Management Skills and Competencies for 21st Century Leaders

Introduction

This paper outlines the key management skills and competencies needed for 21st century managers. They fall into three major categories: technical, conceptual, and interpersonal skills. For each skill, the author has analyzed current capabilities against established definitions drawn from the literature.

The second part of this paper presents a personal development plan that outlines the steps to be taken to improve in three areas identified through the prior skills assessment. Included in this discussion is a time frame for the completion of each step, a method of measuring progress, and the obstacles anticipated for each action.

Skills and Competency Grid for the 21st Century Manager

The following sections present a structured grid of required competencies for 21st century managers alongside a candid self-assessment of current capabilities in each area.

Technical Skills Assessment

Problem solving is perhaps one of the most important technical skills a 21st century manager can have. It is the ability to use the scientific method to recognize and solve problems — a universal requirement regardless of industry. This process begins with observation and the ability to detect similarities and dissimilarities in items, and to determine relationships based on one's observations and prior experience. It ends with the formulation of hypotheses and the ability to experiment in order to determine the best solution (Yntema, 1960, p. 81).

Self-assessment: My problem solving skills are above average. I pride myself on creative problem solving and the ability to think outside the box. I am quite skilled at developing solutions that may be somewhat unorthodox but that, in the end, usually yield the best possible results.

Managers in the 21st century must also be able to organize people in order to achieve their goals. Not only must they be able to effectively organize their own activities — such as time management — but they must also organize others. This includes defining job responsibilities and assigning tasks, as well as developing the means for coordination and supervision of those working toward a goal (Yntema, 1960, p. 83).

Self-assessment: My organizational skills with respect to human capital are average. I am typically able to allocate the correct people to the tasks at hand and supervise them efficiently and effectively. However, I could improve upon my own time management skills.

The third technical skill 21st century managers must have is the ability to use common technology effectively and efficiently. Managers must have a clear understanding of technology and the skills to use it (Peckham, n.d., p. 5). This includes creating electronic documents such as word processing and desktop publishing, organizing data in spreadsheets or using database management systems, presenting and communicating thoughts through digital presentations, and communicating electronically via channels such as email (Gaide, 2004, p. 5).

Self-assessment: I have a solid understanding of technology in current use. I am not only very comfortable with word processing and spreadsheet creation, but I am also quite skilled at creating presentations using tools such as PowerPoint and have thorough knowledge of our organization's database.

Persistence is a conceptual skill that 21st century managers must master. As Yntema (1960) noted, "All the abilities in the world are not worth much unless they are really put to work with perseverance" (p. 83).

Conceptual Skills Assessment

Self-assessment: I am quite persistent when it comes to achieving my goals, whether personal or professional. I am a firm believer that there is nothing that cannot be accomplished with hard work.

Vision is another skill a 21st century manager must have. This skill involves knowing the people, markets, opportunities, and threats that can affect an organization. A visionary leader can guide an organization to success, while one lacking this ability can lead it to failure. Having the right people in the right positions is part of this skill (Chen & Miller, 1988, p. 24).

Self-assessment: Vision is a difficult skill to assess. I would like to think I have vision and am able to develop plans for both the short-term and long-term success of my organization. However, I could learn more about our industry — including, especially, our competitors and what others are doing outside of our industry that could be applied to our organization.

A basic understanding of people is also an important conceptual skill for 21st century managers. Each person within an organization has been raised in a different environment and brings a different set of experiences to build upon. A skilled manager understands and appreciates these differences and can utilize them to the benefit of the organization (Chen & Miller, 1988, p. 24).

Self-assessment: I believe I have an above average understanding of people. I recognize that each person brings something unique to the organization in the form of their own personal experiences and education. I have purposely tried to create a mix of individuals when forming teams, rather than a homogenous group, so that their differences can complement each other and bring unique strengths to the group.

In a CIO Insight survey, strong interpersonal skills were one of the three most important qualities companies look for, according to a majority of respondents ("Hard skills," 2004, p. 17). In fact, "studies say 90 percent of executive failures are attributable to interpersonal competencies" (Wheeler, 2005, p. 44). The ability to develop relationships with people is one of these skills. This includes being able to work successfully with people, to understand them, and to motivate them toward desired action. A 21st century manager must not only be able to give orders but to take orders as well, and to join with colleagues in working toward a common goal (Yntema, 1960, p. 82).