Professional competencies of the manager- his ability to perform work according to the requirements of the position. In turn, the latter are usually called tasks, standards for their implementation, which are accepted in a particular organization, industry.

Key professional competencies of the head of the organization

• Achievement orientation;
• Successful work with data, decision making;
• Organization of activities, control;
• Motivation, development of employees;
• Ability to influence subordinates;
• Ability to organize own work.

For the leader it is important to focus on achievements, the ability to set quite achievable, but at the same time ambitious goals. It is equally important to be able to work with information and make the right decisions based on its analysis. A competent leader is able to properly organize work, control activities. The professional skills and managerial competencies of the manager include his ability to create conditions for subordinates that allow the latter to do their job with a desire.

Of course, the leader must be able to influence the decisions of his subordinates. For this you need to have:

• Oratory skills;
• Authority among employees;
• Ability to conduct meetings and lead a group;
• The ability to quickly navigate in unforeseen situations.

In turn, the organization of one's own work presupposes the ability of a person occupying a leadership position to plan, organize, correctly distribute his working time. It is important to be able to prioritize, use delegation as a way to save time and develop the skills of subordinates.

Other professional competencies of the head of the organization

• Knowledge of the basics of marketing for positioning the company in the market.
• Ability to manage finances, use investment tools.
• Understanding market laws in order to properly organize sales.
• Competent implementation of business administration, etc.

These competencies are largely based on the qualifications of the leader. They are determined by a set of professional knowledge that a person holding a managerial position should have. In this case, it is necessary that the manager has not only work experience, but also the appropriate education, since, for example, the ability to use investment tools is based on knowledge of the process of working with investments.

Development of professional competencies of a manager

Key competencies of a manager are more based on personal characteristics. Their improvement allows you to achieve the desired result and become the most competent manager. For this purpose, it is better to use the help of professionals to develop the professional competencies of a manager. Trainings for occupations leadership positions provide an opportunity to develop or improve managerial skills.

Trainings for managers allow you to learn how to manage projects, changes and other components of leadership work, develop strategic thinking, and communicative competence. With their help, it turns out to learn about many important aspects of competent management, which makes it possible to more effectively manage a company in a variety of conditions.

Lukashenko M.A. D. ek. PhD, professor, vice-president and head of the department corporate culture and PR MFPA
Journal "Modern competition"

From the point of view of business practitioners, professional competencies are the ability of a subject of professional activity to perform work in accordance with job requirements. The latter are the tasks and standards for their implementation, adopted in the organization or industry. This point of view is very consonant with the position of representatives British school psychology of work, mainly adhering to the functional approach, according to which professional competencies are understood as the ability to act in accordance with the standards of work performance. This approach is not focused on personal characteristics, but on performance standards and is based on a description of tasks and expected results. In turn, representatives of the American school of labor psychology, as a rule, are supporters of a personal approach - they put at the forefront the characteristics of a person that allow her to achieve results in work. From their point of view, key competencies can be described by KSAO standards, which include:

• knowledge (knowledge);
• skills (skills);
• abilities (abilities);
• other characteristics (other).

Experts note that the use of such a simple formula to describe core competencies is associated with difficulties in defining and diagnosing two of its elements: knowledge and skills (KS) are much easier to define than abilities and other characteristics (AO) (in particular, due to the abstractness of the latter). Besides, in different time and for different authors the letter "A" meant different concepts(for example, attitude - attitude), and the letter "O" in the abbreviation was absent at all (used to denote a physical state, behavior, etc.).

However, we intend to focus specifically on skills and abilities, because:

• they play a huge role in ensuring the competitiveness of the company headed by this leader;
• either universities do not teach this at all (unlike knowledge), or it is introduced in single universities - in the so-called entrepreneurial universities. As a result, the educational services market is flooded with educational and training structures that compensate for the gaps in higher education. By the way, corporate universities, in addition to conducting special training programs tied to professional specifics, also train the so-called soft skills (literally translated - “soft skills”, or, in other words, life skills - “life skills”). Examples are communications skills - communication skills, negotiation skills - negotiation skills, etc.

Key competencies of a modern top manager

Effective goal setting

So, the first key competency is goal setting. Every management course—whether general management, project management, or brand management—teach you how to set goals. However, nowhere do they teach personal and corporate self-identification, identifying the meaning of life and the meaning of the company's existence, the formation of a value base as personal life and the activities of the company. Hence the crises and disappointments of middle age in his personal life, when a person thinks: it seems that he has achieved everything, but why he lived and what I will leave behind is not clear. As for the activities of the company, in the Western approach, the meaning of the company's existence is reflected in its mission. However, in Russian practice, the mission of the company is often perceived as a formal invention of the attracted image makers, posted on the website. No one is able to remember it, let alone reproduce it. Such a mission does not cement anything and does not motivate anyone. On its basis, it is impossible to set bright strategic goals that can ignite and unite the team. Meanwhile, according to practitioners, one of the most difficult tasks for the top management of companies is to organize the fulfillment of the tactical goals of departments in such a way that, as a result, the strategic goals of the organization are fulfilled. But how can they be fulfilled when the strategic goals are often not known not only to the staff, but also to the management itself. It happens that each top manager has his own vision of the company's strategic goals and general directions of its development. Not "brought together", such goals can give rise to a classic situation in the company: "swan, cancer and pike."

Without creating a value base for the company's activities, it is impossible to form its corporate culture. This is obvious, since corporate culture is a system of values ​​and manifestations inherent in the company's community, which reflects its personality and perception of itself and others in the market and social environment and is manifested in the behavior and interaction with market stakeholders. The meaning of corporate culture is that the values ​​of the company and its employees coincide. This is not an end in itself, and there is nothing sublime about it. But this is the highest aerobatics of management, because if the goals and values ​​coincide, the employee will “drag” the whole company forward in order to achieve his goals and in the name of his values. In turn, the company, in order to achieve its market goals, will create all conditions for professional development and personal growth employee.

The purpose of corporate culture is to ensure the company's competitiveness in the market, high profitability of its activities by building an image and good reputation, on the one hand, and improving human resource management to ensure employee loyalty to management and its decisions, educating employees to treat the company as their own. home on the other. What does corporate culture depend on? Obviously, first of all - from the management. No wonder the well-known Russian proverb says: "What is the priest, such is the parish."

Thus, the first key competence of a top manager is the ability to work with the goals and values ​​of the company.

Communicative competence and work with key employees

The second key competence is communicative competence. An analysis of the daily activities of top managers of large corporations revealed a curious fact: from 70 to 90% of their working time they spend in interaction with other people both inside and outside the organization. There was even a special term: "walking management". Thus, the professional activity of a top manager is carried out through communications. In this regard, there are two key problems of increasing the effectiveness of the manager's communicative activity. The first is related to ensuring the completeness of communications, their consistency and manageability. The second depends directly on the communication skills of the top manager, his ability to business communication as such, from the knowledge of communication technologies and the ability to apply them in the right context.

Thus, the communicative competence of a top manager is formed in two ways: on the one hand, it is an increase in the efficiency of managing communications as a business process of interaction between a company and market stakeholders; on the other hand, it is the development of personal communication skills, the ability to listen, convince and influence the interlocutor. The manager must have a clear understanding of the structure of his own business communications: with whom he needs to communicate, for what and how. Oddly enough, it is these, it would seem, the most simple questions make students-managers think at business trainings, help to form a personal system for managing external and internal communications. Communicative competence implies that the manager has psychological knowledge in the amount necessary and sufficient for correct understanding interlocutor, ensuring his influence on him and, importantly, to resist other people's influence.

