COMPETANCYCOMPETANCY

UNCERTAINITY IS A CERTAINITYCHANGE IS THE ONLY CONSTANT FACTOREXTRAORDINARY PERFORMANCE IS THE ORDER OF THE DAY.THE ONE WHO SUSTAINS EXTRAORDINARY PERFORMANCE LIVES.TRANSPARENCY,ETHICS ,MORALITY ARE LOOKED THRU A FOCUSSED CREDIBILITY MICROSCOPE.

COMPETANCYCOMPETANCY

IT IS ONLY THE IT IS ONLY THE COMPETANT WHO COMPETANT WHO SURVIVESSURVIVES

COMPETANCYCOMPETANCY

COMPETANCY IS AN COMPETANCY IS AN INTERRELATED SET OF SKILLS,INTERRELATED SET OF SKILLS,

BEHAVIOURS,ATTITUDES AND BEHAVIOURS,ATTITUDES AND KNOWLEDGE NEEDED BY AN KNOWLEDGE NEEDED BY AN

INDIVIDUAL TO BE EFFECTIVE IN INDIVIDUAL TO BE EFFECTIVE IN MOST PROFESSIONAL AND MOST PROFESSIONAL AND MANAGERIAL POSITIONS.MANAGERIAL POSITIONS.

COMPETANCYCOMPETANCY

AN ORGANISATIONS AN ORGANISATIONS COMPETANCY IS THE SUM TOTAL COMPETANCY IS THE SUM TOTAL OF THE INDIVIDUAL OF THE INDIVIDUAL COMPETANCIES OF ITS PEOPLE.COMPETANCIES OF ITS PEOPLE.

COMPETANCYCOMPETANCY

UNLESS AND UNTIL THE UNLESS AND UNTIL THE ORGANISATION RECOGNISES,AND ORGANISATION RECOGNISES,AND DEVELOPS COMPETANCIES IN ITS DEVELOPS COMPETANCIES IN ITS PEOPLE,IT CANNOT HAVE PEOPLE,IT CANNOT HAVE EXTRAORDINARY PERFORMANCE EXTRAORDINARY PERFORMANCE AND THERE BY EXTRAORDINARY AND THERE BY EXTRAORDINARY BUISNESS RESULTS BUISNESS RESULTS

COMPETANCYCOMPETANCY

FOUNDATION COMPETANCIESFOUNDATION COMPETANCIES MANAGING SELF MANAGING SELF MANAGING COMMUNICATIONMANAGING COMMUNICATION MANAGING DIVERSITYMANAGING DIVERSITY MANAGING ETHICS MANAGING ETHICS MANAGING ACROSS CULTURESMANAGING ACROSS CULTURES MANAGING TEAMS MANAGING TEAMS CHANGE COMPETANCYCHANGE COMPETANCY

FOUNDATIONFOUNDATION COMPETANCY COMPETANCY

MANAGING SELFMANAGING SELF THE ABILITY TO ASSES YOUR OWN THE ABILITY TO ASSES YOUR OWN

STRENGTHS AND WEAKNESSES,STRENGTHS AND WEAKNESSES, SET AND PURSUE PROFESSIONAL SET AND PURSUE PROFESSIONAL

GOALS,BALANCE WORK AND GOALS,BALANCE WORK AND PERSONAL LIFE AND ENGAGE IN NEW PERSONAL LIFE AND ENGAGE IN NEW LEARNINGS.LEARNINGS.

(SKILLS,BEHAVIOURS & ATTITUDES).(SKILLS,BEHAVIOURS & ATTITUDES).

MANAGING SELFMANAGING SELF COMPETANCYCOMPETANCY

TO UNDERSTAND OUR OWN AND TO UNDERSTAND OUR OWN AND OTHERS PERSONALITY AND ATTITUDES.OTHERS PERSONALITY AND ATTITUDES.

TOPERCIEVE,APPRAISE AND INTERPRETE TOPERCIEVE,APPRAISE AND INTERPRETE ACCURATELY YOURSELF,OTHERS AND ACCURATELY YOURSELF,OTHERS AND

IMMEDIATE ENVIRONMENT.IMMEDIATE ENVIRONMENT.

TO UNDERSTAND AND ACT ON ON YOUR TO UNDERSTAND AND ACT ON ON YOUR OWN AND OTHER’S WORK RELATED OWN AND OTHER’S WORK RELATED MOTIVATIONS AND EMOTIONS.MOTIVATIONS AND EMOTIONS.

