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competencies Tagged Articles

Leadership: Best Practices for Unleashing Leadership Potential in Everyone

What makes a good leader? Are good leaders born or are they made? These are age old questions we have heard for many years and continue to ponder today. The leader of the 21st century does not necessarily resemble the leaders of the past. The characteristics, expectations, skills and competencies have changed over the decades. Leadership is a required competency of every successful manager and executive today. Business executives are recognizing that success is largely dependent on their ability to identify, develop and retain leaders within their organizations. The fact that these potential leaders can be found at all levels of an organization and within all disciplines, however, is not yet equally recognized. On-going talent assessment is a key part of building a pipeline and preparing your organization for the future.

How To Make Your CEO Brand A Leader.

What exactly is a CEO anyway? According to best selling author Warren Bennis in his book, "On Becoming A Leader," he sums it up this way: "All leaders have four essential competencies. First, they are able to engage others by creating shared meaning. Second, all authentic leaders have a distinctive voice.The third quality is that all true leaders have integrity. But the one competence that I now realize is absolutely essential for leaders - the key competence- is adaptive capacity."

Practical Tips for Making Prospecting a “Win-Win” Proposition

Of all the competencies associated with superior sales skill, prospecting is the weakest link. Most salespeople despise prospecting. "I'm too busy," "I don't have any prospects," "I've tried and that doesn't work" are just a few of the excuses you hear or may have said yourself. Yet effective prospecting is a vital part of successful campaigns to gain new business. Becoming a master prospector can spell the difference between being a merely competent salesperson and a stellar one. So what holds us back and how can we succeed more often? The reality is most salespeople fear prospecting because they are set up for failure.

Three Value Disciplines --- Which One Defines Your Company?

The selection of a value discipline is a central act that shapes every subsequent plan and decision a company makes, combing the entire organization, from its competencies to its culture. The choice of value discipline in effect, defines what a company does and therefore what it is. It is effectively possible that some companies can create a fourth discipline by combining any two of the three disciplines listed.

Six Competencies to Covet
You want to build a successful organization. You want a strong team to deliver "Gaspworthyness' to you Fans. What should you be looking for in the people you recruit?

“Don’t We Have People For That?”: Operational Planning & Strategy Execution
No business likes to admit it, but most are lacking in the know-how, competencies (skills, knowledge, experience) and discipline to carry off precise execution of strategic goals. This article addresses just how critical operational planning is to having good execution and offers help to those organizations who struggle with why and how to do it.

It is your Resume or your Obituary?

I know you. You are a business friend or associate who has recently found themselves in the job market. I know you are a professional who has an array of competencies than have produced good results in the past and have the desired skills or abilities to produce more excellent results in the future. You should have companies competing for your services except you made one mistake. You sent them your obituary and called it a resume!

Are Your Competencies Defensible?

The use of competencies can sometimes be subject to judicial scrutiny when an employment decision is challenged. Organizations must ensure that their competency profiles and the methods of their development meet accepted standards. Key concerns include: the link between competencies and the skills, knowledge and abilities required for job success; how reflective competencies are of required key attributes; the use of expert knowledge in developing competencies; accounting for possible disadvantages to a particular group; and, the actual level of competence required.

Competencies: The Core of Human Resource Management
Competency-based human resource management is currently all the rage. Unfortunately, it also has all the dangers of being relegated to the place of Management by Objective (MBO), Total Quality Management (TQM), and other similar programs that also really worked, but were so little understood and so poorly implemented by most that they are now considered unacceptable programs.

Competency-based Management That Works!

Competencies are enjoying a resurgence of popularity with the development of affordable enterprise-wide systems software and are identified as a wave of the future for organizations that want to gain the full value out of their human capital investments. Research shows that implementing a Competency-based system can make a considerable difference in the efficiency and profitability of the company, the productivity of the workforce and the amount of time managers and HR staff spend on HR issues.

Competency-based Human Resource Management: Planning for Success

Planning the framework for a HR system in which employees are selected, evaluated, developed, promoted and rewarded based on competencies that support organizational goals requires the right leadership and an approach sensitive to employee needs. Success requires careful selection of the method best suited to support the identified needs and sound communication at all stages of the planning, development and implementation process.

