Typically, career counselors use a 360-degree approach, asking questions about a list of skills. This is done to discover hidden problems in a person’s habits and behavior and find ways to solve them.
Contact a career consultant
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Let's return to the example: after working with a singapore business email list career guidance specialist, the man realized that he needed to work on a key managerial competency - the ability to interact with a team. The career consultant, using the "360 degrees" method, helped him find the real problem.
He asked leading questions: "In what situation were you unable to determine that the subordinate understood what idea you wanted to convey to him? What did you do? Who was there? What qualities did you use? Did you like it? Remember where else you needed these qualities?" etc.
As a result, it turned out that the man could not identify the emotions of his subordinate, which is why communication did not work out. This happened if other employees were present during the conversation. The manager tried to look authoritative in front of the team and forbade himself to show sensitivity and understanding.
The “360 degrees” method helps to identify weaknesses and understand what hinders the development of a manager’s management competencies.
A personal report on the results of work can be presented in the form of a scale from 1 to 5, where 1 means competence is not demonstrated at all, and 5 means competence is demonstrated in any work situation.
Receiving feedback from employees
Employees often see the skills of a manager more clearly, because the person himself may underestimate himself. For example, you do something with ease, in no time, and it seems to you that it goes without saying, but subordinates are surprised at how competent you are in this matter. This is a clear indicator of your strong side, which you yourself do not recognize.
With the help of feedback, a manager can learn about his weaknesses and understand what he needs to work on.
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Reasons for changing priorities in managerial competencies
It used to be that a manager's experience depended on the number of problem-solving tools he had at his disposal. That is, the more tools he had in his arsenal, the more experienced a manager he looked.
Figuratively speaking, to hammer a nail into the wall, he took the right hammer and solved the problem. Now, continuing the analogy, we can say that the walls became stone, and the old tools became irrelevant.
Reasons for changing priorities in managerial competencies
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Let's consider what reasons underlie changes in the value of some competencies of a department or enterprise manager:
Changing external conditions
So, today, for the modern digital generation (Generation Z), living in the times of globalization, yesterday's motivation systems are completely unsuitable. The goal of life for modern people is to be happy, not to build a career or earn money. Answering the question: "Why weren't you at work yesterday?", they can calmly say: "I didn't want to, I won't come tomorrow either if I'm not in the mood."
Such employees are motivated by quick results, so old methods cannot be used with them. Very soon, employees with such a worldview will be the majority among company personnel.
Just a few years ago, it was believed that only top management could make strategic decisions because only they had the necessary knowledge. Now, so much new information comes in every day that a manager is physically unable to consume it alone and needs to share this data with employees.
The more people are aware of what their colleagues are doing and what is happening in the next department, the better the results. The end result is that staff have enough information to make strategic decisions at the departmental level.
Changing corporate standards
It was once believed that the more stable a company is, the better. Then a good company was one that could adapt to changes faster. Now a good company is a proactive one, that is, one that can better than others forecast changes in the external environment and predict the emergence of new needs.
Changing corporate standards
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For this reason, managers must act as entrepreneurs – introducing products to new markets, introducing new methods and technologies, including in the workplace.
All this requires creativity, ingenuity, initiative and a willingness to take risks. In today's environment, you need to react very quickly to changes while maintaining efficiency in order to achieve results. To do this, it is important to keep up with new technologies.