make?
Which ideas were you able to put into practice?
2. How creative would you say you are compared to your
colleagues?
On what basis have you concluded this?
What circumstances enable you to increase your level oI
creativity?
3. How does your level of willingness to adapt to fresh
approaches compare with your colleagues?
In what ways do you consider your approach to be diIIerent?
4. Describe a situation when you produced an imaginative
solution to a problem at work.
How did you generate the solution?
What did you learn?
5. Tell me about a time when you questioned or challenged a
way of working.
Why did you question it?
What alternatives did you suggest?
To what extent were your ideas used?
6. In what situations are you least creative?
What stops you Irom being innovative?
How do you manage these situations?
What helps you to handle these situations more eIIectively?
7. Sometimes one person in a group comes up with an idea but it
is someone else who promotes it. What ideas have you
promoted in this way?
How did you make the most oI the idea?
Comes up with new ideas
Introduces fresh insights
Questions traditional ways of doing
things
Solves problems imaginatively
Not bound by convention in thinking
Willing to experiment, radical in
approach
Generates imaginative alternatives
Makes suggestions for improving
working practices
Ideas are listened to
Has experience of introducing new
ways of doing things
Slow to produce new ideas
Views problems in a conventional way
Accepts the status quo
Problem solving lacks creativity
Thinks in a traditional manner
Cautious with new approaches
Produces few alternatives
Accepts outdated working methods
Suggestions not taken up by others
Little experience of creativity
Creativity & Innovation
Demonstrates a readiness to make decisions, take initiative and
originate action
1. Describe the last time you had to make a spur of the moment
decision.
Why was this necessary?
How did your decision aIIect others?
What consequences had you not considered?
2. Give me an example of when you h ad to work without any
guidance in an unusual situation.
What kind oI decisions did you have to make?
How did you cope?
3. Tell me about a time when you took responsibility for making a
key decision
What was your decision?
How did you deIend your decision?
What was the possible impact oI a poor decision?
4. Describe a time when you referred an urgent decision upwards
What was the background?
Why did you need help?
To what extent do you still seek advice in this area?
5. Give me a recent example of when you did more than was asked
of you.
What were the circumstances?
In what way did you show initiative?
What resulted Irom the initiative you took?
6. Howdo you describe your preferred style of decision making?
What are some oI the drawbacks oI your style?
What are some oI the key strengths?
How does this compare with your colleagues` style?
7. We all have to make unpopular decisions which may affect
others, describe a situation when you had to take an unpopular
decision.
Why did you take that decision~?
How did the people who were aIIected react?
What did you do to learn Iro this experience?
Takes responsibility for own
actions and decisions
Makes quick decisions under
pressure
Can make decisions without
referring to others
Only asks a few key questions
Only refers upwards when
necessary
Handles problems with minimal
guidance
Appreciates the consequences of
delaying action
Acts without being prompted
Acts on own initiative
Prepared to make tough decisions
Does not take responsibility for
own actions and decisions
Relies too much on others
Resists making decisions under
pressure
Constantly referring to others and
asking questions
Refers upwards about most issues
Needs considerable guidance
Prepared to wait to act even in
crises
Acts only after being prompted
Rarely shows initiative
Limited positive feedback
Action Orientation
Demonstrates a broad-based view of issues, events and activities
and a perception of their longer term impact or wider implications
1. Tell me about a recent time when you took a broad
view of your own work
Why was this necessary
How useIul was this approach?
What wider implications became apparent?
2. How do you think the role for which you are
applying will impact on the long term success of the
company?
How important is this role?
What contribution does it make to achieving our
long term goals?
3. What do you know of this company`s long term
strategy?
What do you think oI our long term strategy?
How sensible do you think it is?
4. Give me an example of a time when you could have
taken a more long term view.
What did you learn?
5. What do you see as the main threats to our business
in the long term?
Why do you say that?
What can we do to ensure long term success?
What are our main opportunities in the long term?
Appreciates corporate aims
Takes a long term view of own work
Provides a strategic view
Takes an interest in the long term
aims of the company
Considers the future in a complex
manner
Anticipates future company needs
Well informed about likely relevant
trends
Keeps a focus on long term goals
Thinks on a broad canvas
Relates team efforts to organizational
goals
Is unaware of the company`s long
term strategy
Takes a short term view
Does not think strategically
Is not interested in the long term aims
of the company
Views the future in a simplistic way
Disregards future company needs
Badly informed about relevant trends
Focuses on short term goals
Thinks in a narrow way
Views team goals in isolation
Strategic Orientation
Interacts with others in a sensitive and effective way. Respects and works
well with others.
1. Tell me about the last time you worked as part of a team.
What did you like about working in the group?
What did you dislike?
How did you encourage the team members to co-operate?
2. Tell me about a time when you had to get people to work together
more supportively.
What caused the problems?
How did the others respond to you?
What would you do diIIerently next time?
3. Give me an example of a time when someone came to you for
support or guidance.
Why did they need your support?
What did you do to support/guide them?
How did it help?
4. What makes a supportive team?
Why do you think this is important?
What can be done to encourage people to work together more
supportively?
What gets in the way oI teamwork?
5. Tell me about a time when you had to establish an effective
relationship quickly.
What did you do?
What did you learn Irom this?
6. From time to time we come across people who we find it difficult
to deal with. Describe a particular occasion when this happened
to you.
How did you handle the situation?
7. Tell me about a situation when you had to modify your plans to
take account of other people`s views.
What was the situation?
How did the other people express their views?
Supports others
Works well in teams
Builds lasting working relationships
Shows consideration for colleagues