Re-Tooling Your Employees for Change

Change is a fact of life. Successful organizations must have employees who can adapt to changing market trends, new technologies, new ways of doing business, an increasingly global market and heavier demands for higher levels of skills and education. They must constantly strive to meet and exceed customer expectations, while doing more with less. Managing change and assisting employees to adapt to change is a must for the long term survival of any organization.

Systems Thinking in Human Resource Management

The failure to understand the complex interrelationships between the different elements of human resource management inadvertently creates organizational and interpersonal tensions that detract from an organization achieving its goals. A Systems Approach considers the whole project, the interrelationships among the various components and allows for the effective management of the various disciplines involved to achieve this integration.

Using Employment Tests

On today’s market, there are hundreds of extremely well-developed employment tests. However, many widely distributed and highly marketed tests do not meet generally accepted standards for test development and validation. Organizations considering the use of employment tests should carefully consider how the test was developed, the extent to which a test yields stable and consistent results, the relationship between test scores and sales success, and the non-discriminatory nature of the test.

Selecting for Soft Skills: A Case Example Using Role Play with Live Actors

Interpersonal and communication styles often play as important a role as technical and professional skills and qualifications; selecting for this softer skill set can make or break the organization. A role-play exercise in the selection process provides a more realistic assessment of the behaviors and competencies such as interpersonal, judgment, verbal fluency and dependability requirements, than is possible through more traditional selection tools.

Competency-based Human Resource Management: Planning for Success

Human Resource Planning and Training Model for Organizations Experiencing Change

Organizations wishing to become more efficient, productive and profitable must organize their work and their information management in a manner that will promote these goals. This often means that organizations must undergo change: in the design and organization of the work to be performed; in the technology used to perform this work; and, finally in the organization, selection, management and training of the employees to perform the work.

Framework for Competency-based Management

This framework provides a set of specifications for the development and implementation of competency profiles, tools and mechanisms in support of career management, learning and development, succession planning, recruitment, performance management and staffing.

The framework covers:
• Why competency-based human resource management is implemented;
• The structure for the development of competency profiles, including how jobs are clustered into career streams for competency profiling purposes.

Estimating the Cost of a Bad Hire

Though most organizations experience a “bad hire” and are aware of the high price they pay for employee turnover, they often lack the ability to combat the loss. Using competencies for selection reduces the risk of a bad hire by increasing the validity of the recruitment process through well-researched, job-related behaviours, consistent standards, standardized selection criteria and selection tools for incremental validity.

Do Salespeople Have to Give up Control to Their Prospects?

I just read Why Won't Anyone Return My !*#@$% Call by Don Fornes over at Software Advice. Don's read of the current selling environment, specifically cold-calling, entry point into the sales process, and the table stakes just to play are dead-on. Most of his conclusions are good as well. I disagree with his article when he implies that we should be resigned to the fact that there isn't much to be done except building trust until the prospect is ready to engage.

Your Sales and Sales Management Questions Answered - Part 2
In an article last week, I provided the post to a sales competency contest. The final question in that survey asked the participants for any sales issues they needed help with. Today I'll answer the first four of those questions below:

So where are all the Elite Sales Performers?

I received yet another call today from a sales manager asking me where he could find a really good sales pefomer for his business. He complained that most of the sales people in his industry had been around the block too many times and no new skills, ideas or talent where being brought into his industry. Same old people, same old things, same old results. Trouble is he is not alone and the Elite Performers you want are most likely working in other industries or markets and are not even thinking about working for you.

Competencies from a Non-HR Point of View

Properly defined and applied, competencies-the knowledge, skills and abilities needed for success in a job-can take your organizational strategic vision and plan and transform it into reality. A phased-in implementation, with the input, involvement and passion of the workforce and the executive and management teams, secures the benefits and competitive advantage of a Competency-based HR management system.

4 Building Blocks of an Effective Talent Management System
If you reduce all the hype about talent management systems down to the bare essentials, there are only four building blocks that matter: 1. Knowing the competencies that get results 2. Managing performance well 3. Evaluating employee potential accurately 4. Recruiting the best talent Sounds simple, but getting it right is as much an art as it is a science.