MANAGING SELFMANAGING SELF COMPETANCYCOMPETANCY

TO ASSES AND ESTABLISH YOUR TO ASSES AND ESTABLISH YOUR OWN DEVELOPMENTAL PERSONELOWN DEVELOPMENTAL PERSONEL (LIFE RELATED)AND WORK RELATED (LIFE RELATED)AND WORK RELATED

GOALS.GOALS.

TO TAKE RESPONSIBILITY FOR MANAGING TO TAKE RESPONSIBILITY FOR MANAGING YOURSELF AND YOUR CAREER OVER TIME YOURSELF AND YOUR CAREER OVER TIME AND THRU SUCESSFUL CIRCUMSTANCES.AND THRU SUCESSFUL CIRCUMSTANCES.

MANAGING MANAGING COMMUNICATIONCOMMUNICATION

COMPETANCYCOMPETANCY THE ABILITY TO USE ALL THE THE ABILITY TO USE ALL THE MODES OF TRANSMITTING, MODES OF TRANSMITTING, UNDERSTANDING AND RECEIVINGUNDERSTANDING AND RECEIVING

IDEAS,THOUGHTS AND FEELINGS IDEAS,THOUGHTS AND FEELINGS (VERBAL,NONVERBAL,WRITTEN ETC) (VERBAL,NONVERBAL,WRITTEN ETC) FOR ACCURATELY TRANSFERRING FOR ACCURATELY TRANSFERRING AND EXCHANGING INFORMATION AND EXCHANGING INFORMATION AND EMOTIONS. AND EMOTIONS.

MANAGING COMMUNICATION MANAGING COMMUNICATION COMPETANCYCOMPETANCY

COMMUNICATION COMETANCY

DESCRIBING SKILL

FEEDBACK SKILL

WRITTEN COMMUNICATING

SKILL

VERBAL COMMUNICATING

SKILL

EMPHATHISINGSKILL

INTERPRETINGSKILL

QUESTIONINGSKILL

ACTIVE LISTENING

MANAGING DIVERSITY MANAGING DIVERSITY

COMPETANCYCOMPETANCYTHE ABILITY TO VALUE UNIQUE THE ABILITY TO VALUE UNIQUE INDIVIDUAL AND GROUP INDIVIDUAL AND GROUP CHARECTERISTICS,EMBRACE SUCH CHARECTERISTICS,EMBRACE SUCH CHARACTERISTICS AS POTENTIAL CHARACTERISTICS AS POTENTIAL SOURCE S OF ORGANISATIONAL SOURCE S OF ORGANISATIONAL STRENGTH AND APPRECIATE THE STRENGTH AND APPRECIATE THE UNIQUENESS OF EACH INDIVIDUAL.UNIQUENESS OF EACH INDIVIDUAL.

MANAGING DIVERSITY MANAGING DIVERSITY

COMPETANCY COMPETANCY

MANAGING DIVERSITY MANAGING DIVERSITY

COMPETANCY COMPETANCY

DIVERSITY COMETANCY

OPENNESS

RECEPTIVE

WALK THE TALK(BOUNDARYLESS

BEHAVIOUR)

COMPLY WITHRULES AND

REGULATIONS

DEMONSTRATECOMMITMENT

TO WORK ANALYSE AND CHANGE YOUR

MENTAL MODELS

DEMONSTRATERESPECT FORPEOPLE AND CULTURES

KEEP ALEARNING ATTITUDE

MANAGING ETHICS MANAGING ETHICS COMPETANCYCOMPETANCY

ETHICSETHICS ARE THE VALUES AND ARE THE VALUES AND PRINCIPLES THAT PRINCIPLES THAT DISTINGUISH RIGHT DISTINGUISH RIGHT FROM WRONG.FROM WRONG.

MANAGING ETHICS MANAGING ETHICS COMPETANCYCOMPETANCY

THE ABILITY TO INCORPORATE THE ABILITY TO INCORPORATE VALUES AND PRINCIPLES THAT VALUES AND PRINCIPLES THAT DISTINGUISH RIGHT FROM DISTINGUISH RIGHT FROM WRONG IN TO DECISION MAKING WRONG IN TO DECISION MAKING AND BEHAVIOURS.AND BEHAVIOURS. ETHICAL DILEMMASETHICAL DILEMMAS

