THREE UNPRODUCTIVE BEHAVIOURS THAT BOSSES MUST AVOID

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One thing that makes organizations dysfunctional is that bosses so often lack self-awareness. They're out of touch with their effect on their people and not in tune with what it feels like to work for them.

No one is immune to blind spots, of course. But bosses are particularly vulnerable. It's enough that they must often navigate massive change and cope with stressful situations every day. But add to this the overpowering belief that many bosses shoulder: "I should have all the answers, I should know what to do, and I should be able to handle challenges alone." For many, the need to be right becomes much stronger than the need to be effective. And only the most confident leaders are willing to surround themselves with people who will point out what they're doing wrong—and be rewarded for their honesty. More often, everyone is forced to endure the boss' weaknesses in silence.  Here are three of the biggest, and most deeply human, forces conspiring to make people in charge so clueless.

HOW TO DEVELOP A COMPETENCY-BASED DEVELOPMENT PROGRAM

A competency-based development program provides the framework for aligning employees’ job performance with the organization’s goals. Essentially, goals –both for individual employees and the organization- became the key to individual an organizational success.

A competency program is designed to help employees understand what they need to know and to communicate clear job expectations. They're also intended to provide a framework for performance assessment, management, and improvement. Many competency programs struggle to stay on track. They start with the best of intentions but veer off course as they evolve. Organizations begin with a few strong "core competencies" that soon devolve into a list of vaguely defined items that can't be measured.