10th of the 10 Kurlan Sales Competencies That are Key to Building a Sales Culture
There is nothing worse than when salespeople handle objections. Not only does it cause them to rack up reverse progress, they are usually not even handling the real problem. Here are the things you need to know about objection handling that should cause you to stop handling them forever:

9th of the 10 Kurlan Sales Competencies That are Key to Building a Sales Culture

All of the stuff they have been doing, including the order in which they have been doing it, is usually wrong when we begin working with them - and permanently so. It's harder to stop doing the permanent stuff than it is to learn a more effective way. Think of an elastic band. The information from the new lesson stretches the band a lot. Then the natural tendency to do what has become permanent snaps the band back into its original shape. Solution?

8th of the 10 Kurlan Sales Competencies That Are Key to Building a Sales Culture
Key Performance Indicators or KPI's abound for sales. However, most companies choose to pay attention to the wrong ones. They look at lagging indicators like:

7th of the 10 Kurlan Sales Competencies that are Key to Building a Sales Culture

Salespeople love to present options. It makes them feel like they have more chances to win the business. It's such a popular approach that it's one of the few parts of the sales process that is universally accepted and named. You know it as Good, Better and Best. Companies actually have alignment on Good, Better and Best, sometimes using it in their retail stores and catalogs to provide category options. How many times have salespeople presented you with 3 options? Just last week, I was presented with 3 options at the Lexus Dealer where I got my LS460.

6th of the 10 Kurlan Sales Competencies that are Key to Building a Sales Culture

SLOW DOWN TO SPEED UP Your salespeople can't wait to do the things at which they are: * most competent * most comfortable * having the most fun * in control * in the spot light The problem with all of that is with what they do: * present * demo * tell your story * provide capabilities * give references * do proposals * give quotes * use company resources and when they do it: * as soon as they can!

5th of the 10 Kurlan Sales Competencies That are Key to Building a Sales Culture
#5 - Get a Sales GPS These days you wouldn't think about getting into your car and driving to a new destination without typing the address into your car's navigation system. Each one of those 7 reasons for using a GPS applies to a sales cycle, so it makes sense that your sales force should have a sales GPS or a process.

The 4th of the 10 Kurlan Sales Competencies That are Key to Building a Sales Culture
For more than 40 years, sales authors, experts and trainers have been telling their readers, subscribers and clients about the importance of talking 30% of the time and listening 70% of the time. That ratio is not etched in stone. Even 50/50 is acceptable. The stage of the sales process dictates the ratio more than the ratio itself. For instance...

How to Prepare For The Job Hunting Process?
This question is frequently been asked by many people who are looking to pursue a career change. I would say that there is no scientific approach wherein you follow steps from 1-2-3 and bang you have the perfect job in your hands.

4th of the 10 Kurlan Sales Competencies that are Key to Building a Sales Culture

For more than 40 years, sales authors, experts and trainers have been telling their readers, subscribers and clients about the importance of talking 30% of the time and listening 70% of the time. That ratio is not etched in stone. Even 50/50 is acceptable. The stage of the sales process dictates the ratio more than the ratio itself. For instance, if your salespeople are following the Baseline Selling process, they would talk 100% in the earliest phase of Getting to 1st Base, and probably 10% in the later phase of Getting to 1st Base. They would probably talk 10% of the time while Getting to 2nd Base. They might talk 50% of the time on the way to 3rd Base and 90% of the time when Running Home.

3rd of the 10 Kurlan Sales Competencies that are Key to Building a Sales Culture
In this post I present the real #2, The Enemy is Resistance. I've written about this before too. The gist of Resistance is this: Selling would be far more simply for many more of your salespeople if they would focus on recognizing the resistance rather than attempting to overcome the many forms it takes:

2nd of the 10 Kurlan Sales Competencies that are Key to Building a Sales Culture
What exactly is a case of Happy Ears? A salesperson has Happy Ears when she hears what she wants to hear. Example: Your salesperson asks her prospect about the budget and the prospect says, "we'll try to find the money". Your salesperson hears, "We have the money, and we will spend the money, and there isn't a limit."

Celebrities and the Sales Force
Here I introduce the 7th in a series of articles, The Celebrity Series, 11 articles about famous people and the analogies to the sales force.

1st of the 10 Kurlan Sales Competencies that are Key to Building a Sales Culture
#1 - IT'S NOT ABOUT YOU! Believe it or not, there are a lot of people in sales who mistakenly believe that the world revolves around them. If my previous sentence said "show business" instead of "sales" it would make sense but this isn't show business.

The Importance of Empathy in the Workplace
An article of 1210 words describing empathy as an ability to connect and relate with others in building and managing healthy relationships.

