Posted on October 3, 2012

In our contemporary organizations, the more a leader inspires confidence and the more he is in the capacity to guide others. Conversely, a leader exhibiting behaviors that do not conform to the values ​​of the company would lose credibility and therefore leadership. Integrity is therefore a necessary quality for the art of constructive management. This is a necessary but not sufficient condition because, in addition to being able to manage itself, an efficient manager must also demonstrate real competencies for task management as well as that of the human relationship within the company. To help you develop the elite manager’s “job description”, we will describe the following 14 competencies for the exercise of sound and efficient management of men and organizations.

Self-Management

Integrity

Integrity is about saying what we’re going to do and doing what we’ve said. An honest manager is a person who keeps his word, who is not afraid to tell the truth and who knows how to remain discreet when confidentially. Incorruptible, his conduct and his actions are irreproachable. It is said that it is entire and that it never shows a face of Janus.

Self control

To master oneself is to know how to remain objective in all circumstances, to use the facts to make decisions and to discuss calmly and openly all the suggestions even in moments of tension or crisis.

Commitment

To commit is to pledge yourself; Is to give itself as surety for the successful completion of an action or a project but also for the faithful and loyal exercise of a function or a responsibility. The commitment is to do the impossible to preserve and advance – as a matter of priority – the interests of the community.

Task Management

 Goal setting

Ability to develop a judicious set of ambitious, realistic and precise objectives, the conjunction of which leads to the achievement of the objectives assigned to your mission by optimizing the use of resources available to you.

Problems solving

Ability to cross analytically or creatively – whatever their numbers and levels of complexity – the questions, difficulties, unforeseen, conflicts that arise

Organization

Ability to assign objectives and tasks to the most qualified persons to accomplish them with the greatest possible autonomy. Ability to release resources needed to achieve objectives. Ability to monitor progress and achievement of objectives.

Time control

Put yourself in a position to devote 80% of your working time to the realization of important activities and thus free yourself from the pressure of the emergency.

Delegation

Empower employees to decide how they will accomplish their goals and face the problems they may encounter. Apply rules and strategies with sufficient flexibility to facilitate adjustments and contingencies.

Planning

Develop strategies and tactics to ensure the achievement of objectives and minimize the risk of drift. Define priorities and alternatives in the event of unforeseen (but feasible) events or reorientation of projects.

Performance Management

To be able to distribute the objectives in a way that stimulates the motivation of the employees and optimizes the quality of the work done. Recognizing, valuing and rewarding efforts and results with fairness and equity. Make you want to improve permanently.

Relationship Management

Mobilizing teams

Encourage team members to cooperate and help each other to achieve common goals. Know how to identify and value the skills of the entire team as a whole.

Participation

Stay open and receptive to the ideas of others and encourage the expression of opinions and points of view. Know how to involve employees in decisions concerning them. Take a keen interest in the context, the working conditions and the nature of the work performed by the employees. Be able to initiate a collective decision-making process for certain targeted subjects.

Constructive Conflict Management

Establish a working environment that encourages the expression of discrepancies, disagreements, differing views or conflicts to nurture the creativity of members in the process of continuous improvement.

Skill developpement

Ability to stimulate the development of employee performance through regular and informal constructive appraisal interviews.

Through its constructive influence, the elite manager is a promoter of performance. He encouraged all around him, behaviors and projects fertile. Its management style contributes to the development of a field conducive to innovation, growth, team synergy and continuous improvement. By multiplying challenges and opportunities for self-realization, the tasks are accomplished with enthusiasm and success is often at the rendezvous.

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