In order for a manager to effectively manage staff, he needs a certain set of professional competencies. Read our article about what competencies a successful leader needs, how they should be assessed, and what measures can be taken to develop the professional competencies of a leader.

From this article you will learn:

• what professional competencies are needed for a manager;
• how to assess the professional competencies of a manager;
• How can HR help in developing the professional competencies of a manager?

To effectively perform job duties, a manager must have a number of skills and abilities that can be described as professional competencies of a manager. Today, it is customary to distinguish 2 main groups of competencies required by a manager at any level:

• basic (personal). This group of competencies is based on the intellectual, emotional and volitional qualities of a manager;
• special (professional). This group includes specialized knowledge, abilities and skills, as well as experience in similar positions.

Both of these groups are equally important for effective personnel management and, if necessary, each of them can be developed.

What professional competencies are needed for a manager?

Professional competencies A manager is knowledge, technical skills, abilities, as well as motives that allow a manager to effectively perform his or her job. These include:

• Leadership skills. The ability to manage people, maintain one’s own authority, the ability to unite and lead other people;
• Persuasiveness. The ability to convey your instructions and ideas to subordinates, to defend your point of view;
• Communication skills. Ability to find mutual language with subordinates, partners and clients, regardless of their beliefs and point of view;
• Strategic Thinking. Strategic thinking should be understood as the manager’s ability to long-term plan the company’s activities;
• Business acumen. Ability to use available resources to achieve high results;
• Organization. Ability to correctly prioritize, plan workloads, etc.;
• Initiative. Constantly searching for new ideas to expand business or improve working conditions, use innovative work methods, etc.;
• Ability for self-esteem and self-criticism. A leader must know his strengths and weaknesses, be aware of the consequences of his management decisions, the ability to admit when he is wrong, etc.;
• Adaptability. Ability to effectively manage personnel in a changing business environment;
• Openness. The leader must be open to each of his subordinates, their ideas and initiatives;
• Focus on results. Ability to set and achieve certain goals and objectives, manage the process of achieving results;
• Ability to delegate authority. The manager must be able to correctly distribute powers and responsibilities to improve the efficiency of company management;
• Energy. Energy should be understood as the possession of mental and physical strength that is necessary for effective personnel management;
• Emotional intellect. This concept includes the ability to control one's own feelings and emotions, as well as the ability to recognize and use the feelings and emotions of other people;
• Conflict Management. The manager must be able to prevent the occurrence of conflict situations and be capable of resolving conflicts that have already arisen;
• Resistance to stress. Ability to maintain composure in the event of unforeseen, stressful situations;
• The desire for self-development. Effective leader must constantly educate himself and personal development;
• Ability to mobilize. Ability to involve subordinates in work, ability to work in emergency mode.

For more information on managerial competence, see

How to evaluate the professional competencies of a manager

It is quite difficult to assess the professional competencies of a manager, but when scientific approach To organize assessment activities, this process is quite feasible. It is customary to evaluate managers according to the following criteria:

• Work planning, business skills;
• Stylistics management activities;
• Complexity and responsibility of the performed management tasks;
• Level of qualifications and professional training;
• Results of the work;
• Personal qualities.

It is best to conduct a comprehensive assessment of managers. For these purposes the following are involved:

• a group of experts “from above” is formed from senior management of the company;
• a group of experts “on the side” is formed from managers of the same level (line managers, heads of departments);
• a group of experts “from below” is formed from subordinates of the manager being assessed.

Experts evaluate each type of professional competence of a particular manager on a five-point scale. In some cases, the person being assessed is also involved in filling out the assessment sheet.

How can HR help develop professional competencies of a manager?

The development of human potential of employees is one of the priority areas of activity of the HR department. HR managers should pay special attention to the company’s management – ​​middle and even senior managers. To develop the professional competencies of a manager, a set of training activities can be used - training, modeling of work situations and even mentoring. Great benefit may bring business trips to divisions or branches of the company, as well as sending managers for training to other companies.

An experienced and competent manager can increase the efficiency of the department entrusted to him and maintain high labor productivity for a long time. Having created conditions for continuous development professional competencies of a manager, the company's management will provide itself with reliable support and will be able to confidently move forward.

What competencies should a leader have? Very interest Ask, which requires an answer to understand what constitutes a boss today who can effectively manage a company.

Types of manager competencies:

• General corporate;
• Personal;
• Professional;
• Managerial.

General corporate competencies

General requirements of the company for its employees.

Example:

The manager, like all employees, must use existing skills as well as learn new ones. Moreover, we are talking not only about constant study, but also about using the acquired knowledge in practical work. It is necessary to be able to interact effectively with colleagues, achieving coordinated actions to achieve set goals. It is required to be focused on clients, their needs, and also be result-oriented, successfully solving the tasks assigned to the company, and constantly achieving those goals that are determined during the operation of the business.

Personal competencies of a manager

1. Innovation, innovation;
2. Development of solutions;
3. Ability to work with information;
4. Achievements of goals;
5. Self-regulation and endurance;
6. Initiative and determination;
7. Sociability and confidence;
8. Attitude towards others;
9. Development orientation;
10. Constructiveness towards yourself.

The personal competencies of a leader are related to the potential inherent in nature. Qualities and competencies of a leader in in this case have very strong connections. For example, not all managers are proactive and decisive enough, which negatively affects the management of the company; lack of confidence becomes the reason for the company’s unstable behavior among competitors, etc. However, if desired, all of the above competencies can be developed. The development of personal competencies allows you to become a modern leader capable of ensuring the efficiency of the company.

Professional competencies of a manager

Professional competencies are the requirements of a specific profession + requirements for a leadership position. In this case, the manager’s competence includes:

• Professional knowledge, skills;
• Achievement orientation;
• Organization of activities, control;
• Motivation and development of employees;
• Ability to influence subordinates;
• Ability to organize your own work.

An effective leader must know everything about the direction of the company's activities, and have a complete understanding of it. However, it is important to be able to manage, focusing on achievements. A manager who is able to organize work, monitor the progress of its implementation, and at the same time motivate his subordinates to achieve results, without forgetting about the organization of his activities, is undoubtedly valuable for any company interested in effective leadership.

Managerial competencies of a leader

What are the managerial competencies that are considered managerial? Let's highlight TOP 5:

• Leadership;
• Strategic thinking;
• Technological competencies;
• Organizational skills;
• Own efficiency.

