TM - November 2007 - (Page 51)

The Differences Between Good and Great Managers GOOD GREAT understand what their own teams need in terms of competencies, as well as how to best teach those? They also need to have an acute understanding of how various professionals learn, their styles, techniques and particular roadblocks. It’s an admirable goal, but it might be difficult in reality. The second-highest competency companies seek is “strategic thinking” (44 percent). The importance that companies place on this competency is a reflection of the increased complexity of the current business environment. Organizations are releasing new business models at the same frequency with which they used to release new products. Global business and the challenges of managing remote employees both contribute to increased complexity. The essence of strategy is unique paths to success. In this case, unique means competitors don’t follow the same path, and the strategy reflects an organization’s particular situation and opportunity set. These realities are changing with more frequency than ever. The ability to understand the larger organizational implications of a given plan or set of activities is key. Self-Awareness Understands own strengths and weaknesses Has incredible sense of self and sees how own actions affect others Acts confidently and with authenticity; doesn’t need to be in the limelight Builds purposeful relationships to get work done, involves others in making decisions, spends own time on most important items Knows a key part of the job is to develop employees; builds on strengths Rallies team around a vision and inspires others; viewed as a leader Embraces differences and uses them to create advantage Opens new doors and tests new ideas; is a curious and avid learner Sees opportunities and creates victories for the organization; follows both the spirit and letter of the law Confidence Shows concern with appearances and being visible Collaboration Relies on own technical skills and abilities to get work done, wants to be involved in everything Focuses on employees’ ability to meet performance expectations Forms effective teams and delivers results People Development Team Leadership Diversity Accepts and tolerates differences Makes incremental improvements or uses what worked before to save time Complies and does the right thing Innovation Sustainability and Ethics talent management magazine www.TalentMgt.com 51 November 2007 http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - November 2007

Talent Management - November 2007 Editor's Letter Contents Letters to the Editor Human Performance Leading Edge Learning Connections Viewpoint Finding Candidates with the Right Fit Turning HR Data Into Business Intelligence Compensation Technology: Drive Higher Performance, Gain Competitive Advantage The Art and Science of Influence Training the Ethical Workforce Making the Best Managers Application: Pre-Hire Testing Drives Down Employee Turnover at Advnace Auto Parts Dashboard: The Role of Learning Business Process Outsourcing Insight: Nationwide Insurance: On Employees' Side Advertiser's Index Editorial Resources Full Potential

TM - November 2007

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