In practice, the attitude of the head to the performance of communicative, including representative, functions is very ambiguous - from the closure business contacts on themselves before delegating these functions to deputies. This is not surprising, since managers, like other employees, belong to different psychological types, and what is a pleasure for some, causes severe discomfort for others. In the latter case, a person, wishing to minimize (if not completely avoid) negative feelings, tends to downplay the role of communications as such (in any case, the role of personal communications). Due to the fact that in a market environment the processes of both cooperation and rivalry are realized through communications, a top manager who tries to minimize business communications in his activities jeopardizes the competitiveness of his company. In this regard, the approach deserves attention, in which the strategy and tactics of all communications of the company are scrupulously worked out, objects of communication impact are identified, and responsible executors are appointed. A pool of contacts is formed, for which the top manager is directly responsible, the rest are delegated, but are under control. A list of communication activities with the participation of a top manager is also determined.

As you know, communications are conditionally divided into external and internal. External communications include the top manager's communications with market stakeholders — partners, competitors, customers, public authorities and administrations. These communications, first of all, should be objects of strategic goal-setting. Internal (intracompany) communications reflect the vertical and horizontal processes of interaction between a top manager and colleagues and subordinates. In order for them to be as effective as possible and at the same time take minimal time from the manager, it is desirable to regulate communication processes. To do this, the company must first reach agreements in terms of communications, and then on their basis, corporate regulations (standards) of communications have already been developed. Forms and methods of assigning orders to subordinates, formulating tasks, setting deadlines for the execution of orders and dates for intermediate control may be subject to standardization. For example, at trainings, we often hear “a voice crying in the wilderness” that an urgent task is regularly “descended” by the manager just before the end of the working day.

A huge amount of time for both the leader and his subordinates is wasted due to inefficient preparation and conduct of meetings. A clear typology of meetings, the development and subsequent observance of appropriate standards for preparation and conduct, including the use of new information and communication technologies, such as the Skype software product, can significantly increase the efficiency of a top manager's intracompany communications.

The third, purely managerial, competence is closely related to communicative competence - the ability to accurately select key employees of the company and use their strongest points in business. This competence acquires particular relevance in an adhocracy corporate culture that involves the formation of mobile teams and active project activities. At the same time, the question again arises: to what extent should this competence be characteristic of a top manager if there is a personnel management service? However, successful top managers, in our opinion, should be like a theater or film director: the more carefully the search for performers for the main roles is carried out, the more accurate the performance and the greater the box office. Therefore, it is advisable that the manager pays great attention to the process of selecting personnel for key positions, which by no means excludes the serious preparatory work of specialists in the personnel management service.

Personal and corporate time management

The fourth key competence of the manager is the effective organization of his own time and the time of the company's employees, i.е. personal and corporate time management. The ability to plan your time in such a way as to manage to solve the most important, priority tasks for the company, the ability to systematize and structure work, motivate yourself to perform complex, voluminous, sometimes very unpleasant tasks - this is far from complete list the results of mastering the technologies of personal time management. It is an excellent tool for increasing personal efficiency, but it is not enough to ensure the competitiveness of the company. The fact is that top managers can try to optimize their time for an arbitrarily long time. But the efficiency of using our time, unfortunately, depends not only on ourselves. If we work with people who do not know how or do not want to treat their own and other people's time as the most important non-renewable resource, all our efforts will be in vain. Therefore, not only personal, but also corporate time management is needed. And this is a very difficult task, because back in 1920, the director of the Central Institute of Labor A.K. Gastev convincingly proved that it is almost impossible to force people to increase their personal effectiveness. But... they can be inspired, “infected” with this idea, and then people themselves, without any coercion, will begin to optimize the expenditure of their time. A.K. Gastev even introduced the term "organizational labor bacillus", which 80 years later was adopted by the creators of the Russian time management community and transformed into "time management bacillus".

The ability to competently and "bloodlessly" introduce the "rules of the game" in the company, optimizing the time spent by all employees of the company, is another important competence of a top manager. However, time management is not a panacea. In our training practice, it is not uncommon for managers to be convinced that employees organize their working time incorrectly, and during the training process it turns out that the problem lies not in time management, but in inefficient organization of business processes or chaotic communications. However, note that such a problem is at least easily detected using time management techniques.

As you know, in daily activities, the manager has to, in addition to solving a large number of tasks, remember key agreements, meetings and assignments, and quickly find the necessary information. In order to concentrate on the most important tasks that work for the strategic goals of the company, a top manager must correctly organize the execution of routine tasks so that a minimum of time is spent on them. This is done through the delegation of tasks and streamlining the work of the secretariat. With the information technology competence of the manager (this is the fifth competence), this task is greatly simplified by the introduction of time management tools on common office programs (such as Outlook / Lotus Notes).

Rice. 1. Interaction of the top manager with the secretariat

The scheme of interaction between the top manager and the secretariat, which minimizes the manager's time spent on routine operations, is shown in fig. one.

The entire flow of incoming information received by a secretariat employee is recorded by him on the basis of the “Regulations of the Secretariat's work” in a single Outlook / Lotus Notes system. The head, at a convenient time, accesses a single system, views information on calls, meetings, instructions and gives feedback to the secretariat, making appropriate changes. All the changes made by the secretariat staff are immediately visible in a single system, which gives them the opportunity to confirm or not the meeting accordingly, remind them of the fulfillment of the assignment, organize a meeting, etc.

As you know, contacts are the currency of business. Microsoft Outlook/Lotus Notes has a special section for storing contact information. Secretaries, receiving new business cards from the head, immediately drive their data into the "Contacts" section. The rules for recording information in this case should be determined by the "Regulations for the processing and storage of contact information". The result of this activity is the formation of a manager's contact database and minimization of time to search for the necessary contact. In addition, such a database, as a rule, contains the entire background of the contact: under what circumstances did they meet, what was discussed and outlined, what documents were sent, etc.

If the company has adopted the standard of scheduling time in the Microsoft Outlook/Lotus Notes calendar, then the manager, when scheduling a meeting with key employees whose time is very expensive for the company, can, by opening their calendars, set the optimal time for the meeting, taking into account the busyness of all participants. The development of the "Regulations for planning the manager's working day" is very useful, with the help of which the secretaries, without interrupting the leader once again, optimize his working time, organize the necessary meetings, and provide the necessary rest.

The ability to relax and the ability to create

Yes, it's rest. And the sixth key competence is connected with this - the ability for managerial orthobiosis. Orthobiosis (gr. orthos - direct, correct + bios - life) - a healthy, reasonable lifestyle. It is no secret that due to the growth of professional workloads, an increase in the number of tasks to be solved, constant overwork and overwork, stress and lack of sleep, the manager's profession has become one of the most risky and dangerous to health. At the end of the XX century. the Japanese language even has a new term, “Karoshi syndrome,” meaning death from overwork in the workplace. And a couple of years ago, another term appeared - "downshifting" (downshifting) - the transition from high paying job, but associated with constant stress and burnout, to a low-paid job, but calm, not requiring enormous effort. In fact, this is a choice between, on the one hand, income and stress, and on the other hand, peace of mind for less reward. A downshifter is a person who has reached the “hands” (nervous breakdowns, depression, exacerbation of chronic diseases, when medications do not help and life itself is not a joy). It should be noted that downshifting does not appear in the company overnight, but, in fact, is provoked by the attitudes of top management. As an example, let's take a training on the topic of processing. We have expressed a fairly firm position on the inefficiency for the company of constant overtime of employees, since they do not have time to recover, gradually go out of a resource state, and the efficiency of their work is steadily declining. We suggested organizing working time in such a way as to leave work on time and have a good rest. During the coffee break, we were approached by a top manager who was present at the training and asked to change the emphasis: “Instead of considering the optimization of work in terms of its completion in a shorter time, let's focus on a multiple increase in income with the same multiple increase in time costs." That's the whole managerial orthobiosis!