Leadership presupposes the presence of confidence, the ability to quickly make decisions in any situation, and lead the team. Strategic thinking - be able to solve problems outside the box, have a penchant for decomposition and forecasting. The most valuable manager is the one who has a complete understanding of the technological aspects of the company’s activities and has full-scale technical knowledge. In turn, organizational skills presuppose a manager’s ability to form a unified team, which allows him to create a strong framework for the company. Self-efficacy, expressed in the ability to present oneself, the ability to persuade, and accurately express one’s thoughts, is also important.

What competencies are important for a leader? How to develop them?

All the above competencies must undoubtedly be possessed modern leader. The success of management and the achievement of results, expressed in the fact that the company and the business as a whole are constantly developing, reaching new heights, without stopping there, depend on each of them.

Any of the competencies of a company director can be developed. Trainings for managers provide an opportunity to reach a level that allows us to talk about effective leadership. Training participants are trained by specialists who have extensive experience in transferring knowledge that allows them to improve themselves. Classes are based not only on theory. Practicums included in trainings improve learning outcomes and allow you to successfully apply the acquired knowledge in future work.

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Before talking about the competencies of a sales manager, we need to understand what a competency is.

So, the classic definition: competence - (from the Latin competo - I achieve; I comply, I approach). It has several meanings: 1) the range of powers granted by law, charter or other act to a specific body or official; 2) Knowledge, experience in a particular area.

The following definition is important for our understanding: competence- this is the personal ability of a specialist to solve a certain class of professional problems. Also, by competence we will understand the formally described requirements for the personal, professional and other qualities of the head of the sales department.

Set of competencies; the presence of knowledge and experience necessary for effective activity in a given subject area is called competence.

Competencies can be divided into:

Corporate competencies - necessary for all company employees,

Managerial competencies - necessary for company managers (all or only a certain level),

Special (specific) competencies required only by a certain category of employees ( for example: sales managers).

Let us give an example of the corporate competencies of one of the companies engaged in wholesale trade equipment. Regardless of their position, each employee of this company must have the following competencies:

Mastering and using new knowledge and skills, i.e. not only constant study, but also the use in work of new knowledge, skills, one’s own and others’ experience obtained as a result of such study;

Effective communication and cooperation, i.e. the ability to successfully work together with other members of the organization, to achieve coordinated actions to achieve the company’s goals;

Focusing on customer needs presupposes the employee’s desire to understand and satisfy customer needs as much as possible, and to evaluate the usefulness of the actions taken in terms of additional satisfaction of customer needs. Moreover, an employee should treat his work colleagues as internal clients;

Result-oriented, i.e. the employee’s understanding of the tasks facing him and the company and the ability to systematically achieve their implementation.

As an example of managerial competencies, we offer a set of competencies for a middle manager of one of the companies that develops and sells IT solutions:

Professionalism — possession of universal knowledge and experience in at least one of the company’s areas of activity.

Organization — distribution (control) resources : the ability to provide employees with the resources and authority necessary to achieve their goals; establish the minimum necessary control; monitor the results achieved, correlating them with the established plan.

Organization – determining personal priorities and goals that correspond to the company’s objectives; reasonable distribution of working time; productive work with documents and effective resolution of administrative issues; optimal information processing, selection important points without excessive detail; ability to work under heavy load.

Communication – the ability to “listen and hear” messages and information, conduct pre-prepared and spontaneous presentations that are appropriate to the audience and topic and ensure the achievement of the desired results.

Development of subordinates , i.e. development of relevant skills and abilities among employees in accordance with specific professional needs; setting complex professional tasks; empowering employees to take on greater responsibility. Creating an environment that encourages people to achieve and develop their own abilities; Encouraging employees to be energetic, enthusiastic, loyal, trusting and striving for excellence.

Delegation of authority – those. transfer of part of the functions of a manager to a subordinate, subject to the transfer of responsibility for the assigned work.

External contacts – developing and maintaining constructive relationships with clients, suppliers, public and government representatives; showing special attention to the client, punctuality in the delivery of products and services. Representing the company in relations with external organizations, performing work with constant concern for the company's reputation.

Communication skills – ability to interact effectively with others; ability to win support at any organizational level.

Conflict Management - ability to understand multiple points of view, monitor stressful and crisis situations; ability to resolve conflicts and disagreements.

Constantly demonstrating and encouraging attention to quality work at all levels, both within the company and outside it; critical attitude towards mediocre results.

Achieving set goals; adoption of a system of responsibility for results and performance of work with a sense of responsibility for labor productivity.

Innovation – desire to master and apply new progressive methods of work.

Intellectual level – intelligence, ability to think logically, education.

When starting to develop a competency model for a sales manager, it makes sense to first define corporate and managerial competencies, and only then move on to developing special competencies. Special or specific competencies decipher the concept of “Professionalism” for a specific position of the head of the sales department. We will return to this type of competencies a little later, but now we will take a closer look at the managerial competencies of the head of the sales department.

It is managerial competencies that come first for the head of the sales department and ensure his effectiveness. True, often the head of the sales department forgets that he is a manager and his main task is to manage the department, and is overly carried away by personal sales. Moreover, for a better understanding of the essence of management activities, it makes sense for the head of the sales department to imagine the entire possible range of managerial competencies. The list of these competencies is quite large, so in a real document, the so-called “portrait of competencies,” you need to include not all of them, but only the most important ones for a specific position in a specific organization. This is done in order to make such a document a real working tool, since it is too big list competencies are both perceived and assessed with difficulty.

So, managerial competencies can be divided into five groups:

1) Competencies necessary to perform the role of a manager.

2) Competencies that characterize a high level of intelligence.

3) Competencies necessary to increase the efficiency of work (your own and your subordinates).

4) Competencies that determine a manager’s own development.

5) Competencies that determine customer orientation.

Let's start with the competencies required to fulfill the role of a leader. These include:

1. Leadership, that is, the ability to achieve outstanding results through people.

2. Management as achieving outstanding results through effective management resources, systems and processes.

3. Employee development (mentoring, mentoring).

Note that sometimes the concepts of “leadership” and “management” are perceived as synonyms. This is not entirely true. Thanks to leadership, a leader leads people, inspires them, and lights them up with an idea. He may not pay much attention to how rationally the work of his employees is organized, but he will not ignore despondency and loss of enthusiasm. On the other hand, managerial qualities allow the manager to manage work processes, ensuring their rationality, thoughtfulness, and coordination.

