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How to gain competency
How to gain competency
How to gain competency
How to gain competency
How to gain competency
How to gain competency
How to gain competency
How to gain competency
How to gain competency
How to gain competency
How to gain competency
How to gain competency
How to gain competency
How to gain competency
How to gain competency
How to gain competency
How to gain competency
How to gain competency
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How to gain competency

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  • 1. HOW TO GAIN COMPETENCY Competency is sometimes thought of as being shown in action in a situation and context that might be different the next time a person has to act. In emergencies, competent people may react to a situation following behaviours they have previously found to succeed. To be competent a person would need to be able to interpret the situation in the context and to have a repertoire of possible actions to take and have trained in the possible actions in the repertoire, if this is relevant. Regardless of training, competency would grow through experience and the extent of an individual to learn and adapt.THE NEXT FEW SLIDES WOULD FOCUS ON SOME AREAS BUT NOT ALL
  • 2. CLARITY OF PURPOSEDO I UNDERSTAND THE TOTALITY OF A BUSINESS SITUATION, AND CAN ISEE CLEARLY WHAT NEEDS TO BE DONE AND HOW TO ACHIEVE IT ?
  • 3. CLARITY OF PURPOSEUnderstanding of the totality of a business situation and seeingclearly what needs to be done and how to achieve itKEY ELEMENTS Clarity of Vision: Seeing clearly what needs to be done for the business and identifying the key issues in complex business situations Action Planning: Creating concrete plans that can be implemented to take the business forward1. Know & understand the business thoroughly TIPS2. Think analytically & strategically-strive for simplicity out of complexity3. Create plans which can be turned into action4. Align your goal with organizational priorities5. Envision where do you want to go or what you want to achieve6. Identify the key issues quickly7. Priorities and differentiae between urgent & important activities8. Work out detailed action plans
  • 4. PRACTICAL CREATIVITYAM I FLEXIBLE IN MY THINKING, AND DO I CREATE NEW BUSINESSINSIGHTS?
  • 5. PRACTICAL CREATIVITYDemonstration of flexibility of thinking. Creating new businessinsights which can be turned into realistic plansKEY ELEMENTS Conceptual Thinking: : The ability to identify patterns or connections between situations that are not obviously related, using creative, conceptual or inductive reasoning Innovation: : Takes an innovative approach to business problem Information Seeking: : Has an underlying curiosity and desire to know more about things, people1. Check whether you are demonstrating flexibility of thinking. Do people see you TIPSas rigid? Do you follow an over structured process of thinking? Try developingmental flexibility; let yourself come up with different options and ways of doingthings.2. Now apply this mental flexibility to your business to come up with new businessinsights. What could be done differently or more efficiently. What newideas/processes you can think of? Where can existing processes be improved?3. Try to turn the new insights and ideas into practical plans. Think of innovativeways by which you can turn your ideas into reality.
  • 6. OBJECTIVE ANALYTICAL POWERDO I DEVELOP ACCURATE OBJECTIVE ASSESSMENTS OF WHAT NEEDS TO BE DONE, EVEN INCOMPLEX OR DIFFICULT SITUATIONS?
  • 7. OBJECTIVE ANALYTICAL POWERDevelopment of an accurate objective assessment of what needs to be done, even incomplex or difficult situations.KEY ELEMENTS Analytical Thinking : The ability to understand a situation by breaking it into smaller pieces or to trace the implications of a situation in a step-by-step way Balance & Objectivity : Stands back and takes a dispassionate view in order to reach an accurate assessment of the situation1. Complete a self assessment questionnaire to find out about your decision TIPS making style.2. Gather feedback from your mentors, colleagues, peers and direct reports. How do they experience your problem solving skills? Do you seem composed even in extremely stressful situation3. Develop analytical techniques, research tools, techniques and frameworks that may help you to become more analytical. Based on your need, identify one or two techniques and understand how to apply them.4. Find situations requiring analysis. Use the opportunity to analyze complex and varied data and to practice using analytical techniques you may have developed.
  • 8. MARKET ORIENTATIONAM I OUTWARDLY FOCUSED ON THE MARKET IN WHICH MY BUSINESSOPERATES, ENABLING ME TO ANTICIPATE CONSUMER AND CONSUMERNEEDS?