However, it must be said that at present there are very serious positive shifts in business. So, in a number of companies, corporate standards have been adopted that regulate the time of delay at work: for managers - no more than one hour, for ordinary employees - no more than half an hour. Even (however, this is rather an exception to the rule so far) physical education breaks are introduced similar to industrial gymnastics, which was in Soviet times and, alas, which was mostly ignored by workers.

As noted earlier, everything in the company depends on the top manager, so we focus on shaping his ability not only to properly and effectively relax on his own, but also to integrate competent rest into the corporate culture system. Otherwise - "They shoot the driven horses, don't they?"

Finally, the seventh most important competence is the ability of a top manager to search for non-standard, non-trivial solutions. Today, this trait does not necessarily have to be innate. There are technologies for finding new, unusual solutions. For example, these are widely known among technical specialists, but little known in managerial circles, TRIZ technologies (theories for solving inventive problems), as well as TRTL (theories for the development of a creative personality). In fact, the ability to find new solutions is inextricably linked with the ability to learn and relearn in general. And the latter, back in the early 90s of the last century, was recognized by American experts as the most important competence of any modern person.

On the participation of universities in the formation of key competencies

To what extent do top managers realize the need for the formation of these professional competencies? Judging by the presence a large number proposals for the provision of educational services posted on the Internet, the demand for programs for the formation of soft skills (life skills) is very high. In large companies, this demand is met by the corporate university with the help of either internal or external resources. AT small companies such internal resources simply do not exist. Therefore, the following steps are being taken by the company:

• a request for certain training programs is formed;
• there are providers (not universities!) that provide the required educational or consulting services;
• familiarization with the package of proposals of providers is carried out and, if necessary, a tender is held;
• organization of training and feedback.

Most of the training is conducted for top managers, middle managers and specialists of interested departments.

Let's pay attention to the age composition of the participants in the training seminars: most of them are young managers who have recently graduated from the university. However, if these competencies are objectively necessary and in demand, the university can ensure their formation directly during the course. educational program higher or postgraduate vocational education or create an educational product intended for corporate universities and organize the promotion of this product in this market segment. In the latter case, it is necessary to create educational alliances of the university with corporate universities of various companies. It should be noted that the subject of interaction is not only short-term programs, but also programs of the second higher education, including MBA, as well as training of company executives in the graduate school of the university. Practice shows that these educational needs are quite common, but they cannot be satisfied either by corporate universities or, moreover, by educational structures operating in the market.

Conclusion

Thus, among the key competencies of a top manager, we include:

• ability to work with the goals and values ​​of the company;
• ability to effective external and internal communications;
• the ability to accurately select key employees of the company and use their strongest points in business.

The most important competencies of a manager, which are directly related to the issues of ensuring the competitiveness of the company, today are the ability to effectively organize their own time and the time of the company's employees, i.e. personal and corporate time management. Obviously, long-term fruitful and productive work is impossible without the ability to rest, and innovation is extremely problematic without the ability of a top manager to find non-trivial solutions.

Concluding the review of the key competencies of a top manager that contribute to increasing the competitiveness of the company, we note that a long time ago in the Soviet film "Magicians" the main one was formulated - the ability to pass through the wall. And even recommendations were given - accurate, effective and dashing: "In order to pass through the wall, you need to see the goal, believe in yourself and not notice the obstacles!" Quite relevant, isn't it?

Bibliography

1. Altshuller G. Find an idea: an introduction to TRIZ - the theory of inventive problem solving. Moscow: Alpina Business Books, 2007.

2. Arkhangelsky G.A. Corporate Time Management: Encyclopedia of Solutions. Moscow: Alpina Business Books, 2008.

3. Sidorenko E.V. Training of communicative competence in business interaction. St. Petersburg: Speech, 2007.

4. Managerial effectiveness of the head / Churkina M., Zhadko N.M.: Alpina Business Books, 2009.

5. Professional competencies. Materials of the Smart education portal 23.01.09. Access mode: http://www.smart-edu.com

These and subsequent regulations are corporate standards that are specially developed in the company itself, taking into account the characteristics of its activities. The rules of work described in the regulations, as a result of their rooting in the company, become elements of its corporate culture.

Karoshi is the name of the Japanese city where the first death of a worker from overwork was recorded. A 29-year-old employee of a major publishing house was found dead at his workplace. The case was not the only one, moreover, over time, the number of deaths from processing only increased, therefore, since 1987, the Ministry of Labor of Japan has been keeping statistics on the manifestations of this syndrome. They happen from 20 to 60 per year.

See, for example: Altshuller G. Find an idea: an introduction to TRIZ - the theory of inventive problem solving. Moscow: Alpina Business Books, 2007; Altshuller G., Vertkin I.M. How to become a genius: The life strategy of a creative person. Belarus, 1994.

In order for a manager to effectively manage personnel, he needs a certain set of professional competencies. About what competencies are necessary for a successful leader, how they should be assessed and what measures can be taken to develop the professional competencies of a leader, read our article.

From this article you will learn:

• what professional competencies are needed for a manager;
• how to assess the professional competencies of a manager;
• how to help HR in developing the professional competencies of a manager.

For the effective performance of labor duties, a manager must have a number of skills and abilities that can be described as professional competencies of a manager. To date, it is customary to distinguish 2 main groups of competencies necessary for a manager of any level:

• basic (personal). This group of competencies is based on the intellectual, emotional and volitional qualities of a manager;
• special (professional). This group includes specialized knowledge, skills and experience, as well as experience in similar positions.

Both of these groups are equally important for effective personnel management and, if necessary, each of them can be developed.

What professional competencies do leaders need?

The professional competencies of a manager are the knowledge, technical skills, abilities, and motives that allow the manager to do his job effectively. These include:

• Leadership skills. The ability to manage people, maintain their own authority, the ability to unite and lead other people;
• credibility. The ability to convey to subordinates their instructions and ideas, to defend their point of view;
• Communication skills. The ability to find mutual language with subordinates, partners and clients, regardless of their beliefs and point of view;
• strategic thinking. Strategic thinking should be understood as the ability of a leader to long-term planning of the company's activities;
• business acumen. Ability to use available resources to achieve high results;
• organization. Ability to properly prioritize, plan workloads, etc.;
• Initiative. Constant search for new ideas to expand the business or improve working conditions, the use of innovative working methods, etc.;
• Ability for self-esteem and self-criticism. The leader must know his strengths and weaknesses, be aware of what consequences his managerial decisions can lead to, the ability to admit that he is wrong, etc.;
• adaptability. Ability to effectively manage personnel in a changing business environment;
• openness. The leader must be open to each of his subordinates, their ideas and initiatives;
• Focus on results. Ability to set and achieve certain goals and objectives, manage the process of achieving results;
• Ability to delegate authority. The manager must be able to properly distribute powers and responsibilities to improve the efficiency of company management;
• Energy. Vigor should be understood as the possession of the mental and physical forces that are necessary for the effective management of personnel;
• Emotional intellect . This concept includes the ability to control one's own feelings and emotions, as well as the ability to recognize and use the feelings and emotions of other people;
• Conflict Management. Leaders must be able to prevent conflict situations and be able to resolve conflicts that have already arisen;
• Stress resistance. Ability to maintain composure in the event of unforeseen, stressful situations;
• The desire for self-development. Effective leader must constantly engage in self-education and personal development;
• Ability to mobilize. Ability to involve subordinates in work, ability to work in an emergency mode.