In one company, we observed a striking example of the development of leadership qualities in one head of the sales department and the development of managerial qualities in another. The company had two sales departments divided according to product principles. One department sold one product, another department sold another. The head of the first department often spontaneously gathered his managers and enthusiastically described to them the prospects for the company's work, showing them the exciting horizons of ever-new victories. He also often held personal conversations and encouraged employees. True, he left the specific steps (what and how to do) to their discretion. He believed that the main thing is the desire to achieve results, and what and how to do is a second question. Managers often made mistakes and worked very chaotically, but with enthusiasm, thanks to which they managed to fulfill the plan, although they often had to redo the work. The head of another department, on the contrary, assembled planning meetings strictly according to schedule, gave clear tasks, provided the necessary resources to solve the assigned tasks, controlled execution, and helped with solutions complex tasks. But I didn’t consider it necessary to say anything about the necessity of the work they were doing. He believed that this was already clear, so why waste time on it. As a result, his subordinates worked quite smoothly, achieved good results, but did not strive for special achievements and treated work as an inevitable necessity. It is obvious that both managers had reserves for development, one for managerial qualities, the other for leadership.

Now let’s look at the competencies that characterize a manager’s high level of intelligence.

This is, firstly, such competence as "Problem Analysis and Solving", that is, achieving mutually acceptable solutions through identifying problems, reaching out to affected parties, developing multiple solutions, and resolving conflicts.

The second competency is "Goal Orientation" or focusing aspirations toward achieving a goal, mission, or task.

Third competency – « Making decisions», Why is it important to choose the best sequence of actions based on an analysis of the situation.

And finally, the fourth competence - "Creativity or Innovation". This competency is characterized by the adaptation of traditional or development of new approaches, concepts, methods, models, images, processes, technologies and systems.

Sales managers often have to deal with problems that do not have a clear solution. It is in such cases that the competencies of this group are required.

For example, a department head learns that his manager and a client’s employee are conducting dubious transactions involving another, third company. Moreover, we are talking not only about kickbacks, but also about actions that, if they are made public, will damage the reputations of both companies, and will also affect the moral climate in the team. The leader must consider the situation from all sides and determine what possible options of action are available and what consequences they can lead to. Simply dismissing an unscrupulous manager will not solve the problem, since there is also an employee of the client whose actions were no better than the manager’s actions. And you can’t just fire him. In addition, it is necessary to deal with the third company, recovering damages from it. The manager must understand that he has to solve several problems at once in this situation: not only to stop the fraud and compensate for the damage to his company, but also to prevent the possibility of their recurrence in the future, and, most importantly, to preserve the reputation of both companies. Ordinary actions in such a situation are not suitable, so the manager will have to approach the issue creatively, find unconventional way resolving the situation.

Very important for a manager are the competencies necessary to improve work efficiency. These include competencies such as “Planning” and “Personal Effectiveness”.

Planning - A systematic approach to activities, independent preparation and action in accordance with the developed plan.

This competency, according to our observations, is the most typical “growth point” for many sales managers. Many of them have great difficulty not only with drawing up an objective and fact-based plan, but also with its subsequent implementation.

The head of the sales department of a large company grew up as a salesperson and had over 15 years of sales experience. He remembered very well the times when no one planned anything, but, nevertheless, sales grew at enormous speed. Then sales began to fall, and the company’s management began to demand that he, already the head of the sales department, draw up a plan and comply with it. He resisted this as best he could: how can you plan something in our lives, he said, because you don’t know what awaits you tomorrow. But the management insisted, and there was nowhere to go. I had to make plans. But he did this solely for show and forgot about the plan the moment he handed it over to management. Naturally, with such an attitude, he did not look into the plan until the moment when it was necessary to write a report, did not control its implementation among his subordinates and did not take any actions to achieve it. The subordinates, seeing the manager’s attitude, treated planning accordingly and worked as they had to, and some simply according to their mood: if it went well, I’ll sell it, but if it didn’t work out, there’s no point in straining yourself, you just have to wait it out.

The “Personal Efficiency” competency combines the following characteristics:

Radiating self-confidence

No less important for a leader’s activities is his own development. And here we can consider competencies that unite the manager’s desire for his own development, namely: “Continuous learning” and “Flexibility”.

The “continuous learning” competency is very important for the head of the sales department, but quite often we observe in them the so-called “stalled self-development.” In other words, a person who has reached the level of head of the sales department has already really achieved a lot in professionally and at some point he begins to believe that he already knows everything and can do everything. But life does not stand still. As is known knowledge in modern world become outdated very quickly. Just 10–15 years ago, knowledge became outdated every five years. Those. a specialist, if he wanted to maintain his qualifications at a high level, had to undergo training at least every five years. Today, knowledge becomes outdated every 2-3 years.

The insufficient level of development of the “continuous learning” competence is very clearly manifested in the process of various trainings, when participants, instead of perceiving new information and thinking about how it can be used in their work, declare: “but that’s not how it is with us.” This closeness to new knowledge or simply approaches leads to the fact that a specialist develops professional templates. And this in turn leads to inflexibility.

“Flexibility” as a managerial competency of the head of the sales department is especially important in the context of innovation in the company. If a leader is inflexible, it will be very difficult for him not only to understand the meaning of change, but also to choose adequate methods of behavior depending on the situation. Flexibility also implies the ability to quickly switch from one activity to another, constantly keep all the diverse affairs of the department in focus, and not forget or lose sight of details.

I would like to pay special attention to last group competencies – customer orientation. In this case, the client refers to both the company’s external clients and its own employees, who are internal clients. Competence "Customer Focus"- is foresight, meeting the needs, desires and expectations of the client.

However, customer focus should not be confused with an obsequious attitude towards him and a desire to please in everything, which not only does not lead to partnership and cooperation, but can have a detrimental effect on the business as a whole.

The head of the sales department of a manufacturing and trading company understood customer orientation in a very unique way. After taking office, the first thing he did was replace standard contract with a client in which prepayment was provided for an agreement with a deferred payment of 30 days. Naturally, the clients were only happy about this. But if earlier, when starting to discuss a contract, the bargaining process began with an advance payment, now the same bargaining began from 30 days. As a result, the average deferred payment for the company increased from 15 days to 45. This was, of course, beneficial for clients, but the company suffered significant losses.

That is why an understanding of customer orientation must take into account that one’s own company should not suffer significant losses as a result of this orientation. It is important to find common ground and mutually beneficial solutions, then cooperation will be stronger.

Actually, after this competency, we can say that for the head of the sales department it can serve as some kind of “bridge” between managerial and special (specific) competencies.