Tries to encourage people to work
together
Creates a sense of team spirit
Is tolerant of others, checks for
understanding
Is a sympathetic listener, empathy
with others` viewpoint
Is able, or makes suggestions, to
reconcile others in conflict
Likes to understand people
Identifies with the team
Rarely offers support to colleagues
Prefers to work alone
Fails to establish networks
Shows limited consideration of
colleagues
Does not encourage teamwork
Emphasizes achieving personal
goals
Is intolerant of others
Is not sympathetic to others
Allows others to resolve their
differences themselves
Puts personal objectives first
Interpersonal Sensitivity
Successfully adapts to changing demands and conditions
1. Tell me about a recent time when you had to adapt
to a major change.
How did you adapt?
What was diIIicult about the transition?
2. Describe an occasion when you had to change the
way you work because of changing circumstances
What were the main changes in terms oI demands?
What was your initial reaction?
How well did you adapt?
3. Give me an example of a time when you had to
change your work plans unexpectedly
What was your Iirst reaction?
How did you change your plans?
4. Tell me about a situation where your manager/tutor
suggested you change the way you were doing
something
What did you do about it?
5. When have you found it difficult to adapt to
changing circumstances?
Why did you Iind this change diIIicult?
How did this aIIect your perIormance?
How do you Ieel about this now?
6. Suggestions for change often come from the
unlikeliest sources. Tell me about a time when this
happened to you.
What was the catalyst Ior change?
What was your reaction?
Reacts positively to change - is excited and
responds quickly to it.
Sees change as an opportunity and handles it
easily.
Is adaptable, flexible or versatile.
Modifies approach/style to suit new demands.
Accepts new ideas.
Is prepared to change own views/plans
Encourages others to adapt to changing
circumstances.
Is open to different ways of doing things.
Evidence of being comfortable with a wide
range of circumstances.
Views change negatively - is frustrated,
uncomfortable or upset by it.
Is predictable, feels there is one best solution.
Reluctant to modify approach.
Resists news ideas
Is rigid in approach, uses one style regardless
of the situation.
Reacts unfavourably when asked to change
plans.
Rigid in outlook, little awareness of the need
for different approaches
Stays with established ways of doing things.
Does not encourage others to adapt to change.
Resists progress, thinks change is introduced
for no real reason at all.
Flexibility
Maintains effective work behaviour in the face of set-backs or
pressure. Remains calm, stable and in control of themselves
1. Describe a situation in which you had to work under pressure.
What was the cause oI the pressure?
How did you Ieel under this pressure?
What impact did this have on your work?
2. Tell me about a crisis you have handled recently.
What caused it?
What did you do to resolve it?
What were your Ieelings at the time?
3. Give me an example of when you experienced a setback.
Describe what happened
How did you react to the problem?
To what extent did others see how you were Ieeling?
4. Tell me about a time when you were unfairly criticized.
Why was this?
How did you respond?
5. Describe a situation at work when something was causing you
to feel negative.
What caused these Ieelings
How did you approach your work at the time?
What impact did this have on your colleagues?
6. Every once in a while we find a situation where it is important
for us to persist and overcome considerable resistance to make
things happen. Tell me about a time when this happened to
you.
What was the nature oI the resistance?
How did you overcome this?
7. Sometimes others ask us to defend our position on an issue.
Can you think of a time when this happened to you?
How did you Ieel about this?
What did you do?
Copes with disappointments/setbacks
and keeps going
Deals with pressure calmly
Rarely tense for long, able to relax
Optimistic and resilient
Keeps control in stressful situations
Keeps difficulties in perspective
Is self-controlled
Not overly sensitive to criticism
Allows disappointments to become
overwhelming
Panics under pressure
Generally tense or finds it difficult to
relax
Gloomy in outlook
Tends to find it difficult to bounce
back
Allows stress to get to him/her
Gets things out of proportion
Loses control under pressure
Too sensitive to criticism
Resilience
Commits self to work hard towards goals. Shows
enthusiasm and career commitment
1. Tell me about a time when you worked especially hard.
Which aspect oI the situation motivated you to work hard?
Which aspect oI the situation de-motivated you?
What Ieedback did you receive on your perIormance?
2. Describe a recent opportunity you had to take on new
responsibilities.
How did the opportunity arise?
What were these new responsibilities?
3. When was the last time you learned a new skill at work?
What was the skill?
What lead to to your decision to learn the skill?
How did you apply your learning?
4. Give me an example of when you have set yourself an
ambitious target.
What made it so ambitious?
How did it compare with other targets you had set
yourselI?
How well did you do?
5. Tell me about the last time you exceeded your personal
targets.
By how much did you exceed them?
How did you manage this?
What has happened since then?
6. From time to time, each of us has to deal with events that
affect our enthusiasm and commitment. Tell me about a
situation like this.
What eIIect did this have on you?
How did you cope with this/these eIIects?
How do you think your response compared with that oI
your colleagues?
7. Few of us are lucky enough to find that we enjoy every
single aspect of our occupation. Describe an aspect of your
job/course that you least enjoy.
How do you describe your perIormance on those tasks?
How do you sustain your drive during these tasks?xxxx
Shows drive and determination to get
results
Achieves goals and then seeks new
ones
Readily tackles demanding tasks or
takes on new work
Looks forward to or enjoys a
challenge
Gets outstanding results or exceeds
targets frequently
Seeks career progression or sets
career goals
Is determined to succeed
Is enthusiastic
Less motivated than others to achieve
Prefers simple tasks
Gives up when challenged or
disappointed
Gets mediocre results
Complacent about achievements
Only acquires new skills when
pushed
Prefers not to take on new
responsibilities
Sets easy targets and personal
objectives
Rarely exceeds targets
Lacks enthusiasm
Personal Motivation

Competency

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Competency

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The Inventory of Management Competencies

Motivates and empowers others in order to reach organizational goals.

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