For more information about leadership competencies, see

How to assess the professional competencies of a leader

It is quite difficult to assess the professional competencies of a manager, but with scientific approach to the organization of evaluation activities, this process is quite feasible. Leaders are judged according to the following criteria:

• Work planning, business qualities;
• Stylistics of management activity;
• The complexity and responsibility of the management tasks performed;
• Skill level and vocational training;
• Results of work;
• Personal qualities.

It is best to conduct a comprehensive evaluation of managers. For these purposes are involved:

• a group of experts "from above" is formed from senior managers of the company;
• a group of experts "from the side" is formed from managers of the same level (line managers, heads of departments);
• a group of experts "from below" is formed from the subordinates of the assessed leader.

Experts evaluate each type of professional competence of a particular leader on a five-point scale. In some cases, the assessed person is also involved in filling out the assessment sheet.

How to help HR in developing the professional competencies of a manager

The development of the human potential of employees is one of the priorities of the HR department. Particular attention should be paid to HR managers to the company's management - middle and even top managers. To develop the professional competencies of a manager, a set of training activities can be used - trainings, modeling of work situations and even mentoring. Business trips to divisions or branches of the company, as well as sending managers for training in other companies can be of great benefit.

An experienced and competent leader can increase the efficiency of the department entrusted to him and maintain high labor productivity for a long time. By creating conditions for the constant development of the professional competencies of the manager, the company's management will provide itself with a reliable support and will be able to confidently move forward.

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Before talking about the competencies of the head of the sales department, we need to decide on the understanding of what a competency is.

So, classic definition: competence - (from the Latin competo - I achieve; I correspond, I approach). It has several meanings: 1) the scope of powers granted by law, charter or other act to a specific body or official; 2) Knowledge, experience in a particular area.

The following definition is important for our understanding: competence- this is the personal ability of a specialist to solve a certain class of professional tasks. We will also understand the formally described requirements for personal, professional and other qualities of the head of the sales department as competence.

A set of competencies; the presence of knowledge and experience necessary for effective activity in a given subject area is called competence.

Competencies can be divided into:

Corporate competencies - necessary for all employees of the company,

Managerial competencies - necessary for company leaders (all or only a certain level),

Special (specific) competencies required only for a certain category of employees ( ex: sales manager).

Let us give an example of the corporate competencies of one of the companies engaged in the wholesale trade of equipment. Regardless of the position held, each employee of this company must have the following competencies:

Mastering and using new knowledge and skills, i.e. not only constant study, but also the use in work of the new knowledge, skills, own and other people's experience obtained as a result of such study;

Effective communication and collaboration, i.e. the ability to work successfully together with other members of the organization, to achieve coordinated actions to achieve the goals of the company;

Orientation to the needs of customers implies the desire of the employee to understand and satisfy the needs of customers as much as possible, evaluate the usefulness of the actions taken in terms of additional satisfaction of customer needs. Moreover, the employee should treat colleagues at work as internal customers;

Result-oriented, i.e. understanding by the employee of the tasks facing him and the company and the ability to systematically achieve their implementation.

As an example of managerial competencies, we offer a set of competencies for a middle manager of one of the companies that develops and sells IT solutions:

Professionalism — Possession of universal knowledge and experience in at least one of the company's activities.

Organization — distribution (control) resources : the ability to provide employees with the resources and powers necessary to achieve the intended goals; establish the minimum necessary control; follow up results, correlating them with the established plan.

organization – determination of personal priorities and goals corresponding to the tasks of the company; reasonable distribution of working time; productive work with documents and effective solution of administrative issues; optimal processing of information, highlighting important points without excessive detail; ability to work under heavy load.

Communication - the ability to "listen and hear" messages and information, to conduct pre-prepared and spontaneous speeches that are appropriate for the audience and topic and ensure the achievement of the desired results.

Development of subordinates , i.e. development of relevant skills and abilities of employees in accordance with specific professional needs; setting complex professional tasks; empowering employees to take on more responsibility. Creating an environment that encourages people to achieve and develop their own abilities; encouragement in employees of energy, enthusiasm, devotion, trust and striving for excellence.

Delegation of authority – those. the transfer of part of the functions of the head to a subordinate, subject to the transfer of responsibility for the task assigned.

External contacts – development and maintenance of constructive relationships with customers, suppliers, public and government representatives; manifestation of special attention to the client, punctuality in the supply of products and the provision of services. Representing the company in relations with external organizations, performing work with constant concern for the company's reputation.

Communication skills - the ability to interact effectively with others; the ability to win support at any organizational level.

Conflict Management - the ability to understand a variety of points of view, to exercise control over stressful and crisis situations; ability to resolve conflicts and disagreements.

Constant display and encouragement of attention to quality work at all levels, both within the company and outside it; critical attitude to mediocre results.

Achievement of the set goals; acceptance of a system of responsibility for the results and performance of work with a sense of responsibility for labor productivity.

Innovation - striving for the development and application of new progressive methods of work.

Intellectual level - mind, ability to think logically, education.

When starting to develop a competency model for a sales manager, it makes sense to first define corporate and managerial competencies, and only then move on to developing specific competencies. Special or specific competencies decipher the concept of "Professionalism" for a specific position of the head of the sales department. We will return to this type of competencies a little later, and now we will take a closer look at the managerial competencies of the head of the sales department.

It is managerial competencies that come first for the head of the sales department and ensure its effectiveness. True, often the head of the sales department forgets that he is the head and his main task is to manage the department, and is too fond of personal sales. Moreover, for a better understanding of the essence of managerial activity, it makes sense for the head of the sales department to imagine the entire possible range of managerial competencies. The list of these competencies is quite large, therefore, not all of them should be placed in a real document, the so-called “competence portrait”, but only the most important ones for a specific position in a specific organization. This is done in order to make such a document a real working tool, since too large a list of competencies is both perceived and difficult to evaluate.

So, managerial competencies can be divided into five groups:

1) The competencies required to fulfill the role of a manager.

2) Competences that characterize a high level of intelligence.

3) Competencies necessary to improve the efficiency of work (own and subordinates).

4) Competencies that determine the manager's own development.

5) Competencies defining customer orientation.

Let's start with the competencies required to fulfill the role of a leader. These include:

1. Leadership, that is, the ability to achieve outstanding results through people.

2. Management as achieving outstanding results through effective management of resources, systems and processes.

3. Development of employees (mentoring, mentoring).

Note that sometimes the concepts of "leadership" and "management" are perceived as synonymous. This is not entirely true. Thanks to leadership, the leader leads people, inspires them, ignites them with an idea. He may not pay much attention to how rationally the work of employees is organized, but he will not pass by despondency and loss of enthusiasm. On the other hand, managerial qualities allow the manager to manage work processes, ensuring their rationality, thoughtfulness, and coordination.