To understand the latter, you need to have a very clear idea of ​​what functions, in addition to management, the head of the sales department will perform.

In general, the following competencies are required:

Knowledge of marketing fundamentals (positioning, segmentation, assortment policy, pricing, sales channels, sales promotion)

Ability to plan sales in general and for various reasons (in terms of customer groups, assortment groups, sales territories, payment terms);

Ability to prepare package offers for various groups of clients;

Ability to manage accounts receivable;

Ability to form an optimal and balanced warehouse;

Ability to organize and control activities to develop a client base;

Ability to optimize the client base based on a new (or adjusted) marketing strategy;

Skill in forming the company’s pricing and assortment policy;

Skills in contractual work and document preparation;

Analytical skills (analysis of sales, financial indicators and promotional activities; analysis of market conditions; analysis of the customer base);

Skills in conducting campaigns to promote priority or “stuck” products.

Negotiation skills and conflict resolution with clients;

Proficiency (Advanced User Level) software such as 1C, Infin, the Bank-Client system, Consultant-Plus, etc.

If the head of the sales department works with key clients, then his special competencies may also include the following competencies:

Knowledge of the company's product line.

Ability to present any product (service).

Ability to work with customer objections.

Understanding competitive advantages products (services), company, personnel.

Ability to maintain long-term relationships with clients.

Work with clients on overdue accounts receivable.

Knowledge of the norms and rules of document flow in the company, storage of confidential information and others.

As an example, let’s look at the specific competencies of the head of the sales department of one of the companies.

“Portrait of competencies” (excluding corporate and managerial ones).

The head of the sales department must have practical experience (at least 3 years) in the following areas:

1. Work with the company’s clients:

search and development of potential clients in the main areas of the Company’s activities;

business correspondence;

preparing and conducting business meetings;

maintaining contact with clients after completion of work.

2. Working with documents:

preparation of documentation and submission of applications for participation in tenders;

registration of agreements and preparation of contracts;

working with accounts;

working with confidential information, its registration, recording and storage;

maintaining sales records;

analytical work with archival documents (successful and failed contracts, reasons for failure, etc.).

3. Organization of work to fulfill customer orders:

organizing the implementation of the entire range of work on existing projects in production;

dispatching the movement of goods and maintaining a database of customers;

selection of complex project co-executors and organization of interaction with them;

procurement management.

If your organization has implemented (or is implementing) a quality system, the head of the sales department must have the following specific competencies:

Skill in describing the sales business process;

Know the requirements of a quality standard (for example, ISO);

Have experience in implementing CRM or other sales management systems.

The head of the sales department may need knowledge of the basics of marketing, marketing research, knowledge of regional sales markets, lobbying skills, experience in building sales networks, experience in opening representative offices, branches and warehouses and much more.

Once again, we draw your attention to the fact that it is no coincidence that these competencies are called special or even specific: they directly reflect the specifics of the business and the requirements of a particular company for the same position. As we have already said, these competencies are included in the concept of “Professionalism”.

What opportunities open up for us with a clear understanding of the competencies of the head of the sales department?

Firstly, this will allow the head of the organization, commercial unit or HR department to evaluate candidates for this position using uniform criteria.

Secondly, this will create an understanding of the “effective employee” and will help determine the criteria for successful performance of work. For the employee himself, this will help in identifying his strengths and weaknesses and will identify the basic needs for development and training.

Thirdly, we will be able to make objective decisions regarding the promotion of employees and their development within the company.

Are there situations when you can work calmly without building competency models? Yes. In the case when a company is at the very beginning of its development, it is sometimes formed on a “family-friendly” principle, when there is no clear division by position and all employees are almost completely interchangeable. At this stage of the organization’s formation, it is too early to talk about competencies as some kind of management tool. However, when analyzing the best experience of employees and effective work methods, already at this organizational stage it is necessary to talk about the foundation for describing corporate competencies, and over time, managerial and special ones.

Now let's dwell on the question: “How can we assess the presence of certain competencies?” Assessment methods here can be: interviews, professional testing, ranking, assessment using the 360-degree method and, as the most comprehensive method, an assessment center (Assessment Center). However, if we are talking about the simplicity of the assessment, its acceptability, profitability and at the same time the correctness of its results, then we can talk about the following methods.

The most cost-effective tool in the situation of selecting candidates for a position, as experience shows, is a behavioral interview. It approaches the center of assessment in terms of correctness, while requiring one to two hours instead of one to two days, it is easier to carry out, it is less expensive and acceptable to sales managers with a different set of required competencies. As part of such an interview, you ask questions and ask to describe the applicant’s behavior in a particular situation that would correspond to the competence you are interested in.

For example, we are interested in the “Customer Focus” competency. We can ask the candidate questions like: “Tell me about your relationships with clients.” “Describe your behavior in a situation where the client had large accounts receivable.” “How did you act in a situation when a client approached you with a complaint about the behavior of your subordinates.”

In the situation of conducting an assessment or certification (for example, to nominate candidates for the reserve to fill the position of head of the sales department), the company most optimal method There will be either a simple ranking of employees by competencies, or a “360 degree” assessment. This will be an assessment of a company employee based on data about his actions in real work situations and his business qualities. It is based on a person's visible behavior. The employee’s competencies, professional and personal qualities are assessed. The information will be presented in the form of a rating, ranked according to various indicators (competencies). In the case of an assessment using the 360-degree method, data is obtained by questioning the employee himself, his immediate supervisor, colleagues, and in some cases, clients of the person being assessed.

Let's consider an example of assessing several employees applying for the position of head of the sales department. During the assessment, it was managerial competencies that were important, since each of the employees proved to be a good seller. For each of the managerial competencies they scored the following average scores*:

*Rating scale from 1 to 5, where:

1 - the best indicator, competence is developed

5 – worst indicator – competence is not developed

Average results for 360 degree assessment.

Competence	Employees
				Maksimov
Leadership
Management
Analysis and problem solving
Goal orientation
Making decisions
Creativity/Innovation
Planning/organization
Personal effectiveness
Continuous learning
Flexibility
Customer service

From the table, it is clear that there are two applicants for the position of head of the sales department - Ivanov and Petrov. To make the final choice, you need to determine the priority of each competency for this position in this particular company. If the organization is hierarchical, with prescribed regulations, then Petrov may be the most effective. If the company is innovative, striving for development, with democratic relationships, then Ivanov will be a more interesting candidate for the position of head of the sales department.