  • 9. MARKET ORIENTATIONUnderstanding developments in the external world and else where in your organization.Anticipation, understanding and addressing the changing needs of consumers & customersKEY ELEMENTS Consumer/Customer Focus : Works to understand and address the needs of internal and external customers and partners. Creative Openness : Understands developments in the external world and how these impact on your organization. “Steal with Pride” from within & outside your organization1. Define & recognize your market-your consumer/customer & your competitors TIPS2. Build your ability to understand them and their changing needs3. Ensure that your activity is focused on the market4. Broaden your sphere of reference, watching not just immediate customer but also scanning the wider cultural, economic and social context5. Constantly adapt these findings to your organizations strategy, taking action to gain competitive advantage
  • 10. ENTREPRENEURIAL DRIVEDO I STRIVE TO IMPROVE BUSINESS RESULTS, TAKING INITIATIVES WITH ENERGY &TENACITY?
  • 11. ENTREPRENEURIAL DRIVEIs energetic & tenacious in improving business results. Taking initiatives often involvingcalculated risks.KEY ELEMENTS Achievement Orientation : Strives to improve business results, including taking calculated risks for measured gains Initiative : Takes action in the present to address opportunities or prevent problems in the future which have not yet been anticipated by others1. Ask yourself whether you are really energized by reaching standards of excellence & achieving results/winning. Lists what really excites & challenges you & also drives your behavior. How can you build on these drivers to develop strength on these competency. TIPS2. Identify role models who exhibit outstanding entrepreneurial drive. What they doo that you do not?3. Seek out opportunities for you to display entrepreneurial drive, in your current job.4. Take feedback on whether you- a. Takes daring, innovative& business related initiatives or not? b. Demonstrate energy & enthusiasm at work or not? c. Constantly identify opportunities for improvement or not? d. Set challenging goals for your self & the team or not? e. Persevering to overcome obstacles & resistance to your goals/team goals or not?
  • 12. LEADING OTHERSDO I INSPIRE OTHERS TO HIGHER STANDARDS OF PERFORMANCETHROUGH MY LEADERSHIP CAPABILITIES?
  • 13. LEADING OTHERSInspires others to higher standards of performance. Is enthusiastic to get the best out ofpeopleKEY ELEMENTS Team Leadership : Leads groups of people to work effectively together & gains commitment to support the business direction Demanding Performance : Sets high standards of performance and holds people accountable for achieving them TIPS1. Increase your understanding of leadership, e.g., styles, behaviors2. Get feedback on your leadership behaviors3. Find Situations in which to practice leadership behaviors4. Understand what leadership is5. Practice new approaches in low to medium risk situations
  • 14. DEVELOPING OTHERSDO I BUILD THE SKILLS & COMPETENCIES OF OTHERS AND CREATEOPPORTUNITIES FOR DEVEOPMENT?
  • 15. DEVELOPING OTHERSBuilds the skills and competencies of others and guides appropriate behaviors. Createsopportunities for the development and growth of others.KEY ELEMENTS Development Orientation : Is committed to helping others learn & develop Development Insight : Understands how adults learn & develop Building Capability : Creates development experiences and assignments for others TIPS1. Recognize the importance of and the business case for investing in the development of others2. Understand how to develop skills & competencies3. Be prepared to take the time to create appropriate learning and development opportunities for others.
  • 16. INFLUENCING OTHERSDO I ACHIEVE RESULTS THROUGH SUCCESSFULLY INFLUENCING ANDBUILDING RELATIONSHIPS WITH PEOPLE
  • 17. INFLUENCING OTHERSSuccessfully builds support for ideas without the use of hierarchical power. Buildseffective relationships with colleagues, clients & customersKEY ELEMENTS Impact & Influence : Uses deliberate strategies or tactics to win support for an agenda Organizational Awareness : Is sensitive to organizational politics and structure Listening & Responding : Accurately hears and responds to what others say Interpersonal Understanding: Is aware of what others feel and think, even when those thoughts are not verbally expressed TIPS1. Know yourself2. Know others, and the way the organization works3. Know what you wantg to achieve4. Find out how you can influence others so that you achieve what you want to achieve5. Listen deeply
  • 18. AND THERE ARE MANY MORE CORE AREAS LIKE THESE TO LEARN HOW TO GAIN COMPETENCY THANKS TRAILUKYA DUTTA / trailukya@live.com

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