Sales Management Training: 8 Competencies of Top Sales Professionals
Do you know what separates the top 1% of all sales professionals from everybody else? It's a set of 16 core competencies discovered through years of research, which lead to their extreme level of success. This article will help you understand 8 of these skills so that you can enjoy your own sales success. The next article in this series will discuss the other 8.

Curiosity kills the cat but wins the customer

If you’re searching online for a blind date, you can narrow the field demographically to, let’s say, people between age 35 and 45 who live in Denver. And you can take a peek at the all-important photograph. But is that enough information to make even one valid assumption about someone? Before you commit to that blind date, you’ll want to know what kind of personality they have and what their interests and values are, among other things. That same kind of curiosity about your customers gives you a deep understanding of what they need or want-and serves as the basis for a passionate long-term relationship. It may be time to add intellectual curiosity to the competencies you require in your sales, marketing and customer service staff, and embed curiosity in your company culture.

Struggle If You Must During Career Transition, But Why Should You?

To advance forward is to advance to new perspectives by developing new competencies in both soft and hard skills. What is meant by soft and hard skills? I see the hard skills as those that are produced. They are measurable, quantifiable and can be observed outside of self. They have empirical evidence. For example, when a client of mine has a goal to make a career transition into another field of interest and she/he has succeeded, it is obvious to everyone who is familiar with him/her. It is measurable in that the client did break away from one profession and moved into another, which could be seen by others.

Leadership Coaching – Is It Right for You and Your Business

Within the last decades of the 20th century, coaching began to appear as an asset to help individuals successfully navigate through the quagmire of changes taking place at work and home. The old system of following the leader started being transformed by leaders teaching others self-leadership within the circle of influence of the individual. Leadership development from the bottom up began to spring up to create teams of leaders.

Sales Essentials: Rev Up Your Sales Engine
Ladies and gentlemen, start your sales engines! The current economic situation may be bleak but improving your core sales skills and competencies will help you to accelerate ahead of the pack and come out ahead at the finish line.

Competency Based Interviewing
An article that explains the benefits of Competency Based Interviewing

Sales and emotional intelligence
The "gender" discussion highlighted by my Sell like a Woman project, articles and other research leads people to believe that women are doing things men cannot because of gender. And this is causing sighing and forelock tugging in some male circles. "Not another feminist on her soap box" or "all men are useless" I hear some say.

You can’t improve salespeople without improving sales management first
I am constantly appalled at the lack of effective sales management in companies these days. Not a week goes by in which I don't see a company make the mistake of focusing exclusively on salespeople in trying to improve sales performance. Experience has shown that sales managers are even more critical than sales people for creating durable performance change

Leadership Strategies - The Bigger Game Competencies from A to Z
For athletes to get to higher levels of achievement, they have to raise the bar to advanced self-awareness. They do this by accessing their potential, which they put into action through training. It is progression from where the athlete comes to the game with her/his existing competencies and then enrolls in coaching and training to expand to her/his bigger game possibilities.

180 and 360 Degree Assessments for the Sales Force

There are not a lot of companies that undertake 180 degree or 360 degree assessments of the sales force and that's a good thing because there are so many limitations. The 180 - The salesperson or sales manager does a self-rating on the predetermined competencies and attributes and the individual's boss conducts the same ratings. The 360 - The sales manager does a self-rating on the predetermined competencies and attributes and both the sales manager's boss and the salespeople that report to the sales manager conduct the same ratings. So the 180 and the 360 are nearly the same except for the number of people and the vertical depth. What are the limitations?

Why Corporate Sales Training Often Fails to Deliver Results
Why do you train salespeople and sales managers? Some companies want to educate them and improve their skills. Some feel obligated to provide training while others provide training to improve results. Some do it to help their salespeople, improve morale and feel good about making it available. These are all very nobel concepts, but usually achieve disappointing outcomes.

The Case for Training and Development NOW!!

It is sure easy to delay, defer and cancel training programs in this economy. As a lot of training professionals will tell you, it is one of the first line items to be axed from any budget. Unfortunately, reductions in training also carry a significant penalty. It will prolong the length of time needed to recover from a downturn. It will limit the ability to capitalize on the faltering of competitors (in fact, they may prey on you). It will reduce your ability your ability to perform at the high levels required when staffing is cut. It will harm your ability to attract and retain good talent when the economy recovers.