So, we looked at the options for corporate, managerial and special competencies of the head of the sales department. We touched upon the issue of methods for assessing competencies in various situations. In conclusion, I would like to emphasize that it makes sense for each company to develop its own unique (albeit based on general knowledge and approaches) model of competencies for the head of the sales department. This approach will allow you to “tailor” this tool to the specific needs of the company and make it actually work.

Annex 1.

Appendix (box)

Description of managerial competencies of the head of the sales department

Able to manage others to achieve results.
	Leadership	Achieving outstanding results through people. Inspiring others with your views Taking risks for the sake of principles, values ​​or objectives Building trust through demonstrating compliance between words and deeds Showing optimism and positive expectations from others Involving people in decisions that will affect them Accurate, honest and meaningful handling of employee evaluation issues Adapting methods and approaches to the needs and motivations of others Making decisions to avoid or minimize negative consequences for people Demonstration of loyalty to subordinates
	Management	Achieving outstanding results through effective management of resources, systems and processes. Taking risks to achieve goals, results and tasks Setting high development standards Keeping people accountable and focused on priority goals and objectives Identifying obstacles to achieving goals and overcoming them Clear task setting Delegation of appropriate responsibilities and authorities Ensuring that available resources are sufficient to achieve goals Monitoring the implementation of set goals and objectives Making decisions that give practical result or income
	Employee development/mentoring	Helping and supporting the professional growth of others Expressing confidence in the success of others Determining the development needs of each employee Supporting initiative and improvement in work Providing learning opportunities Providing opportunities to work on a new, difficult or ambitious task Recognition and support of successes Training, mentoring and mentoring for the development of others Treating failure as a learning opportunity A sincere desire to support, develop others and provide professional assistance An open desire to share your knowledge and successful experience
Has a high level of intelligence, is able to determine the right direction
	Analysis and problem solving	Reaching mutually acceptable solutions through identifying problems, reaching out to affected parties, developing multiple solutions, and resolving conflicts. Listening and discussing options with clients, employees, colleagues to resolve problems Clearly identifying problems and difficulties and initiating open, objective discussion Obtaining explanatory information to develop justified decisions or recommendations for action Identifying and comparing alternatives, assessing benefits and risks, anticipating the consequences of decisions Looking for nonverbal indicators of unresolved conflicts or problems Anticipating potential problems or crisis situations and taking necessary actions to avoid such situations Identifying sources of conflict and finding solutions that satisfy the interests of all parties Understanding and applying a variety of conflict resolution techniques Separating yourself from the problem to be objective and develop satisfying solutions
	Goal orientation	Focusing aspirations on achieving a goal, mission or task. No need for instructions when achieving a goal Compliance established deadlines to achieve the goal Identifying opportunities to achieve goals faster/more efficiently Setting ambitious goals and striving to achieve them Development and implementation of optimal strategies to achieve goals Measuring effectiveness and assessing effectiveness to understand the extent to which results have been achieved Understanding the urgency in pursuing a goal Demonstration of persistence in overcoming difficulties in achieving a goal Taking calculated risks to achieve results
	Making decisions	Selecting the best sequence of actions based on an analysis of the situation. Make impartial decisions based on facts and laws Assumption quantification decisions, actions and results Understanding the impact of decisions on the organization and their consequences Explaining rational reasons for making decisions Demonstrating consistency in decision making Involving others in the decision-making process to gain differing opinions and experiences Making timely decisions in difficult stressful conditions
	Creativity/Innovation	Adaptation of traditional or development of new approaches, concepts, methods, models, images, processes, technologies and/or systems. Identifying unique patterns, processes, systems, or relationships Having unconventional views, using new approaches Simplifying data, ideas, models, processes or systems Challenging established theories, methods and procedures Support and promote creativity/innovation Changing existing concepts, methods, models, schemes, processes, technologies and systems Development and application of new theories to explain and resolve complex situations Application of not accepted theories and/or methods Development of new revolutionary concepts, methods, models, schemes, processes, technologies, systems, products, services, production.
Takes actions to improve his performance
	Planning/organization	A systematic approach to activities - independent preparation and action in accordance with the developed plan. Develop competitive and realistic plans based on strategic goals Acting on future needs and taking advantage of possible benefits Preparedness for unforeseen circumstances Assessing the required resources and the ability to ensure their availability at the right time Balance between daily needs and planned activities Monitoring plans and adjusting them as necessary Organizing a logical and clear order, actions performed impeccably Effective use of time
	Personal effectiveness	Demonstration of initiative, self-confidence, self-assertion and willingness to take responsibility for one's actions. Having strong confidence and belief in one's own capabilities Taking initiative and taking all possible actions to achieve the goal Radiating self-confidence Returning to errors for analysis and correction Recognizing mistakes and working to prevent them Taking personal responsibility for achieving personal and professional goals Effective actions and achieving goals even in difficult conditions
Strives for personal development
	Continuous learning	Initiative in learning, application of new concepts, technologies and/or methods. Enthusiasm and interest in learning Initiative in acquiring and developing the skills and knowledge required for the position of Sales Manager Mastery of all new information through reading and other learning methods Active interest in new technologies, processes and methods Accepting or seeking new jobs that require new knowledge or skills Expenditure/expenditure on training Genuine pleasure from learning Determining places for practical application of knowledge Image of a “source of knowledge” among others
	Flexibility	Swiftness in adapting to change. Quick response to changes in directions, priorities, schedules. Demonstration of rapid adoption of new ideas, approaches and/or methods Efficiency in switching between multiple priorities and tasks Changing methods or strategy to best suit changing circumstances Adapting your work style to suit different people Maintaining productivity during times of transition, even in chaotic environments Accepting and/or maintaining change.
Consumer oriented
	Customer service	Foresight, satisfaction (with reserve) of the client's needs, desires and expectations. Committed to anticipating, identifying and understanding the client's wants, needs and beliefs Understanding the priority of responding to the client Client request tracking Tolerance and courtesy in working with clients Resolving problems and complaints to the customer's satisfaction Working with the highest efficiency to satisfy the client Building relationships with clients Building partnerships with clients to achieve their goals Actions to protect the needs of the client Taking professional risks to meet client needs

More detailed characteristics for each of the competencies are presented in the Appendix.

Mentoring is a model of professional relationships that involves a partnership between an experienced and a young teacher in the process of adapting to new conditions. The model is based on a constructivist approach to the process of cognition, which is understood as a process of constant analysis personal experience specialist and the specialist’s adaptation to the constantly changing reality, which is an integral and necessary component of professional self-improvement

Competence(from lat. competere- correspond, approach) - the ability to apply knowledge, skills, to act successfully on the basis of practical experience in solving problems of a general kind, also in a certain broad area.

