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My Introspective

by Laurus Nobilis
My BrainCast

Performance Management

People Development (E)

People Development




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: Apr2013











Motivating Others

Doesn't know what motivates others or how to do it; people under him/her don't do their best; not empowering and not a person many people want to work for, around or with; may be a one-style-fits-all person, have simplistic models of motivation, or may not care as much as most others do; may be a driver just interested in getting the work out; may have trouble with people not like him/her; may be a poor reader of others, may not pick up on their needs and cues; may be judgmental and put people in stereotypic categories; intentionally or unintentionally de-motivates others.
Creates a climate in which people want to do their best; can motivate many kinds of direct reports and team or project members; can assess each person's hot button and use it to get the best out of him/her; pushes tasks and decisions down; empowers others; invites input from each person and shares ownership and visibility; makes each individual feel his/her work is important; is someone people like working for and with.
Overused Skill
May not be good at building team spirit because of an emphasis on individuals; may be seen as providing inequitable treatment by treating each person individually; may not take tough stands when the situation calls for it; may take too long getting input; may be reluctant to assign work with tough deadlines.

Developing Direct Reports and Others

Not a people developer or builder; very results driven and tactical; no time for long-term development; doesn't see long-term development as his/her job; plays it safe—can't bring him/herself to assign really stretching (risky) work; thinks development is going to a course—doesn't know how development really happens; may not know the aspirations of people, may not hold career discussions or provide coaching, may not push people to take their development seriously; may prefer to select for talent rather than develop it; doesn't support or cooperate with the developmental system in the organization.
Provides challenging and stretching tasks and assignments; holds frequent development discussions; is aware of each person's career goals; constructs compelling development plans and executes them; pushes people to accept developmental moves; will take on those who need help and further development; cooperates with the developmental system in the organization; is a people builder.
Overused Skill
May concentrate on the development of a few at the expense of many; may create work inequities as challenging assignments are parceled out; may be overly optimistic about how much people can grow; may endorse the latest development within the organization and cooperate with the system even when it doesn't make sense for an individual.

Sizing Up People

Isn't accurate in his/her appraisals of people; does not evaluate the strengths and weaknesses of others well; biases and stereotyping may play too much in his/her appraisals; may have simplistic models of people; may make instant judgments on almost no data; doesn't change after the initial appraisal; his/her estimates and projections of what people will do in certain circumstances turn out to be wrong; may be such a poor listener to and observer of others that he/she really doesn't know what they're like.
Is a good judge of talent; after reasonable exposure, can articulate the strengths and limitations of people inside or outside the organization; can accurately project what people are likely to do across a variety of situations.
Overused Skill
May be hypercritical of others; may be unwilling to alter an initial judgment about others; may not look for or be open to further evidence; may miss on slow starters and quiet and less expressive people.

Hiring and Staffing

Doesn't have a good track record in hiring and/or staffing; may clone him/herself or focus on one or two preferred characteristics; may look narrowly for people who are similar to him/her; may play it safe with selections; doesn't select much diversity; may not know what competence looks like, lack criteria, or assume he/she just knows; may lack the patience to wait for a better candidate.
Has a nose for talent; hires the best people available from inside or outside; is not afraid of selecting strong people; assembles talented staffs.
Overused Skill
May overlook slow starters; may select on surface characteristics; may assemble a team of individual performers who aren't good team players; may prefer currently talented people who aren't broad enough for further growth; may be too quick to replace rather than work with a person.

Learning on the Fly

Not agile or versatile in learning to deal with first-time or unusual problems; may not analyze problems carefully or search for multiple clues and parallels; may be afraid to take a chance on the unknown; learns new things slowly; may be stuck in historical, tried-and-true methods, uncomfortable with ambiguity and quick to jump to a solution; doesn't look under rocks, just sticks to the obvious; looks for the simplest explanation too soon; gives up too soon and accepts a marginal solution; functions on the surface, doesn't go deep.
Learns quickly when facing new problems; a relentless and versatile learner; open to change; analyzes both successes and failures for clues to improvement; experiments and will try anything to find solutions; enjoys the challenge of unfamiliar tasks; quickly grasps the essence and the underlying structure of anything.
Overused Skill
May leave others behind; may frustrate others with his/her need for change; may tend to change things too often; people may interpret openness as indecisiveness or being wishy-washy; may seek out change for change's sake regardless of the situation; may not be good at routine administration or unchallenging tasks or jobs.


May be less caring or empathic than most; doesn't ask personal questions; doesn't respond much when offered; results are all that matters; everything else gets in the way; believes in separation of personal life and business; may find the plight of others an inappropriate topic at work; uncomfortable with people in stress and pain; may not know how to show compassion or how to deal with people in trouble; may have less sympathy than most for the imperfections and problems of others.
Genuinely cares about people; is concerned about their work and non-work problems; is available and ready to help; is sympathetic to the plight of others not as fortunate; demonstrates real empathy with the joys and pains of others.
Overused Skill
May smooth over conflict in the interest of harmony; may not be tough enough in the face of malingerers and may make too many concessions; may get so close to people that objectivity is affected and they are able to get away with too much; may have trouble with close calls on people.


Business Management Skills Overview
Business & Financial
People Development
Growth & Innovation
Corporate Social Responsibility


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