Talent Management in Difficult Times
Talent management is always an important functionality but it difficult or lean times it becomes even more critical.

Business Case for Emotional Intelligence EI and Emotional Intelligence EQ
Business Case for Emotional Intelligence EI and Emotional Intelligence EQ.

Twenty-one Hot Tips for Developing Your Winning Personal Success Strategy
When asked to define a “winning personal success strategy” many business people, community leaders, educators, and other “successful individuals” in many walks of life, provide the insight and information presented in the short but powerful article.

Excellence in Managing, Leading and Coaching
Managing, leading and coaching; interesting trio, eh? Many people and organizations collapse these competencies and titles. It often seems that these competencies and titles are both synonymous and interchangeable in our quest for excellence. But they’re not.

Are You a Rookie or a Pro?

In a recent study at Cornell University, it was found that people who are arrogant about what they know are incompetent. In other words incompetent people don’t know that they are incompetent. That also matches a study that found that average and mediocre sales people consider themselves outstanding or peak performers. How come on average, the top 25% of a sales force generates nearly 60% of a company’s actual sales increases?

New Year, New Start, New Job
Everyday throughout the world there are thousands of individuals who are being interviewed for their next, maybe first, maybe last, but definitely new job. And in today’s credit crises world, there are often hundreds and hundreds of individuals going for the same role. On top of that, every day there are fewer and fewer vacancies on offer.

Qualities of Excellent Leaders: Leading an Organization to Triple Digit Growth

The ability of any organization to experience explosive growth hinges on the quality of leadership in the executive office. Whether you are a budding entrepreneur or established CEO hungry for results, the changes you want to implement will only go so far as your leadership ability allows. Imagine for a second that you want to experience triple digit growth this year, in this horrid economy. Some companies will certainly do it. The question is: will yours be one of them? These are the leadership traits you will need to get it done.

How to Position Your Company in the Minds of Consumers
In most industries there are no heroes, just choices. So rather than try to be all things to all people, business owners need to proactively position their company and define their points of differentiation to the consumer. Positioning draws the attention of your target market and reduces the chance that your competitors will define who you are, a situation no business owner wants to experience.

Make Smart Career Choices In 2009
When planning your next career move, look for trends that will possibly require your present skills and abilities. Most likely you will need some addition education or training, but it will be focused in the right area. Look for the “sunrise” jobs (the new hot jobs with a growing demand) This article will spark some ideas which will help you focus on making smart career choices.

The Right Strategic Human Resource Imperatives for Right Now

Given the current economic climate, human resource executives and CEOs need to be thinking about some key people issues in order to improve their chances for organizational success. The key questions are these: 1) If I'm laying off staff, will I have retained the people who have the competencies required to execute our strategies? 2) If our strategies are changing, do I know the competencies people will need to have in order to successfully execute those new strategies? 3) Can I accurately identify our true High Potentials, and do I know what to do to keep them at this time? The good news is that there are clear answers for these questions and practical approaches to take today to make strategic human resource contributions to the success of your organization.

New Metrics for the Sales Force - Unusual Thoughts for Unusual Times
More is less - you will close more sales if your salespeople book fewer appointments but concentrate on more quality appointments. Quality is not how well your salespeople are received, it's the fit and need of the opportunity.

Goal selection the key to success

Once an organization has decided what business it is in, it can focus on its goals, aims, and objectives. In contrast to a mission statement, corporate or business objectives are precise statement of intent which emphasized the aims and goals of an organizations. In this article we describe what is Goal,How to create company goals and objectives,characteristics of good goals and Comparison of team with goal and without goals.

360 Degree Avalanche

There is an intrinsic attraction to 360-degree feedback. Traditional feedback processes are effectively one-degree type systems with, usually, the immediate supervisor providing the employee with uni-directional comment. By involving more than just one person in the feedback process, the process is likely to be more meaningful for both supervisor and employee with greater representation in the amount and type of information supplied. Those providing the multi-rater feedback may include peers, direct reports, other levels of management, internal and even external customers. Suppliers may also provide feedback and there is, of course, the opportunity for self-appraisal.