Competence- availability of knowledge and experience necessary for effective activities in a given subject area. Competence (lat. competens - suitable, appropriate, proper, capable, knowledgeable) is the quality of a person who has comprehensive knowledge in any field and whose opinion is therefore weighty and authoritative; Competence is the ability to carry out real, life actions and the qualification characteristics of an individual, taken at the time of his inclusion in the activity; since any action has two aspects - resource and productive, then it is the development of competencies that determines the transformation of a resource into a product; Competence - potential readiness to solve problems with knowledge of the matter; includes substantive (knowledge) and procedural (skill) components and presupposes knowledge of the essence of the problem and the ability to solve it; constant updating of knowledge, possession of new information for the successful application of this knowledge in specific conditions, i.e. Possession of operational and mobile knowledge;

Competence is the possession of a certain competence, i.e. knowledge and experience of their own activities, allowing them to make judgments and decisions.

A general belief has emerged that the concepts of “competence” and “competence” convey the following meanings:

• - The ability necessary to solve work problems and obtain the necessary work results is most often defined as competence.
• - An ability that reflects the required standards of behavior is defined as competence.

In practice, many organizational tasks, performance outcomes, and behaviors include both competencies and competencies in their descriptions and combine the two concepts. But it is more typical to describe competencies in terms of abilities that reflect standards of behavior rather than in problem solving or performance outcomes.

Basic competencies- a group of competencies that is based on the intellectual, communicative, emotional and volitional qualities of a person.

Basic competencies have two features. Firstly, they are the foundation on which the manager’s management activities are built. Secondly, compared to special competencies, they are much more difficult to correct: changing the style of thinking or communication is incomparably more difficult than mastering a technique or technology in a professional field.

The basic competencies of a leader can be presented in the form of seven groups, in accordance with the basic qualities of a person. In traditional and modern scientific descriptions, it is customary to distinguish seven groups of personal qualities. We can talk about them as the seven dimensions of a person’s personal power.

• 1) Perception - Attentiveness, sensitivity to subtleties and ability to learn.
• · The ability to grasp the essence of a matter intuitively and quickly, highlighting the essential aspects of the situation.
• · Be able to see in depth, understand the essence and background of things.
• · Tendency to learn and openness to new things.
• 2) Relationships - Intelligence, speech and communication.
• · Ability to identify the whole and see subtle connections between its parts.
• · Ability to formulate ideas and adequately convey them to other people.
• · Ability to perceive and effectively evaluate information.
• · Ability to establish and maintain relationships with colleagues and subordinates.
• · The ability to speak with people in their language, explain, teach, taking into account their development.
• 3) Choice - Sensitivity to the “correct”, adequate path.
• · The ability to rise above mental dogmas and make accurate decisions based on real circumstances.
• · Ability to accept strategic decisions based on following your values.
• · The ability to intuitively make an adequate decision in conditions of lack of information and time.
• · The ability to follow the flow of events in the interests of the cause, sacrificing ritualism, regulation and personal ambitions.
• · The ability to be independent of social standards and fear of evaluation.
• 4) Activism - Transformative action and tactical activity.
• · The ability to live in the present and move forward.
• · The ability to act in the chosen direction contrary to people's opinions.
• · Ability to maintain high levels of effort and energy.
• · Ability to take reasonable risks and act in critical situations.
• 5) Will - Will, awareness and ability to concentrate.
• · Ability to make decisions independently.
• · Ability to keep your attention on priority goals.
• · The ability to meet your fears halfway while maintaining awareness and freedom of choice.
• · The ability to maintain your intention in any external conditions, in any behavior of partners, including under conditions of stress and conflict.
• · Ability to be inspired to do new things.
• 6) Faith - Faith in yourself, in people, in the World.
• · Belief in one's own strength.
• · Ability to take responsibility while maintaining presence of will and spirit.
• · Ability to rely on others and delegate authority.
• · The ability to support others without fear, and to be compassionate without pity.
• · The ability to provide support to colleagues and subordinates with your inner peace.
• · The ability to accept help where one is incompetent or inept in some way.
• · The ability to be free from feelings of self-importance.
• 7) Wisdom - A sense of limitations, a sense of time, discipline and perseverance, endurance and patience.
• · The ability to be impeccable (to do the best that can be done in a given situation - however, without attachment to external gain).
• · Tolerance of human limitations.
• · The ability to accept the natural speed of projects, changes in your team and in yourself.
• · Be humble about winning and losing without feeling defeated.

Based on the listed basic competencies, integral skills such as systems thinking, the ability to work in a team, the ability to promote a business, be a leader, etc. are formed.

Each of the listed groups human qualities represents a certain mood of a person’s psyche or energy, which is appropriate at a certain stage of living a life story or completing a project.

So, at the beginning of any project you need to collect information and understand the essence of the matter, i.e. qualities needed perception. Then you have to think about it, talk about it, draw up a business plan, etc., i.e. group qualities needed relationships. Next, tactical ways to implement the business plan are selected, i.e. group qualities needed choice.

Team qualities are essential throughout the entire project process. will. They give the project fullness and strength, and are especially important in cases where obstacles and difficulties arise.

At the stage of practical implementation of the project, the qualities of the group become very important activity. And the qualities faith give uniqueness to the project, fill it with special meaning, generate inspiration, allow you not to give up and continue to fight in a critical situation.

The last group of qualities - wisdom- has a dedicated position. It corresponds to a deep awareness of the integrity and interconnectedness of the phenomena surrounding a person. These qualities allow, for example, to act environmentally, not always persist in achieving project goals, maintaining faith in the final win, and having achieved victories and recognition, not to fall into the trap of success and vanity.

Let's look at the first three principles.

1) In companies that have achieved great success, managers have a combination of outstanding personal qualities and strong professional will.

In Jim Collins's book, for such leaders, special term- “level 5 managers.”

Quote from the book: “We were surprised, even shocked, when we realized the type of leadership needed to bring about change. Unlike well-known corporate leaders, who, as a rule, have strong character and never leave the pages of magazines and newspapers, managers who have managed to transform their enterprises and go from good to great seem to have flown from Mars. Quiet, inconspicuous, reserved and even shy, these leaders represent unusual combination modesty and professional will."

2) The company must have necessary people, and there should not be unnecessary people. The principle of “First WHO, then WHAT”

Quote from the book: “Leaders of great companies know three simple truths.