MANAGING ETHICS MANAGING ETHICS COMPETANCYCOMPETANCY

COMPLIANCE ETHICSCOMPLIANCE ETHICS

COGNITIVE ETHICSCOGNITIVE ETHICS

CONSIOUS ETHICSCONSIOUS ETHICS

MANAGING ACROSS CULTURES MANAGING ACROSS CULTURES COMPETANCYCOMPETANCY

THE ABILITY TO RECOGNISE AND THE ABILITY TO RECOGNISE AND EMBRACE SIMILARITIES AND EMBRACE SIMILARITIES AND DIFFERENCES AMONG NATIONS AND DIFFERENCES AMONG NATIONS AND CULTURES-EVEN WITHIN CULTURES-EVEN WITHIN ORGANISATIONS AND THEN TO ORGANISATIONS AND THEN TO APPROACH KEY ORGANISATIONAL APPROACH KEY ORGANISATIONAL AND STRATEGIC ISSUES WITH AN AND STRATEGIC ISSUES WITH AN OPEN INQUISITIVE MIND.OPEN INQUISITIVE MIND.

MANAGING ACROSS CULTURES MANAGING ACROSS CULTURES COMPETANCYCOMPETANCY

CULTURECULTUREPATTERN OF LIVING,THINKING & PATTERN OF LIVING,THINKING & BELIEVING THAT IS DEVELOPED AND BELIEVING THAT IS DEVELOPED AND TRANSMITTED BY A GROUP OF HUMAN TRANSMITTED BY A GROUP OF HUMAN BEINGS ,CONCIOUSLY OR BEINGS ,CONCIOUSLY OR UNCOUNCIOUSLY,TO SUBSEQUENT UNCOUNCIOUSLY,TO SUBSEQUENT GENERATIONSGENERATIONSINDIVIDUALISMINDIVIDUALISM

CHINA, USA,UKCHINA, USA,UK COLLECTIVISMCOLLECTIVISM FREE RIDERFREE RIDER

MANAGING TEAMS MANAGING TEAMS COMPETANCYCOMPETANCY

TEAMTEAM A GROUP OF PEOPLE WHO ARE A GROUP OF PEOPLE WHO ARE

COMMITED TO A COMMON COMMITED TO A COMMON PURPOSE,HAVE MUTUAL PURPOSE,HAVE MUTUAL ACCOUNTIBILITY & COMPLIMENTARY ACCOUNTIBILITY & COMPLIMENTARY SKILLS AND HAVE A COMMON SKILLS AND HAVE A COMMON APPROACH.APPROACH.

MANAGING TEAMS MANAGING TEAMS COMPETANCYCOMPETANCY

THE ABILITY TO DEVELOP,THE ABILITY TO DEVELOP, SUPPORT,FACILITATE AND SUPPORT,FACILITATE AND

LEAD GROUPS TO LEAD GROUPS TO ACHIEVE ORGANISATIONAL ACHIEVE ORGANISATIONAL GOALS.GOALS.

MANAGING TEAMS MANAGING TEAMS COMPETANCYCOMPETANCY

FREE RIDERS:FREE RIDERS:HIGHLY INDIVIDUALISTIC PEOPLE HIGHLY INDIVIDUALISTIC PEOPLE WHO BELIEVE THAT THEY CAN WHO BELIEVE THAT THEY CAN MINIMISE THEIR CONTRIBUTIONS TO MINIMISE THEIR CONTRIBUTIONS TO A TEAM EFFORT SO LONG AS THEY A TEAM EFFORT SO LONG AS THEY ARE NOT HELD ACCOUNTABLE ARE NOT HELD ACCOUNTABLE INDIVIDUALLY. INDIVIDUALLY.

MANAGING CHANGE MANAGING CHANGE COMPETANCYCOMPETANCY

THE ABILITY TO RECOGNISE AND THE ABILITY TO RECOGNISE AND IMPLEMENT NEEDED ADAPTATIONS OR IMPLEMENT NEEDED ADAPTATIONS OR ENTIRELY NEW TRANSFORMATIONS IN ENTIRELY NEW TRANSFORMATIONS IN THE PEOPLE,TASKS,STARATEGIES,THE PEOPLE,TASKS,STARATEGIES,

STRUCTURES OR TECHNOLOGIES IN A STRUCTURES OR TECHNOLOGIES IN A PERSON’S AREA OF RESONSIBILITY.PERSON’S AREA OF RESONSIBILITY.

MANAGING CHANGE MANAGING CHANGE COMPETANCYCOMPETANCY

BLUR:BLUR:EVER INCREASING PACE OF EVER INCREASING PACE OF CHANGE.CHANGE.DEFINED AS A FUNCTION OF SPEED DEFINED AS A FUNCTION OF SPEED TIMES CONNECTIVITY TIMES TIMES CONNECTIVITY TIMES INTANGIBLES.INTANGIBLES.