Technical competence does not necessarily translate to good management skills. The importance of selecting, promoting, and training good management staff cannot be overstated, as highlighted by the following true story:

A young factory production worker with a number of years’ experience felt he had been slighted by management.  Though he was responsible for a growing family, he became a poor performing worker — management was looking for a reason to terminate his employment.  One day, right before lunch, a supervisor from a different department talked to the individual about his attitude.  Because of this brief 15 minute conversation with a “good” manager: 1) The young employee went from being a poor performer before lunch to being a top producer after lunch (capability was not the problem, attitude was); 2) Within 3 years he was reporting directly to the owner of the company; and 3) The company paid for his MBA and reaped the rewards of having a technically competent, company vested employee for many years.

In this case, a supervisor with poor management skills created an environment resulting in a poor performance attitude, while a supervisor with good management skills turned that attitude into top performance and years of increased benefit for the company.  Following is a list of characteristics to look for when selecting managers:

Technical Characteristics (3)

• Can think strategically, engage in flexible problem solving, and work effectively with higher management
• Quickly masters new technical and business knowledge
• Hires talented people for his/her team

 

Personal Characteristics (6)

• Has perseverance and focus in the face of obstacles
• Is honorable and steadfast
• Balances work priorities with personal life so that neither is neglected
• Has an accurate picture of strengths and weaknesses and is willing to improve
• Prefers quick and approximate actions to slow and precise ones in many management situations
• Can behave in ways that are often seen as opposites.

 

Social Characteristics (7)

• Knows how to build and maintain working relationships with coworkers and external parties
• Delegates to subordinates effectively, broadens their opportunities, and acts with fairness toward them
• Shows genuine interest in others and sensitivity to subordinates’ needs
• Provides a challenging climate to encourage subordinates’ development
• Acts decisively and fairly when dealing with problem subordinates
• Accomplishes tasks through managing others
• Displays warmth and a good sense of humor

Technical skills account for less than 20% of the noted characteristics.  Pay attention to personal and social attributes when selecting and training your managers.

Characteristics selected from:  C. D. McCauley, M. M. Lombardo, and C. J. Usher. (1989). Diagnosing Management Development Needs: An Instrument Based on How Managers Develop, Journal of Management, 15(3), 389–403.