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My Introspective

by Laurus Nobilis
My BrainCast

Performance Management

Management Skills (E)



Managerial positions require possession of specialist’s skills as an addition to basic skill. Business and managerial skills are spread around management, business & financial, people development, leadership, relationship, growth & innovation and corporate social responsibility.


Posted: Mar 2013











Timely Decision Making

Slow to decide or to declare; conservative and cautious; may procrastinate, seek more information to build confidence and avoid risk; may be a perfectionist, needing to be right, protect strongly against criticism; may be disorganized and always scrambling to meet decision deadlines; may be slow to make decisions on more complex issues.
Makes decisions in a timely manner, sometimes with incomplete information and under tight deadlines and pressure; able to make a quick decision.
Overused Skill
May jump to conclusions and take action before reasonable consideration of the information; may get caught up in deciding for its own sake; may have a chilling effect on getting everyone's input before deciding; might be considered impulsive and impatient; might have some trouble and freeze on issues and problems that are close calls; may make decisions quickly to avoid debate and personal discomfort.

Priority Setting

Has little sense of what's mission-critical and what's just nice to do; doesn't identify the critical few well for self or others; may believe that everything's equally important, may overwhelm others with unfocused activities; may be addicted to action, do a little bit of everything quickly; may be a poor time manager; may not say no; wants to do everything; not good at figuring out how to eliminate a roadblock.
Spends his/her time and the time of others on what's important; quickly zeros in on the critical few and puts the trivial many aside; can quickly sense what will help or hinder accomplishing a goal; eliminates roadblocks; creates focus.
Overused Skill
May let the trivial many accumulate into a critical problem; may too quickly reject the priorities of others; may have a chilling effect on necessary complexity by requiring everything to be reduced to the simple; may confuse simple with simplistic; may be too dominant a force on priorities for the team.


Doesn't pull resources together effectively; may not know how to find and arrange people, materials, budget, etc.; may be a poor delegator and planner and not very motivating to work with; performance decreases as the number of simultaneous activities increase; may rely too much on self; may scramble at the last minute and have to work long hours to finish; may not anticipate or be able to see how multiple activities come together.
Can marshal resources (people, funding, material, support) to get things done; can orchestrate multiple activities at once to accomplish a goal; uses resources effectively and efficiently; arranges information and files in a useful manner.
Overused Skill
May not be tolerant of normal chaos; may too often want to do things his/her own way; may not be open to suggestions and input; may lose his/her effectiveness when things don't go as planned.

Time Management

Is disorganized and wastes time and resources; flits from activity to activity with little rhyme or reason; doesn't set priorities; can't say no; can only concentrate on one thing at a time; is very easily distracted; mostly reactive to what's hot at the moment; doesn't have or follow a plan or method for his/her time; can't cut off transactions politely; doesn't have a clock in his/her head; may do all right on important priorities and issues, but not good with the little things.
Uses his/her time effectively and efficiently; values time; concentrates his/her efforts on the more important priorities; gets more done in less time than others; can attend to a broader range of activities.
Overused Skill
May be impatient with other people's agenda and pace; may not take the time to stop and smell the roses; may not give people rapport time with him/her to get comfortable.

Process Management

Not good at figuring out effective and efficient ways to get things done; works in a disorganized fashion; doesn't take advantage of opportunities for synergy and efficiency with others; can't visualize effective processes in his/her head; lays out tasks for self and others in a helter skelter way; doesn't work to simplify things; uses more resources than others to get the same thing done; lacks attention to detail; doesn't anticipate the problems that will arise; not a systemic thinker.
Good at figuring out the processes necessary to get things done; knows how to organize people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can't; can simplify complex processes; gets more out of fewer resources.
Overused Skill
May always be tinkering and refining—nothing is ever the same for long; may have trouble explaining his/her vision of a process; may never finish anything; may always be dissatisfied because of unreasonably high standards and expectations of self and others; may attempt to put too much together at once; may misjudge the capacity of others to absorb change.

Total Work Systems

Doesn't think broadly regarding the impact of work processes; doesn't comply or work to build commonalities in processes; doesn't create effective and efficient work processes; isn't customer focused in how he/she designs and manages the work; isn't dedicated to continuous improvement of work processes; doesn't leverage technology to improve work processes; doesn't know the tools and techniques to improve work processes; sticks to the old and familiar rather than stepping back and seeing the larger pattern; isn't willing to scrap the past in favor of the new and improved; doesn't listen to employees about improving work design; doesn't empower others to design their own work processes; doesn't create an environment where the whole unit learns together how better to serve the customer.
Is dedicated to providing organization or enterprise-wide common systems for designing and measuring work processes; seeks to reduce variances in organization processes; delivers the highest quality products and services which meet the needs and requirements of internal and external customers; is committed to continuous improvement through empowerment and management by data; leverages technology to positively impact quality; is willing to re-engineer processes from scratch; is open to suggestions and experimentation; creates a learning environment leading to the most efficient and effective work processes.
Overused Skill
May become a work process or quality improvement missionary to the exclusion of everything else; may make marginal incremental changes which are more disruptive than helpful; may not deliver results because of extreme focus on process or rules; may reject other approaches and non-believers.

Directing Others

Unclear or cryptic communicator to direct reports; doesn't set goals, targets, mileposts and objectives; not very planful giving out work—just gives out tasks; mostly tells and sells; doesn't listen much; plays favorites and is tough on others; may be too impatient to structure work for others; doesn't delegate well; doesn't take the time to manage; may lack interest in managing and be more eager to work on own assignments.
Is good at establishing clear directions; sets stretching objectives; distributes the workload appropriately; lays out work in a well-planned and organized manner; maintains two-way dialogue with others on work and results; brings out the best in people; is a clear communicator.
Overused Skill
May be overly controlling; may have a chilling effect on others, discouraging input and ideas, intolerant of disagreements; may only delegate pieces and not share the larger picture; may be overly directive and stifle creativity and initiative.


Not a consistent communicator; tells too little or too much; tells too late; timing is off; may be unclear, may inform some better than others; may not think through who needs to know by when; doesn't seek or listen to the data needs of others; may inform but lack follow-through; may either hoard information or not see informing as important; may only have one mode—written or oral or e-mail.
Provides the information people need to know to do their jobs and to feel good about being a member of the team, unit, and/or the organization; provides individuals information so that they can make accurate decisions; is timely with information.
Overused Skill
May provide too much information; may upset people by giving them information they can't handle or preliminary information that turns out not to be true.

Managing and Measuring Work

Doesn't use goals and objectives to manage self or others; not orderly in assigning and measuring work; isn't clear about who is responsible for what; may be disorganized, just throw tasks at people, or lack goals or priorities; may manage time poorly and not get around to managing in an orderly way; doesn't provide work-in-progress feedback; doesn't set up benchmarks and ways for people to measure themselves.
Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into work.
Overused Skill
May be over controlling; may look over people's shoulders; may prescribe too much and not empower people.


Doesn't plan for much; may be a seat-of-the-pants performer scratching it out at the last minute; doesn't follow an orderly method of setting goals and laying out work; may be uncomfortable with structure and process flow; may be disdainful of planning and come across to others as loose or too simple; may not have the patience to establish goals and objectives, scope out difficulties, plan for task completion, develop schedules, and do roadblock management; may be confusing to work for and with; may be demotivating to others who work with him/her.
Accurately scopes out length and difficulty of tasks and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments; anticipates and adjusts for problems and roadblocks; measures performance against goals; evaluates results.
Overused Skill
May be overly dependent on rules, regulations, procedures, and structure; may leave out the human element of the work; may be inflexible and have trouble with rapid change.



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