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MACEK MANAGEMENT CHECKLIST of Twenty Critical Skills and Competencies |
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After 17 years as a CEO, using my behavioral sciences training, I created a list of “critical skills found in successful
managers.” My goal was to achieve the following: 1. Define the full array of essential management skills. 2. Create a tool managers can find easy to interpret and validate through inter-rater reliability (comparing ratings made independently by multiple raters, finding points of convergence and assessing areas of divergence). 3. Create a tool that could be applied to many tasks ranging from refining job descriptions, hiring and evaluating managers, creating professional growth plans to succession planning and creating a corporate culture that supports consistent and easily identified organizational qualities and expectations. 4. Create an instrument that allows for a full and comprehensive assessment, overriding the “halo effect” in which persons have outstanding skills that overshadow flaws that inhibit their effectiveness as managers. |
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The twenty skills fall into four categories: · Intellectual · Social · Emotional · Executive |
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1. Intellectual Skills People with astronomical IQ scores tend to be poor managers. That’s because they are caught up in the world of ideas (conceptual intelligence) and often have difficulty making up their minds (practical intelligence). Managers must have conceptual intelligence in order to correctly analyze problems and practical intelligence to find solutions that work. Managers must have both vision and an ability to know what it takes to realize that vision. They must be self-starters who formulate performance standards for themselves and self-monitor their performance on a routine basis. Managers must have intellectual honesty. That means they are committed to facing the facts regardless how good or bad the news. They must be able to detect when they are engaging in wishful thinking versus facing problems head-on. The higher the level of management, the more a manager must rely on their own judgment. |
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2. Social Skills Management requires sufficient communication and interpersonal skills to create and maintain the trust of others. Social skills range from respect for individual differences, caring about the welfare of others, recognizing a manager’s vulnerability when personnel become disenchanted, and making themselves approachable to ideas that differ from their own. Managers must know how their behavior impacts others. Outstanding managers use potent symbols to communicate important messages. |
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3. Emotional Skills All humans have feelings and sensitivities that can interfere with decision making. Effective managers keep tabs on their emotional state and refuse to act from emotion. They have a healthy self-respect accompanied by a sense of humor about their humanness. Finally, the job of a manager is to overcome obstacles. That requires viewing problems as challenges, not something to be feared or avoided. |
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4. Executive Skills Most people see CEOs and other high-level executives as decision-making machines. That’s too narrow a view. Effective managers focus on making good decisions that support the best immediate and long-term interests of their company, its customers and its staff. Effective managers are objective, are consistent in their expectations, show high levels of integrity, juggle many balls at one time, and have sufficient knowledge of their field to hold the respect of those with whom they interact. |
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How Companies are using the Checklist:
· Hiring qualified managers · Formulating job descriptions with specific detail of the skills required in a position · Creating evaluation instruments for existing managers · In-house management training · Creating personal growth plans for existing managers · Succession planning · Self-monitoring by senior managers · Shaping corporate cultures that foster teamwork, innovation, and effective use of resources |
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For a one-time fee of $800.00, companies can acquire a license to reproduce this intellectual property for exclusive use within their organization.
To receive an examination copy of the Checklist, email info@bosshandbookpublications.com. You will receive an examination copy of the full instrument
and a statement of the terms and conditions for its use. To purchase a license to reproduce this intellectual property, go to the
order page or
send a purchase order to: Bosshandbooks 2313 Morningside Drive Janesville, WI 53546 |
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