First, if you start with the question "who" rather than "what", you will be able to adapt more easily to the world around you. If people board your ship just to get somewhere, what happens if, after sailing ten miles, you realize that you need to change course? You will have problems. But if people are on your ship because they want to be with others, then changing direction is much easier.

Second, If you have the right people on board, then the problem of motivation and management, in principle, disappears by itself. The right people do not need direct guidance or incentives; They have enough self-motivation, driven by an internal desire to achieve exceptional results in creating something great.

Third, If you have the wrong people on board, then it doesn't matter if you can choose the right direction, you still won't be able to create a great company. Grand strategy without great people is useless."

Research has also shown that the difference between “needed people” and “unnecessary people” is not by special skills, but by qualities that are not found in professional registers.

Quote from the book: “...they will do everything in their power to ensure that the company achieves excellent results, and they will do it not for what they get for it, but simply because they cannot do otherwise. Their nature and morals require that they achieve the highest quality in everything they do..."

3) “Unshakable faith in the face of harsh facts” - the company's team must have faith that they are doing something worthwhile and will succeed in it.

Quote from the book: “The ability to face reality makes companies capable of outstanding results stronger and more confident in their abilities. They don't give up and don't complain. It's exciting to look danger in the face and say, “We will never give up. We will not capitulate. It may take us a long time, but we will find a way to win."

The level of basic competencies increases as a person goes through life's challenges. In the great spiritual traditions, it is believed that this method of learning is available only to those people who are able to remain impeccable in trials, i.e. don't get attached to the result. This means the ability to act with maximum dedication without expecting a reward in the form of success.

Another way to learn is to be close to strong man with a high level of development of personal qualities. In such a situation, some people, wittingly or unwittingly, adopt the skills of the teacher. The last mechanism is the most effective in the modern world. competence basic manager quality

What should a leader do in modern business? After all, not everyone is lucky enough to work next to a person with a high level of personal maturity and strength, or, in other words, with a high level of basic competencies.

Currently, based on research into spiritual practices, a a holistic system of technologies for developing basic competencies.

In accordance with this system, the process of developing basic competencies must be built into current production activities. A manager, using technologies for developing basic competencies in relation to (occurred or upcoming) production events in which he is a participant, can constantly improve the process of his management activities and at the same time develop his maturity as a leader and an individual as a whole.

• For what reasons do management competencies change?
• How management competencies have changed over the past 10 years
• Why the role of the CEO is transforming from a traditional manager to a partner for his employees

Western business schools were the first to talk about the evolution of management competencies in the late 1980s. The ideas and skills they taught to entrepreneurs gradually became less effective.

Thus, some educational institutions have come to the conclusion that the leader independently makes more informed and quicker decisions than during a team discussion. Simply because the top manager does not have to simultaneously fight for legitimacy, make compromises, or regulate “underground currents” within the team.

Another example: previously the dominant idea was that any open contradictions should be quickly eliminated. Now conflict is considered an inevitable stage of development. And if there are no conflicts in the organization, they must be provoked artificially.

The global economy is evolving so rapidly that the skillsets that executives graduate from business school with are no longer relevant ten years into the future.

Today's business environment requires every CEO to challenge internal work: monitor the relevance of your competencies and change them in accordance with the requirements of the time.

In-demand management competencies

At the economic forum in Davos, representatives of the business community periodically discuss management competencies. At one of the sections, participants are given questionnaires and asked to rate on a ten-point scale, naming the competencies that, in their opinion, are the most important today.

As a result, some competencies become leaders, while others, on the contrary, fall off the list. But not because they cease to be needed. Outlier management competencies often fall into the category of “needed by default,” that is, without them, a manager’s work is no longer possible.

For example, not long ago “quality control” was included in the standard pool of director skills. Today, any element of a manager’s work must be of high quality, otherwise the market will not forgive it.

A practitioner tells

The significance of certain management competencies is determined by the stage at which life cycle the organization is located.

For a company that is in the early stages of development, it is important to be flexible and quickly respond to changes in the market. In other words, focus on entrepreneurship and innovation. Only through this can it grow.

A company that is moving from go-go to adolescence requires centralization. The director needs to strengthen the administration function and emphasize efficiency by developing the necessary competencies.

Finally, a mature organization cannot be allowed to become rigid or politicized. If a company loses its entrepreneurial spirit, it will inevitably begin to age prematurely.

Thus, in the context of rapid change today, there are four important groups of management competencies:

• ability to achieve intended goals;
• the ability to structure, analyze, systematize information and make decisions based on it;
• entrepreneurship and innovation;
• competencies in the field of integration (team work).

Speaks CEO

The market has formulated five new demands for managers that have not been heard before.

Experience working in high uncertainty environments. Until 2014, the markets were growing, and it was enough to simply keep up. Now only those sectors that could not have been thought of a few years ago are growing: Agriculture and defense industry. However, other sectors are stagnating non-linearly - the revenue of medical centers is declining, but at the same time telemedicine is actively developing. As a result, the “cutting tails” scenario also does not work linearly - this way you can miss a new point of growth.

Willingness to work in conditions of limited resources. Together with the first factor, this is called internal entrepreneurship. Companies are forced to experiment a lot with new directions, not understanding which one will work. The ability to make five hats from one skin becomes critical. This includes the ability to enter into situational alliances with competitors, and the ability to quickly enter new markets and wisely reduce costs.

"Entrepreneurial" approach. Nobody canceled the task of growing or falling too much for managers and shareholders. However, there are no longer the resources to accelerate this growth. The director today is required to “find a topic.”

Practical experience in a real field. For example, work in regional branches where “real business” is done, as well as successful experience in bringing enterprises out of a crisis, growing a business in a falling market, etc.

Ability to instill confidence in employees about the future. An important quality of a leader is the ability to remove entropy from staff - the fear of uncertainty. And also its accessibility to the general public: the opportunity to ask a question to the top manager directly from each employee.

These changes are confirmed by modern analytics. There is a clear disproportion - today the market needs entrepreneurs and innovators. Modern companies expect managers to develop business, improve financial results (even in a falling market) and grow in conditions of uncertainty. And the market offers bureaucrats and stagnators with experience in large, slow-moving companies. Current top leaders are ready to manage only established businesses, which they will optimize without active changes, making only fine adjustments.

Management competencies that have lost relevance

The famous phrase of Kozma Prutkov “A specialist is like flux, his completeness is one-sided” no longer has practical meaning. The world has changed, many narrow-profile competencies, such as ownership foreign languages, project management, can no longer successfully compete with “broad profile” competencies: cross-cultural, adaptation, etc.