In one company, we saw a vivid example of leadership development in one head of sales and managerial development in another. The company had two sales departments divided by product principle. One department sold one product, another department sold another. The head of the first department often spontaneously gathered his managers and enthusiastically described to them the prospects for the company's work, showing them the exciting horizons of new victories. He also often held personal conversations, encouraged employees. True, he left the specific steps (what and how to do) to their discretion. He believed that the main thing is the desire to achieve results, and what and how to do is the second question. Managers often made mistakes and worked very erratically, but with enthusiasm, thanks to which they managed to fulfill the plan, although they often had to redo the work. The head of another department, on the contrary, gathered planning meetings strictly according to the schedule, gave clear tasks, provided the necessary resources to solve the tasks, controlled the execution, and helped with the solution of complex tasks. But he did not consider it necessary to say anything about the necessity of the work they were doing. He believed that this was already understandable, so why waste time on this. As a result, his subordinates worked quite smoothly, achieved good results, but did not strive for special achievements, they treated work as an inevitable necessity. It is obvious that both leaders had development reserves, one of managerial qualities, the other of leadership qualities.

Now consider the competencies that characterize the high level of intelligence of the manager.

This is, firstly, such a competence as "Analysis and problem solving" that is, reaching mutually acceptable solutions through identifying problems, reaching out to affected parties, developing multiple solutions, and resolving conflicts.

The second competence is "Goal Orientation" or focusing aspirations on achieving a goal, mission, or task.

The third competence « Making decisions», why it is important to choose the best sequence of actions based on the analysis of the situation.

And finally, the fourth competence - "Creativity or Innovation". This competence is characterized by the adaptation of traditional or the development of new approaches, concepts, methods, models, images, processes, technologies and systems.

Sales leaders often have to deal with problems that do not have a clear solution. It is in such cases that the competence of this group is required.

For example, the head of a department learns that his manager and an employee of the client are doing dubious transactions involving yet another, third company. And we are talking not only about kickbacks, but also about actions that, if they are made public, will damage the reputations of both companies, as well as affect the moral climate in the team. The leader must consider the situation from all sides and determine what options are generally possible and what consequences they can lead to. The simple dismissal of an unscrupulous manager will not solve the problem, since there is still an employee of the client whose actions were no better than the actions of the manager. And you can't just fire him. In addition, it is necessary to deal with a third company, recovering from it the damages incurred. The manager must understand that he has to solve several problems at once in this situation: not only to stop the fraud and compensate for the damage to his company, but also to prevent the possibility of their repetition in the future, and, most importantly, to preserve the reputation of both companies. Ordinary actions in such a situation are not suitable, so the leader will have to approach the issue creatively, find an unconventional way to resolve the situation.

Very important for a leader are the competencies necessary to improve work efficiency. These include competencies such as "Planning" and "Personal effectiveness".

Planning - A systematic approach to activities, independent preparation and action in accordance with the developed plan.

This competency, according to our observations, is the most typical “growth point” for many sales managers. Many of them experience great difficulties not only in drawing up an objective and fact-based plan, but also with its subsequent implementation.

The head of the sales department of a large company grew up from salespeople and had more than 15 years of sales experience. He perfectly remembered the times when no one planned anything, but, nevertheless, sales grew at a tremendous rate. Then sales began to fall, and he, already the head of the sales department, was required by the company's management to draw up a plan and follow it. He resisted this as best he could: how can you plan something in our life, he said, because you don’t know what awaits you tomorrow. But the leadership insisted, and there was nowhere to go. I had to make plans. But he did this solely for show and forgot about the plan at the same moment when he handed it over to the leadership. Naturally, with such an attitude, he did not look into the plan until the moment when it was necessary to write a report, did not control its implementation among subordinates and did not take any actions to achieve it. Subordinates, seeing the attitude of the leader, treated planning accordingly and worked as they had to, and some just because of their mood: it went well - I will sell, but if it didn’t work out, it’s not worth it to strain, you have to wait.

The “Personal Effectiveness” competency combines the following characteristics:

Radiation of self-confidence

No less important for the activities of the leader is his own development. And here we can consider competencies that unite the manager's desire for his own development, namely: "Continuous learning" and "Flexibility".

The “continuous learning” competency is very important for a sales manager, but quite often we see the so-called “stopped self-development” in them. In other words, a person who has reached the level of the head of the sales department has already really achieved a lot professionally and at some point begins to believe that he already knows everything and can do everything. But life does not stand still. As is well known, knowledge modern world become obsolete very quickly. Even 10 - 15 years ago, knowledge became obsolete every five years. Those. a specialist, if he wanted to maintain his qualifications at a high level, had to undergo training at least every five years. Today, knowledge becomes obsolete every 2-3 years.

The insufficient level of development of the “continuous learning” competence is very clearly manifested in the process of various trainings, when participants, instead of perceiving new information and thinking about how it can be used in their work, declare: “but it’s not like that with us.” This closeness to new knowledge or just approaches leads to the fact that a specialist develops professional templates. And this, in turn, leads to inflexibility.

"Flexibility" as a managerial competence of the head of the sales department is especially important in the context of innovations in the company. If the leader is inflexible, it will be very difficult for him not only to understand the meaning of the changes, but also to choose adequate methods of behavior depending on the situation. Flexibility also implies the ability to quickly switch from one activity to another, to constantly keep all the diverse affairs of the department in focus, not to forget or lose sight of the details.

I would like to pay special attention to the last group of competencies - customer orientation. In this case, the client refers to both external customers of the company and own employees, which are internal customers. Competence "Customer Focus" is anticipation, meeting the needs, desires and expectations of the client.

However, customer orientation should not be confused with an obsequious attitude towards him and a desire to please in everything that not only does not lead to partnership and cooperation, but can adversely affect the business as a whole.

The head of the sales department of a manufacturing and trading company understood customer orientation in a very peculiar way. Upon taking office, the first thing he did was replace standard contract with a client who provided for an advance payment, for an agreement with a deferred payment of 30 days. Naturally, customers were only happy about this. But if earlier, starting to discuss the contract, the bargaining process began with an advance payment, now the same bargaining began already from 30 days. As a result, the average delay in payment for the company increased from 15 days to 45. Of course, this was beneficial for customers, but the company suffered significant losses.

That is why an understanding of customer orientation should take into account that one's own company should not suffer significant losses as a result of this orientation. It is important to find common ground and mutually beneficial solutions, then cooperation will be stronger.

Actually, after this competence, we can say that for the head of the sales department, it can serve as a kind of "bridge" between managerial and special (specific) competencies.

To understand the latter, you need to be very clear about what, in addition to managerial, functions the head of the sales department will perform.

AT general view The following competencies are required:

Knowledge of the basics of marketing (positioning, segmentation, assortment policy, pricing, distribution channels, sales promotion)

Ability to plan sales in general various grounds(in the context of customer groups, assortment groups, sales territories, payment terms);

Ability to prepare package offers for various groups of clients;

Ability to manage accounts receivable;

Ability to form an optimal and balanced warehouse;

Ability to organize and supervise activities for the development of the client base;

Ability to optimize the client base based on a new (or adjusted) marketing strategy;

The skill of forming the price and assortment policy of the company;

Skills in conducting contract work, paperwork;

Analytical skills (sales analysis, financial indicators and promotional activities; analysis of market conditions; analysis of the client base);

Skills for conducting actions to promote priority or "hanging" goods.

Negotiation and conflict resolution skills with clients;

Proficiency (advanced user level) software, such as 1C, Infin, the Bank-Client system, Consultant-Plus, etc.

If the head of the sales department works with key customers, then the following competencies may also be his special competencies:

Knowledge of the company's product line.

Ability to present any product (service).

Ability to deal with customer objections.

Understanding the competitive advantages of products (services), companies, personnel.

Ability to maintain long-term relationships with clients.

Work with clients on overdue receivables.

Knowledge of the norms and rules of document flow in the company, storage of confidential information and others.

For example, consider the specific competencies of the head of the sales department of one of the companies.

"Portrait of competencies" (excluding corporate and managerial).

