Managerial+Competencies

"Developing people" is Peter Drucker's fifth and final major activity of managers. One way to develop managers is by teaching them techniques and best practices. While these are important for successful managers, these approaches give managers tools for dealing with the routine and expected. In contrast, a focus on developing competencies (aka "skills") provides managers with abilities that allows them to be effective in non-routine, unexpected situations. Henry Mintzberg (2004) offers a list of managerial competencies that he derived from a model of managerial work.


 * 1) **Personal competencies**
 * Managing self, internally (reflection, strategic thinking)
 * Managing self, externally (time, information, stress, career)
 * 1) **Interpersonal competencies**
 * Leading individuals (selecting, teaching, mentoring, coaching, inspiring, dealing with experts)
 * Leadings groups (team building, resolving conflicts, mediating, facilitating processes, running meetings)
 * Leading the organization/unit (organizing, merging, building culture, managing change)
 * Linking the organization/unit (networking, representing, collaborating, promoting, lobbying, negotiating, dealing, politicking, protecting, buffering)
 * 1) **Informational Competencies**
 * Communicating verbally (listening, interviewing, speaking, presenting, briefing, writing, information gathering, information disseminating)
 * Communicating nonverbally (seeing [visual literacy], sensing [visceral literacy])
 * Analyzing (data processing, modeling, measuring, evaluating)
 * 1) **Actional Competencies**
 * Scheduling (chunking, prioritizing, agenda setting, juggling, timing)
 * Administering (resource allocating, delegating, authorizing, systematizing, goal setting, performance appraising)
 * Designing (planning, crafting, visioning)
 * Mobilizing (firefighting, project managing)

Source: Mintzberg, H. 2004. [|Managers, not MBAs]. San Francisco: Berret-Koehler, page 260