 |
01. Managing Vision And Purpose
Much research has shown that organizations with sound and inspiring missions and visions do better in the marketplace. Sound missions and visions motivate and guide people on how to allot their time and how to make choices. As important as the vision, mission and strategy might be, communicating and managing them is even more critical.
|
 |
02. Strategic Agility
People who can produce good results in short terms are more then visionary strategist. Most organizations do pretty well what they do today. It's what they need to be doing tomorrow that is but it is what missing.
|
 |
03. Dealing With Ambiguity
According to studies, 90% of the challenges for the mid - management and above are ambiguous – it's neither clear what the problem is nor what the solution is. The higher level you go, the more ambiguous things get and learn on how to deal with ambiguity. |
 |
04. Action Oriented
One mission critical competency for today and the future is action orientation. The need for speed and agility in the marketplace means that those who hesitate will be overtaken by those who don't. Most successful senior managers count action orientation as one of their strength. The hesitation mainly comes from perfectionism, procrastination or risk avoidance. |
 |
05. Managing Through Systems
As you progress in management, your people and operations may not be in the same locale. The key to being a good systems-based manager is to have the qualities you bring to managing people and work remains the same even if when you are not physically there. |
 |
06. Customer Focus
In the free enterprise system, the customer is king. Those who please the clients best win. The same is true for internal clients. Those who please them the most will always win. Winners are always customer-oriented and responsive. The only way your business thrives is when your workforce is totally committed to your customers delight. |
 |
07. Teamwork
Teamwork is essential for competing in today's global arena, where individual perfection is not as desirable as a high level of collective performance. Not all groups in organizations are teams, but all teams are groups. A group qualifies as a team only if its members focus on helping one another to accomplish organizational objectives.
|
 |
08. Accountability
Management Accountability is the expectation that managers are responsible for the quality and timeliness of program performance, increasing productivity, controlling costs and mitigating adverse aspects of organization operations, and assuring that operations are managed with integrity and in compliance with applicable law. |
 |
09. Assertiveness
To be assertive means being confident and direct when dealing with others. Assertiveness is about upholding one's own integrity and dignity whilst at the same time encouraging and recognizing this behavior in others. Managers need to be assertive in order to be effective at work and in life. |
 |
10. Perseverance
The need for perseverance comes about because you are trying to get done is being resisted, or your customers and audience aren't ready to do what you need, or you weren't effective in your first try. Sticking to the course, especially in the face of pushback, is what perseverance is all about. Perseverance is also about using a variety of ways to get things done. |
 |
11. Ethics And Values
Ethics and values are the underlying principles that guide what we say or do. We all have a set of values and ethics but most of the times we haven't thought out them. We are on ‘auto pilot' from childhood and our accumulated experiences. All organizations have a set of reasonable consistent values and ethics that they adopt and operate under. |
 |
12. Integrity And Trust
Integrity and Trust are on almost every profile. It is a basic threshold requirement to be a part of a team. Without it, nothing else matters. Many of us simply haven't thought through the impact of our actions and decisions. It may be purely simple ignorance and moral compass that steers us for success in the future. |