The head of the sales department must have practical experience (at least 3 years) in the following areas:

1. Work with the company's clients:

search and development of potential clients in the main areas of the Company's activities;

business correspondence;

preparation and holding of business meetings;

maintaining contact with clients after completion of work.

2. Working with documents:

preparation of documentation and submission of applications for participation in tenders;

execution of agreements and preparation of contracts;

work with accounts;

work with confidential information, its registration, accounting and storage;

management of sales records;

analytical work with archival documents(successful, failed contracts, reasons for failures, etc.).

3. Organization of work to fulfill customer orders:

organization of the implementation of the entire complex of works on the projects available in production;

dispatching the movement of goods and maintaining a database of customers;

selection of complex collaborators of the project and organization of interaction with them;

procurement management.

If your organization has implemented (or is implementing) a quality system, the head of the sales department should have the following specific competencies:

The skill of describing the sales business process;

Know the requirements of the quality standard (for example, ISO);

Have experience implementing CRM or other sales management systems.

The head of the sales department may need knowledge of the basics of marketing, market research, knowledge of regional sales markets, lobbying skills, experience in building sales networks, experience in opening representative offices, branches and warehouses, and much more.

Once again, we draw attention to the fact that it is no coincidence that these competencies are called special or even specific: they directly reflect the specifics of the business and the requirements of a particular company for the same position. As we have already said, these competencies are included in the concept of "Professionalism".

What opportunities open up for us with a clear understanding of the competencies of the head of the sales department?

Firstly, it will allow the head of the organization, the commercial unit or the HR department to evaluate candidates for this position according to uniform criteria.

Secondly, it will create understanding " effective employee”, will help determine the criteria for the successful completion of the work. For the employee himself, this will be help in identifying his strengths and weaknesses, identifying the main needs for development and training.

Thirdly, we will be able to make an objective decision regarding the promotion of employees, their development within the company.

Are there situations when you can work calmly without building competency models? Yes. In the case when the company is at the very beginning of its development, sometimes it is formed according to the "friendly-family" principle, when there is no clear division by position and all employees are almost completely interchangeable. At this stage of the formation of the organization, it is too early to talk about competencies as some kind of managerial tool. However, analyzing best experience employees, effective methods of work, already at this organizational stage it is necessary to talk about the foundation for describing corporate competencies, and over time, both managerial and special ones.

Now let's dwell on the question: "How can we assess the presence of certain competencies?". The assessment methods here can be: interviews, professional testing, ranking, 360-degree assessment and, as the most comprehensive method, the assessment center (Assessment Center). However, if we are talking about the simplicity of the assessment, its acceptability, profitability and at the same time the correctness of its results, then we can talk about the following methods.

The most cost-effective tool in the situation of selecting candidates for a position, as experience shows, is a behavioral interview. It approaches the center of evaluation in terms of correctness, while requiring one to two hours instead of one to two days, it is easier to conduct, it is less expensive and acceptable to sales managers with a different set of required competencies. As part of such an interview, you ask questions and ask to describe the behavior of the applicant in a particular situation that would correspond to the competence you are interested in.

For example, we are interested in the “Customer Orientation” competency. We can ask the candidate questions like: "Tell us about your relationship with clients." "Describe your behavior in a situation where a client had a large receivable." "How did you act in a situation where a client contacted you with a complaint about the behavior of your subordinates."

In a situation of evaluation or certification (for example, to nominate candidates for the reserve to fill the position of the head of the sales department) in a company, the most optimal method would be either a simple ranking of employees by competencies, or a 360-degree assessment. This will be an assessment of a company employee based on data on his actions in real work situations and on his business qualities. It is carried out according to the apparent behavior of a person. Competences of the employee, his professional, personal qualities are evaluated. The information will be presented in the form of a rating ranked by various indicators (competencies). In the case of a 360-degree assessment, data is obtained by questioning the employee himself, his immediate supervisor, colleagues, and in some cases, the clients of the person being assessed.

Consider the example of evaluating several employees applying for the position of head of sales. During the assessment, it was managerial competencies that were important, since each of the employees proved to be a good seller. For each of the managerial competencies, they scored the following average scores*:

*Rating scale from 1 to 5, where:

1- best indicator, competence is developed

5 - worst indicator - competence is not developed

360 degree average scores.

Competence	Employees
				Maksimov
Leadership
Management
Analysis and problem solving
Goal orientation
Making decisions
Creativity / innovation
Planning / organization
Personal efficiency
Lifelong learning
Flexibility
Customer service

From the table, it can be seen that there are two applicants for the position of head of the sales department - Ivanov and Petrov. For the final choice, you need to determine the priority of each competency for this position in this particular company. If the organization is hierarchical, with prescribed regulations, then Petrov can be the most effective. If the company is innovative, striving for development, with democratic relations, then Ivanov will be a more interesting candidate for the position of head of the sales department.

So, we have considered the options for corporate, managerial and special competencies of the head of the sales department. We touched on the issue of methods for assessing competencies in various situations. In conclusion, I would like to emphasize that it makes sense for each company to develop its own unique (albeit based on general knowledge and approaches) model of sales manager competencies. This approach will allow to “sharpen” this tool for the specific needs of the company and make it really work.

Attachment 1.

Annex (inset)