General Director speaks

Konstantin Borisov, General Director of Support Partners, Moscow

Until 2014, companies were looking for managers with the following competencies:

• experience working in a large company with well-established business processes and established practices (preferably a “Western” school);
• experience in rapid business growth (often regardless of marketing costs), opening new directions or regions;
• strategic vision, the presence of an ambitious growth plan, the willingness to infect the team with it;
• the ability to inspire and lead people;
• "Expensive" appearance– a custom-made shirt, personalized cufflinks and other attributes of a “real top”; the beneficiaries of large companies wanted to see people like them - ambitious and expensive managers.

General Director speaks

Until recently, the director was required to have industry expertise: have experience in the field in which his company operates, and have an excellent knowledge of all processes. Now that technology is developing at an explosive pace, this requirement has lost its former relevance. Today, a director must understand technology and its impact on business, and anticipate the changes that it will bring to the way a company is managed in a particular industry. This requires developing digital competencies and increasing technology awareness.

This competency emerged relatively recently and is rapidly progressing. New technologies can unsettle any organization. If the CEO ignores them, the business is most likely doomed to failure.

What management competencies will be in demand in the future?

British business school has formulated 50 trends modern management. For example, project work will be performed by virtual teams consisting of representatives of different cultures and ages.

Accordingly, the director needs to learn to communicate and understand the characteristics of each team member. The authoritarian style will finally become a thing of the past. And the manager will perform many functions: not only a manager, but also a psychologist and a social engineering specialist.

In other words, management will become a collective concept. To be called a manager, a leader will have to master several required areas of knowledge at once.

For example, become a manager-teacher who transfers knowledge. The now popular concept of a self-learning organization is based on this approach.

• Making management decisions during periods of crisis: boards of authoritative directors

General Director speaks

Vladimir Mozhenkov, Founder, member of the board of directors of the AvtoSpetsTsentr group of companies, founder of the Audi Center Taganka company, ex-president of the Russian Automobile Dealers Association, business coach, Moscow

It is not buildings and equipment that make a business successful, but the intellectual abilities of employees. Therefore, the role of the director is changing: from a traditional manager, he turns into a partner. Managers, instead of imperative functions, begin to perform service functions, thereby creating conditions for comfortable work in the company. Previously, as the director progressed in his career, he could remain, relatively speaking, a production worker; only his powers changed. Today, a leader must possess psychological rather than applied skills. The key is the ability to form personal relationships. Many processes now take place at the intersection of technologies, and the manager must not only be well versed in this, but also find narrow specialists from each area in order to create comprehensive teams to work in new conditions.

General Director speaks

Yaroslav Glazunov, Managing Partner of the Russian office of Spencer Stuart, Moscow

There are three universal management competencies of the General Director that do not depend on external factors and are always relevant:

• strategic vision;
• leadership;
• change management.

These three skills will continue to be a priority in the future. Leaders are distinguished by their ability to lead people, their adaptability and the talent to manage change. But a skill such as understanding technology will most likely disappear, since it is only applicable at a specific moment. In a few years, new technologies will be so dissolved in our worldview and Everyday life that we will simply stop paying attention to them.

General Director speaks

Konstantin Borisov, General Director of Support Partners, Moscow

Soon requests will begin to come in to find a manager who can work with young employees in a democratic agile mode, and not in a system of strict subordination and the “I’m the boss - you’re a fool” relationship. The authoritarian style is good at short distances, but at long distances it no longer works. It will be replaced by a team style of work. We will need directors who can engage and lead. The problem is that this cannot be taught on the side; managers must develop these competencies themselves.

Why are management competencies changing?

What did managers do in the past? Relatively speaking, they found tools to solve problems and put them in a large bag; and the more tools there were in the bag, the more experienced the manager was considered. And if he needed to hammer a nail into the wall (to solve a problem), he would take the required hammer out of his bag and hammer it in. Today, to continue the analogy, the walls have become concrete and the old tools are useless.

Reason 1. Change external environment. For example, yesterday's motivation systems are absolutely inapplicable to to the modern generation Z – the “digital” generation born during the period of globalization. The main goal of their life is not to earn money or make a career, but simply to “be happy.” A representative of this generation, when asked “Why didn’t you come to work yesterday?” can easily answer: “I wasn’t in the mood, and tomorrow, too, if I want, I won’t come.” These employees are primarily motivated by immediate results. The old methods don't work for them. The time when such employees will make up the majority of the company's workforce is not far off.

General Director speaks

Vladimir Mozhenkov, Member of the Board of Directors of the AvtoSpetsTsentr group of companies, founder of the Audi Center Taganka company, Former President of the Russian Automobile Dealers Association, business coach, Moscow

Just five to seven years ago, strategic decisions were considered the prerogative of only top management, because only top management had the necessary knowledge. Today, so much information is received daily that the director physically cannot be its only consumer. He has to share data with employees. How more people know what is happening in the neighboring unit and what a colleague is doing, the better the results. As a result, employees can have sufficient information to make sound strategic proposals at the business unit level.

A practitioner tells

Peter Strohm, Head of the Representative Office of the Adizes Institute in Russia, Vice President of the Adizes Institute, Moscow

Reason 2. Change in corporate standards. Once upon a time, a stable company was considered good. Later – the one that adapts to changes faster than others. Lately good company- First of all, proactive. That is, this is an organization that is better able to predict external changes and anticipate the development of new needs. Accordingly, managers need to perform entrepreneurial functions: conquer new markets, introduce innovations, including small innovations in the workplace. Both require creative thinking, initiative, resourcefulness, and a willingness to take risks. In today's realities, you need to react to changes with lightning speed. At the same time, one must not lose sight of efficiency in achieving results. And for this it is important to keep up with technology.

How can a manager develop new management competencies?

To monitor the relevance of skills and management competencies in the West, they introduced the practice of assessment educational programs based on so-called credit points.

Recruiters now have a rating scale where each training event receives credit points. Relatively speaking, current knowledge in a professional field is valued at 500 credit points. The director must recruit this number every five years. Of these, 200 points are a basic advanced training course, and the rest are courses or seminars on the development of cross-functional areas of knowledge that the director masters independently. An average four to six month course is worth approximately 30 credit points. By constantly learning, a manager can gain 50-60 points in a year.

In other words, the director must undergo training approximately twice a year. And on average, once a year, compare notes with the industry to understand where to grow.

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