Work Skills Transcend Cultures Work Habits May Not

Since Chally is strongly established internationally, we're often asked what has to be done to alter the testing for different cultures around the world. For the past six years, we have been tracking performance on a Chally assessment versus actual performance on the job across many countries. Our goal was to develop a research database that would highlight differences that were based on geography or culture. For our comparisons internationally, we chose geographic, cultural, and economic regions that were very different. These included England, Sweden, Denmark, India, Indonesia, Australia, South Africa, Mexico and French Canada. The results were somewhat surprising, but very logical. Our research results provided clear evidence that the skill and competency scores are stable and equally applicable across cultures all over the world.

Coaching Effectiveness Study Leadership Development Training
Coaching Effectiveness Study: Leadership Development Training.

Big vs. Little Jobs

One morning Elizabeth Potter wakes up to find she is out of work. Her firm has been purchased and will be moving to another region of the country. Elizabeth is not in a position to move, so she begins to look for another job. Along with hundreds of other letters, Elizabeth's application slowly hits a company that is interested and grants her an interview. This position was carved to fit the person who is satisfied with what life chooses to give out to him or her – food, clothes, place to lay his or her head, and the right to exist.

Is your leadership effective?
In many ways, good leadership is hard to define. It can't be directly measured. In fact often the measure of leadership is qualitative rather than quantitative - although quantitative results always follow. So, the questions remains, how can you tell if your leadership skills are effective?

Developing Business Acumen & Business Sense
Are you excited about Mondays? Or, are you excited by the notion that the workweek begins today and you have to plough and slough through today? If you say ‘TGIF’, you may be missing the point.

Lessons Learned from eCommerce
The growth and frequent failures of e-commerce ventures has served to write new chapters in the history of business and organization. Whether you were actively involved in these ventures or just watching interestedly, you are probably aware of the debates that occurred over more traditional rules of business models and emerging internet rules, in which speed and opportunity was key.

Linchpin Talent: Your Competitive Advantage

you should be able to provide an answer to these important questions ... • What is the success profile of leaders that excel in your company? Will the future be different? How should that success profile change? • What are the styles and strengths of your key individuals? Do they know where they fit into the future of your company? • Have you identified the leadership roles that will be vacated in the next five to ten years? • Do you know what gaps exist in the capabilities of your staff? • Do you have enough people in your future top talent pool? • Do your leaders possess the foresight, flexibility and adaptability to lead when the market changes?

Leadership Coaching Based On Organizational Values

Within a leadership development coaching process it is important to know and understand what the stated and actual organizational values are, so both the coach and the colleague can better understand how people fit or align themselves within the organization. A leadership coach needs to be sensitive to how things are actually done within the organization in which they are going to be coaching leaders and other key individuals.

The Leader as Coach: Creating High Performance in Change

Leaders have never been more critical to an organization’s performance than they are today. Continuous turbulent change makes leadership a more demanding role than ever before. We look to our leaders for not only laying out the path into the future but also to engage, inspire and motivate others to join eagerly in the journey. What’s more, we want our leaders to be trustworthy, modeling the kind of character we expect in someone we willingly follow. This is the route to high performance and many of the old rules no longer apply. This article looks at a new leadership style – the Leader Coach© – that is particularly suited to what’s required in leaders now. To lead as a coach today means new skills and approaches – read on to get started!

Emotional Intelligence – The Hard Truth About Soft Skills

How are your people skills? Academic research has shown that people with high Emotional Intelligence are more successful in business and in life. Emotional Intelligence refers to how well you know yourself, your ability to effectively manage your emotions, and how well you interact with others. Emotional Intelligence is a critical competency for leaders. It is very common in technical fields for people to be promoted to management because they excelled as technicians without much regard for their people skills. Unlike IQ, Emotional Intelligence can be developed.

8.0 The Entrepreneurial Firm: Entrepreneurs and entrepreneurship in Africa
In addition to competencies of the entrepreneur, entrepreneurship requires effective and dynamic organizational arrangements in order to remain successful.

6 Steps to Successful Competency Based Interviews
Here are 6 steps to help you make the best impression - and get the job! Now that more and more organisations are using a competency based framework for interviewing. Any help you can get is worth it!

Simplicity and Elegance: Expressing Your Core Competencies
Core competencies are one or a combination of a few unique or rare abilities; however, a description of core competencies is not simply a laundry list of various organizational attributes. Naming your core competencies can be very difficult because we, as business leaders or managers, often mistake our daily tasks as our organizational imperative.

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