Different Folks Need Different Strokes

doers - small

The Competency Checklist below should make it easier for you to identify which competencies a particular person is missing and be in a position to assist him or her to develop those skills and abilities most needed for the job.

You might also find it helpful to put your introspective “hat” on and think about the competencies you feel are your strengths and those you may need to develop further.

Competency Checklist

Rate your degree of confidence in either your ability to perform each of the competencies listed below or that of the person you are rating. Use a five-point scale with (5) being high and (1) being low.


___Reaching logical conclusions

___Making quality choices based on limited information

___Identifying pressing needs and setting priorities

___Critically evaluating written communications


___Planning, scheduling, controlling the work of others

___Using resources economically

___Dealing with paperwork

___Coping with multiple time demands


___Searching for relevant data

___Analyzing complex information

___Selecting the most significant elements

___Prioritizing options


___Perceiving the needs, concerns, problems of others

___Working through conflicts by listening to both sides

___Being tactful when dealing with different personalities

___Dealing effectively with emotional issues


___Assessing the reliability and accuracy of subordinates

___Reaching conclusions on implementation strategies

___Assigning actions to the most appropriate person(s)

___Defining standards for performance measurement


___Listening to and supporting the ideas of others

___Giving and receiving constructive feedback

___Sharing personal feelings and beliefs

___Working productively in teams


___Identifying issues involving formal and informal leaders

___Using corporate policies to achieve goals

___Establishing cooperative relationships with key people

___Realigning power to form new coalitions

Each competency is measurable and therefore can be improved. Consider applying your strengths more frequently. Focus on what you do well and look at your less often used skills as potential growth opportunities.

This extra effort will go a long way toward ensuring that your supervisor is not working his or her way through the Competency Index with you in mind.

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