People at work often find themselves promoted into ‘managing others’ roles based on their own personal effectiveness. Sometimes, those folks work in organizations that recognize that being a manager requires different ‘know that | how | why” than being a great personal performer. Those organization invests in supervisory skill development professional development for new leaders. But that is only one side of story, Manager must also be at ‘work psychologists’, who know how to work with their direct reports in ways that increase that person’s productivity and output. The 4 Core Competency™ Work Books are a great way to start to develop those capabilities.
But that sill leaves a manager or team leader with a core question – how do I translate these new insights into the smart habits which are underpinnings of being a skilled manager of others. The Managing Others Competency Styles™ directly address that need. Get insight into how your decision making and interaction behavior preferences line up with or differ from those of the folks who work with you. Based on your insights, develop the skills needed to more effectively interact with the different people who make up your work group or project team.
The work book has only one purpose: increase your ability to interact with our direct reports under everyday normal and stressful conditions.