Description of managerial competencies of the head of sales department

Able to manage others to achieve results
	Leadership	Achieving outstanding results through people. Inspiring others with your views Taking risks for the sake of principles, values ​​or goals Building trust through demonstrating the correspondence between words and deeds Demonstrating optimism and positive expectations from others Involving people in decisions that affect them Accurate, honest and meaningful work with questions related to employee evaluation Adapting methods and approaches to the needs and motivations of others Making decisions to avoid or minimize negative consequences for people Demonstration of loyalty to subordinates
	Management	Achieve outstanding results through effective management of resources, systems and processes. Taking risks in order to achieve goals, results and tasks Setting high development standards Keeping people in line and focusing on priority goals and objectives Identifying barriers to achieving goals and overcoming them Clear statement of tasks Delegation of appropriate responsibility and authority Ensuring that the available resources are sufficient to achieve the goals Monitoring the implementation of goals and objectives Making decisions that produce a bottom line or revenue
	Employee development / mentoring	Helping and supporting the professional growth of others Expressing confidence in the success of others Determining the development needs of each employee Support for initiative and improvement in work Providing Learning Opportunities Providing opportunities to work on a new, difficult or ambitious challenge Recognition and support for success Teaching, mentoring and mentoring for the development of others Treating error as a learning opportunity Sincere desire to support, develop others and provide professional assistance An open desire to share your knowledge and successful experience
Has a high level of intelligence, is able to determine the right direction
	Analysis and problem solving	Achieve mutually acceptable solutions through identifying problems, reaching out to affected parties, developing multiple solutions, and resolving conflicts. Listening and discussing options with clients, employees, colleagues to resolve problems Clearly identifying problems and constraints and initiating an open, objective discussion Obtaining explanatory information to develop justified decisions or recommendations for action Identification and comparison of alternatives, assessment of benefits and risks, anticipation of the consequences of decisions Looking for non-verbal indicators of unresolved conflicts or problems Anticipate potential problems or crises and accept necessary action to avoid such situations Identification of sources of conflict and search for solutions that satisfy the interests of all parties Understanding and applying a variety of conflict resolution techniques Separating yourself from the problem for objectivity and satisfying solutions
	Goal orientation	Focusing aspirations on achieving a goal, mission or task. No need for guidance when reaching the goal Compliance with established deadlines to achieve the goal Identification of opportunities for faster / more efficient achievement of the goal Setting ambitious goals and striving to achieve them Development and implementation of optimal strategies to achieve goals Performance measurement and performance evaluation to understand the degree of achievement of the result Understanding urgency in pursuit of a goal Demonstration of perseverance in overcoming difficulties in achieving the goal Taking calculated risks to achieve results
	Making decisions	Choosing the best sequence of actions based on the analysis of the situation. Making impartial decisions based on facts and laws Assumption of quantifying decisions, actions and results Understanding the impact of decisions on the organization and their consequences Explanation of rational reasons for making decisions Demonstration of consistency in decision making Involving others in the decision-making process to get different opinions and experience Making timely decisions in difficult stressful conditions
	Creativity / innovation	Adaptation of traditional or development of new approaches, concepts, methods, models, images, processes, technologies and / or systems. Identification of unique patterns, processes, systems or relationships The presence of non-traditional views, the use of new approaches Simplify data, ideas, models, processes or systems Challenging established theories, methods and procedures Support and promotion of creativity/innovation Changing existing concepts, methods, models, schemes, processes, technologies and systems Development and application of new theories to explain and resolve complex situations Application of unaccepted theories and/or methods Development of new revolutionary concepts, methods, models, schemes, processes, technologies, systems, products, services, industries.
Takes action to improve its performance
	Planning / organization	A systematic approach to activity is independent preparation and action in accordance with the developed plan. Development of competitive and realistic plans based on strategic goals Acting with future needs in mind and taking advantage of opportunities Prepare for the contingency Assessing the resources needed and the ability to ensure they are available at the right time Balance between daily needs and planned activities Tracking plans and adjusting them as needed Organization of a logical and clear order, actions performed flawlessly Efficient use of time
	Personal efficiency	Demonstration of initiative, self-confidence, self-affirmation and willingness to take responsibility for their actions. Possession of decisive confidence and belief in one's own abilities Showing initiative and taking all possible actions to achieve the goal Radiation of self-confidence Return to errors for analysis and correction Recognizing mistakes and working to prevent them Taking personal responsibility for achieving personal and professional goals Effective actions and achievement of goals even in difficult conditions
Committed to own development
	Lifelong learning	Initiative in learning, application of new concepts, technologies and/or methods. Enthusiasm and interest in learning Initiative in acquiring and developing the skills and knowledge required for the position of head of sales Mastering all new information through reading and other learning methods Active interest in new technologies, processes and methods Acceptance or search for new vacancies requiring new knowledge or skills Putting in a lot of effort/incurring the cost of training Genuine pleasure in learning Determination of places of practical application of knowledge The image of the "source of knowledge" among others
	Flexibility	Agility to adapt to change. Quick response to changes in directions, priorities, schedules. Demonstration of rapid adoption of new ideas, approaches and/or methods Efficiency in switching between multiple priorities and tasks Changing methods or strategy to best suit changing circumstances Adapting your work style to different people Maintain productivity during the transition period, even in chaos Acceptance and/or maintenance of the change.
Focused on the consumer
	Customer service	Foresight, satisfaction (with a margin) of the needs, desires and expectations of the client. Committed to anticipating, identifying and understanding the desires, needs and beliefs of the client Understanding customer response priority Tracking customer requests Tolerance and courtesy in working with the client Resolving problems and complaints to customer satisfaction Work with the highest return for customer satisfaction Building relationships with clients Building partnerships with the client to achieve their goals Actions to protect the needs of the client Taking professional risks in order to meet the needs of the client

More detailed specifications for each of the competencies are presented in the Appendix.

mentoring is a model of professional relations that involves a partnership between an experienced and a young teacher, in the process of adapting to new conditions. The model is based on a constructivist approach to the process of cognition, which is understood as a process of constant analysis personal experience specialist and adaptation of a specialist to a constantly changing reality, which is an integral and necessary part of professional self-improvement

CEO

Lewis Carroll, "Alice Through the Looking Glass"

Distortions in management are the result of the uneven development of managerial competencies of the head

to whom: owners, top managers, managers and those who want to become them

How to look in the mirror so that it brings you more money

The article provides an exhaustive list of managerial competencies for effective management of subordinates according to Alexander Fridman. After reading, you will be able to form the vector of your managerial development and, as a natural result, earn more money for yourself and your company. Soon the fairy tale develops, but not soon the deed is done. Let's start with some lyrics...

"Supervisor! How much in this sound ... "

"Supervisor! How much has merged in this sound for the Russian heart! How much it resonated…”- let me correct a phrase from a famous poem by Alexander Pushkin.

“To be a leader is glorious and honorable. Know yourself, give orders and puff out your cheeks”, - with these thoughts in mind, many dream of becoming leaders. The worst thing is that many that's how they behave taking on a leadership position.

Familiar symptoms: “Easier to do it yourself”, “Slippage”, “Ignoring standards”?

God forbid you, looking at your managerial competencies, Lie to yourself!

True, with this approach, one fine day, the following unpleasant symptoms appear in your company / division: “it’s easier to do it yourself than to entrust subordinates”, the solution of elementary tasks comes with a significant “slipping”, subordinates ignore quality standards and work performance technologies.

As I mentioned in my previous article “”, in such a situation, first of all need to look in the mirror and draw conclusions.

“I would lead others, let them teach me”

Okay, let's say you agree (after reading the article from the previous paragraph) that the manager bears full responsibility for all the actions of his subordinates. “Well, well, it carries. But what to do with it? How to correct the current situation in the company / division?”- heard impatient cries from the audience.

Have you ever thought about the fact that for effective leadership you need certain managerial competencies? Alas, they are not transferred along with the portfolio. And there are only two options - either rely solely on your experience (as many do), or - purposefully develop their competencies(experience in this case will be a good addition).

There are only two options: either rely solely on your experience (as many do), or purposefully develop your competencies

But!.. In order to purposefully develop something, it must first be defined. In my professional work I try to avoid “reinventing the wheel”. Therefore, I took as the basis for the development of leaders in the “Open Studio” Alexander Fridman's system“A set of managerial competencies for effective management of the work of subordinates.”

Managerial competencies: how much depends on them?

My modest managerial experience has shown that the circuit is 100% working. With it, I identified my most underdeveloped (and some, I'm afraid to say, completely absent) competencies. And then - everything is simple and complex at the same time - he took up their purposeful development. In fact, I continue to do it on a regular basis.

Checklist "Three groups of managerial competencies for effective management of the work of subordinates according to Alexander Fridman"

It makes sense to work with groups successively. First of all, start working on your competencies from “Group No. 1”, then from “Group No. 2”, and only after that - take seriously “Group No. 3”.

How to make the material below as useful as possible for yourself? Use it as a kind of checklist. List all skills / competencies in the table. Assess the degree of mastery of each on a five-point scale. Put next to each item your next steps to develop this competence.

For those who want to get my personal current table, I prepared a little surprise at the end of the article.

Group No. 1 “Managing your own efficiency”

1. Decision Making
2. Solution representation
3. Planning
4. Self-development

Competences from this group are determined primarily by personal effectiveness leader. I propose to analyze each in detail.

1.1. Decision Making

Most importantly, before making any decision, define goals that you plan to achieve. Avoid the first decision that comes to mind (always take time out to think).

Consider several alternative solutions. Make a list of significant criteria

Think a few alternative options solutions. Compose list of significant criteria, according to which you will decide “which of the options to choose”. To improve the quality of management decisions, it is useful to master the basics of logical thinking and methods of qualitative information analysis.

