SIXTEEN BEHAVIORS (COMPETENCIES) THAT MAKE A DIFFERENCE IN HOW LEADERS ARE PERCEIVED BY OTHERS
“Having presented our concerns about competencies and some suggestions about remedying this concerns along with an analysis of why the are so intricately linked, we now present our own framework of competencies that make a difference.
How are impressions about leadership effectiveness mot powerfully created? Our research shows that drawers noticed some competencies much more than others. We believe that emphasizing the differentiating competencies will help leaders create a more favorable impression. Our research confirms that a real impact on employee turnover, customer satisfaction, and profitability occurs only when leadership is perceived a being extremely bad or exceptionally good. Being horrid at a competency gets notices; being extraordinarily good gets noticed; but being average or good at something does not. Hence, the need for our advice regarding fixing a fatal flaw. If people have fatal flaw (some behavior or competency that is rated very negatively), this may be the main source of there negative impression. In order to create a change in the Gestalt (general impression), people need to make noticeable changes.
What follows is a more details description of competencies, with further information about how people who score highly on that competency behave, and how people who receive low scores also behave on it.
1. Displaying high integrity and honesty
-Avoid saying one thing and doing another (i.e., walk the talk)
-Act consistently with their words
-Follow through on promises and commitments
-Model the core values
-Lead by example
-Are threatened by others’ success
-Make themselves look good at the expense of other people
-Blame failures on others
2. Technical and professional expertise
-Are sought out by others for advice and counsel
-Use technical knowledge to help team members troubleshoot problems
-Have credibility because of their in-depth knowledge of issues or problems
-Do not understand the job well
-Are technically or professionally incompetent
-Have become out of date technically
-Fail to understand the technology/profession well
3. SOLVING PROBLEMS AND ANALYZING ISSUES
-Exercise a high level of professional judgment
-Make good decisions based on a mixture of analysis, wisdom, experience, and judgment
-Encourage alternative approaches and new ideas
-Fail to anticipate and stay on top of problems
-Do not consider an appropriate range of alternatives before making a decision”
My most memorable experience was dealing with that felt threatened by me. Many I worked with did not possess empathy (support, influence), and instead of teamwork developed roadblocks to team.
This blog made its debut in 2011. It’s been enjoyable to write about my experiences, but now it has become more of a chore. When I’ve finished commenting on these 16 behaviors this blog road will end. It may start up again at a later date, and only time will tell. Best Regards.
Next: The Extraordinary Leader
Turning Good Managers Into Great Leaders
SIXTEEN BEHAVIORS (continued)