Key competencies for
Strategic Managers
With links to learning opportunities and further
information
Clive Betts
Staff Learning and Development
Version 1.0 September 2014
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To be resilient you must be able to:
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asses own resilience (mental toughness)
understand how resilience can be developed
plan to improve own resilience
Typically these will involve the following information, steps, tools and techniques:
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where we can influence and lead change to minimise negative workplace stressors
how our leadership and communication styles can foster resilience and effectiveness in our areas of
responsibility and beyond
key systemic issues which need to be addressed at more strategic levels
thinking styles and behaviours which can help people become more resilient
key stressors in the workplace which they can positively influence
how to reduce negative impacts of stress
key values & behaviours to foster a climate of resilience and effectiveness
Learn about/develop/refresh this capability: Wellbeing: building resilient and effective organisations
workshop (part of the Strategic manager programme); You e-Develop resources
To empower your staff and delegate authority you must be able to:
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understand the benefits of delegation
delegate effectively in the workplace
improve your own ability to delegate and empower others
understand the specific responsibilities of strategic managers in enabling the University to achieve its
goals
understand how communication and interpersonal relationships affect managerial performance
Typical these will involve the following information, steps , tools and techniques:
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constraints and benefits of empowerment
define and distinguish between authority, power, responsibility and accountability
Tannenbaum & Schmidt; the ‘Five Levels of Delegation'; James MacGregor Burns
models of delegation and their application
the urgent/important matrix
the levels of management within the University and the roles and responsibilities at each level
the benefits of networking and the skills required
the difference between management and leadership; John Adair’s Core Functions of Leadership model
the range of management styles including one systems approach and one contingency approach
the work of Albert Mehrabian
the skills of questioning, active listening, non-verbal communication and feedback
Learn about/develop/refresh this capability: Becoming a strategic manager by empowering your staff
workshop (part of the Strategic manager programme); You e-Develop resources
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