1.2. Solution representation

In fact, this “selling” your solution: subordinates, colleagues, superiors. Why is this needed? “Sold” solutions are carried out with much more enthusiasm (efficiency).

In developing this competence, materials on conducting, creating and logically structuring presentations.

1.3. operational planning

We are talking about planning your own work, as well as using planning for all subordinates. However, do not forget that monitoring the implementation of plans is also important. More on this below in the “Control” competence from “Group No. 2”.

1.4. Self-development

Everything is simple here. It is necessary to constantly improve (everyone knows, but no one does), both in managing people and in the targeted development of their managerial competencies. Work on a regular basis cupping their shortcomings.

Learn to listen carefully constructive criticism. Just do not confuse the goals: you need find your weaknesses for the purpose of their further development, and not to engage in “self-digging”. Within the framework of competence, I recommend using good values ​​from Vladimir Tarasov: “Choose a horizontal career” and “Tell yourself the truth.” You can start with the article "".

Group No. 2 “Managing the actions of subordinates”

1. Group management
2. Regulation
3. Delegation
4. Coordination
5. Control
6. Operational motivation

Competences from this group allow you to achieve the required behavior of subordinates from the point of view of the management system due to the formation of the “rules of the game” and control over their observance.

2.1. Competence "Team management"

Need to study rules and patterns of both group behavior and organization of group work. Where will it be useful? Conducting meetings, group discussions, management collective work subordinates, etc.

Extremes that occur regularly: a directive method of managing a group or total anarchy. If this is the case with you, this indicates that the manager needs to seriously “pump” this competence.

2.2. Regulation

It is necessary to develop both in yourself and in your subordinates. As long as unregulated business processes remain in your company, their implementation depends only on the quality of memory, knowledge and goodwill of your employees.

All tuning secrets system of regulations“fire” in the article “”.

2.3. Delegation

Delegation is the formulation of a detailed task, taking into account the area of ​​proximal development of the subordinate, and not just brief words "do it ..."

Delegation- transfer of work to subordinates, as well as responsibility and authority. When delegating, consider 2 important factors:

• the complexity of the task, its novelty, the criticality / importance of the result.
• knowledge, experience, personal characteristics of the subordinate (in other words, the area of ​​the employee's proximal development).

An important point: if the situation is such that you can NOT delegate most of the tasks due to the low level of configuration of these factors in the subordinate, then it either needs to be developed to the required level; or, - if he does not want and / or cannot develop, - fire. Stop engaging in self-deception - a miracle will not happen!

In my opinion, for effective application delegation is very useful to have implemented in your company/division “ ”. Otherwise, you can delegate effectively, only the results of the work performed will disappoint you again and again.

2.4. Coordination

Ability to support feedback mode in the performance of tasks by subordinates, to support them in the process of work. I recommend distinguishing support from the attempts of subordinates to “transplant the monkey” (to return fully or partially the work delegated to them earlier).

Moving "monkeys" is necessary root out. It should not be ruled out that your subordinates “transplant monkeys” because they are so used to it (you yourself allowed them before!). A simple recommendation: as soon as you encounter a similar problem, ask a straightforward question: “Do you want me to transplant a monkey, or maybe I somehow misunderstood the current situation?”

Read more about how not to become a "victim of monkeys" "".

2.5. Control

The essence of control is the assessment of the correspondence between the parameters of the task and the result obtained. Control is divided into 3 main types:

• Start control: once again make sure that the subordinate has everything necessary to complete the task, and also he understood it correctly.
• Intermediate control: assessment of the correctness of the task at intermediate stages (it is important to arrange these stages so that it is not too late to correct the detected deviations).
• Final control: evaluation of the final result. I recommend that you pay attention to the fact that tasks are not 99% completed. The result of the task execution can have only 2 options: either it is completed completely, or it is not completed.

Pay Special attention for start and intermediate control. At the finish line, it's often too late to fix anything.

As a result of the control, it must be rated the quality of the work done, as well as its result. What if the result is negative? Find the cause first. And only then identify and punish those responsible.

2.6. Operational motivation

The leader must understand basic motivational theories, as well as in all features of the system of corporate motivation. If subordinates (and even more so the leader) do not understand the motivation system, then it simply stops working.

Therefore, the task of the leader is to convey to subordinates (up to the stage of 100% understanding) all nuances of the corporate motivation system+ add personal methods of operational motivation from your arsenal as complementary ones. More about one of effective methods motivation "".

By the way, the tricky question “Who is a motivated employee?” Come on, my friend, we are not on the exam. Motivated employee - This is a person who wants to do his job the way the company needs.

Group No. 3 “Managing the thinking of subordinates”

1. Operational Leadership
2. Communication Techniques
3. coaching

The dream of any leader is to influence the actions and actions of subordinates. through their thinking. And thanks to this, to achieve the desired result of the work. Well, why not a fairy tale?

An, no! Not so simple. Competencies from “Group #3” I recommend to master and actively use only after an upgrade in competencies from “Group #1” and “Group #2”. No, well, of course you can start from here. Let me guess who you are: a hypnotist or a genius?

3.1. Operational Leadership

Leadership is the ability to influence subordinates without exercising their powers. In order to build competence, it makes sense to develop your emotional quotient (EQ).

I am sure that many would like to understand in more detail what leadership is. Pro leadership mechanisms Vladimir Tarasov tells in great detail in the audio course “Personal Management Art”. I highly recommend listening, reviewing and listening again.

Is it possible to do without operational leadership? Yes, you can. However, with “leadership” your company/department will be predictably more efficient than without it. By the way, the word “operational” means limited by the professional scope of your service relations.

3.2. Communication techniques (communication)

Is used for strengthening all other competencies(the way you communicate with subordinates, colleagues, managers, others). It is communication that will determine the effectiveness of interaction (hence the effectiveness of your work) with colleagues, subordinates, and management. Obvious consequence: the better you master the techniques of communication, the more you will achieve at work and in life.

Of course, there are people who have communications “from God”, but what to do if this is not about you. It's OK. Your task is to extend this competence at least on the average level . This will be more than enough to successfully complete the tasks of the leader. I recommend reading "".

3.3. coaching

Assistance to subordinates both in staging and in achieving professional goals. But this competence must be used with extreme caution. Before “taking someone into coaching”, it is necessary to take into account a lot of factors: the moral and psychological state of a person, his capabilities, area of ​​proximal development, experience, etc.

The benefits of competence - an employee can achieve much greater efficiency and results(few people win serious competitions without a coach).

Both the employee and the company benefit. Both make more money and are more competitive in the market

In my opinion, with the right approach, we get the situation "Win-Win": 1) The cost of a subordinate in the labor market is growing, he can achieve more in life. 2) The company receives additional profit due to a more experienced and efficient employee.

What is the most important responsibility of a leader?

There are many disputes about which of the duties of a leader are more important. In my opinion, one of the most important duties of a leader is engage in regular development and improvement of their managerial competencies.

Many distortions in the management of your company / department (and they always exist in one form or another) are the result of an extremely uneven ratio between your degree of possession of the above competencies.

Suppose you have a well-established "Planning" in the company / department. However, if at the same time you do not have the “Control” competence, then all the benefits of planning will “go to waste”. And the constant failure to fulfill plans and tasks, instead of benefit, will undermine the foundation of the system of governance and your authority.

Homework for leaders

Now take a pencil and write down your homework:

1. Make yourself a table with a list of the above managerial competencies of a leader.
2. Rate each of them on a five-point scale.
3. Put next to each item your next steps to develop this competence. Yes, preferably with specific deadlines.

I will give my table in good hands

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