Custom Search
Custom Search

Saturday, August 4, 2012

Competency Matrix: Overdoing the Competencies

For everything you want to know in business management, life management, home management, family management, self-improvement and success in life refer: ""Management Universe" at

For everything you want to know in "Building Leadership and Management" refer:

Competency Matrix: Overdoing the Competencies

Excess of Everything Is Bad

In our earlier post on "Competency Matrix" (, we had included a word of caution. It was about taking care of the pitfall of "overdoing the competencies". 

While developing various kinds of competencies, it is possible to fall into this trap of getting "obsessed" with those competencies. But then as you are aware excess of everything is bad. We had cited a few examples of this and it's negative impact. 

In this present post, we are giving a comprehensive list of indicators of this "obsession" or "overdoing" on a large number of competencies as given below.

Indicators of Overdoing the Competencies: Beware of Overdoing the Competencies

When you get obsessed with any competency or start overdoing it, possibilities of following tendencies exit and efforts should be made to overcome them.

  1. Action Orientation: hopelessly workaholic, lopsided personal/family and social life, stressed out, setting unrealistic goals, setting very difficult dead lines, subordination of planning over actions, single track mind and action, inflexible.
  2. Composure: uncaring attitude, hiding the emotions all the time, stressed because of bottled up feelings not shared or expressed, boring at times.
  3. Communication: only gab and no worthwhile content, too much or too little preparedness before communicating, presentation style and effect more important, excessive salesmanship,  too much of a listener, listening giving impression of agreement or weakness, may err on time management due to over-indulgence in communication by self and others. 
  4. Conflict Management: invariably insist on only the win-win solution though not necessary,  getting involved in every conflict resolution situation though not required, seeing every problem from an assumption that some conflict exists. 
  5. Conviction: inappropriately sticking to certain ways of thinking, inflexible even where flexibility is necessary, blatant in expressions about self beliefs, too pushy in actions related to matters of  self convictions, perceiving flexibility as a sign of non-conviction, closed to feedback.
  6. Creativity: disproportionate expenditure of resources on certain creative ideas of less importance, superficial ideas, only ideas and no implementation, possibility of becoming a loner  and poor team player, contempt for less creative people, being far ahead of people and time  in  terms of creativity to the extent that the ideas get shot down by others.
  7. Customer Orientation: Giving in too easily to customers even when not warranted, twisting even well-tested company policies, plans and practices in view of customer demands, inordinate pressure on employees of the organization and overcommitting other resources to accommodate the customers.
  8. Decision Making: may becoming overzealous in giving decisions rather than evolving the decisions,  burdening all the decision making situations on own shoulders, giving decision without sound analysis, short term decision overlooking any long term considerations, weakening  the decentralization.  
  9. Developing People: lopsided expenditure of time and other resources on training and development of people, more of professor than an executive, employees spending more time and efforts in training rather than on the job thus affecting the time lines of the projects. 
  10. Integrity: perceiving and making every situation an issue of integrity and ethics, act in a self-righteous manner, getting projected as a stubborn and inflexible person, making too much fuss of transparency and openness.
  11. Interpersonal Skills: being goody goody with each and everyone at the cost of effectiveness and efficiency, acceptance and approval addict, tendency for groupthink, avoiding conflicts all the time, cannot handle rough weather, wasting time spend relationship building and networking, compromising and accommodative.
  12. Leadership: mistaking leadership for dictatorship or patronage, more words less action, creating a crevice between followers and self leaving people behind, tendency to curb emergence of new leadership, insistence that only his vision be followed, share his vision, envisioning or deciding on only the big or strategic picture with little concern for details, get projected as more theoretical and less practical.
  13. Problem Solving: tendency of analysis paralysis, burdening self with all the responsibilities of problem solving, curtailing delegation and the resultant empowerment of others, excessive avoidance of  risks.
  14. Self Confidence: danger of turning overconfident, mine is always right posture, bordering on being arrogant, shun feedback and opinions of others, creating a sense of inferiority complex in others.
  15. Self Development: obsessive with self-improvement through self-help literature and other self-help resources, self-centered and selfish, may become boring to on-lookers with self-improvement antics.
  16. Result Orientation: overemphasis on results and no concern for processes, results by hook or by crook, inclination for short term results as these are immediately seen, inordinately high concern for tasks and results and no or very little concern for people, cannot form teams, meddling with subordinates'/colleagues' work to achieve results.
  17. Team Building: excessively participative all the time and in all the situations, may miss the targets and time lines due to overemphasis on consensus building, always evolving decisions taking  people along with and not taking a definitive position i.e. not taking decisions on own when required, disproportionately greater inclination for concern for people as compared to concern for tasks/timely results, insistence on forming teams for every job even when not appropriate to do so.
    (All the aspects of various soft competencies and competency matrix are now available in the book form titled "Competencies and Competency Matrix" by our eminents authors Shyam Bhatawdekar and Dr Kalpana Bhatawdekar. For more details of the book contact our email:

    Tuesday, February 7, 2012

    Soft Skill/Competency: Assertiveness

    For Building Leadership and Management, read:

    (Refer our High Quality Management Encyclopedia Management Universe at:

    Also read “Shyam Bhatawdekar’s Musings” at

    Refer previous eighteen posts to read the detailed explanations on competencies "Result Orientation", "Problem Solving", “Self Confidence”, “Self Development”, "Action Orientation", "Creativity", "Interpersonal Skills", "Communication Skills", "Composure or Coolness", "Decision Making", "Integrity", "Team Work and Team Building", "Developing People", "Conflict Management", "Leadership" and "Motivation", "Listening" and "Conviction".

    Assertiveness (Also refer:

    Explanation of the Competency "Assertiveness"
    • Possesses great clarity about the differences between various behavioral styles i.e. aggressive, submissive, passive-aggressive and assertive behaviors.
    • Has full knowledge of his assertiveness rights. 
    • Stands up for his own basic human rights without violating the basic rights of others. 
    • Has overcome the fears and self-depreciation that keep one from exercising one's rights.
    • Can initiate, carry on, change and terminate conversations comfortably.
    • Can tactfully, justly and effectively express his preferences, needs, opinions and feelings.
    • Can express and speak up, make requests and ask for favors without hesitation or fear if the situation calls for.
    • Able to show positive emotions (joy, pride, liking some one, attraction, complimenting, accepting compliments with grace etc) as well as negative emotions (complaints, resentment, criticism, disagreement, intimidation, the desire to be left alone, refuse requests etc) with equal ease.
    • Is willing and capable of questioning authority or tradition if it becomes necessary.
    • Does not rebel but takes responsibility. Takes control of the situation to make things better.
    • Maintains his dignity by being properly assertive even if hurts someone else, as long as his motive is assertive, not aggressive.
    • Does not feel it necessary to offer reasons or excuses for justifying his assertive behavior.
    • Believes that he has a right to change his mind when required.
    • Keeps free of approval addiction (approval of others) and self-pity. Willing to accept even the negative outcomes of his decisions and actions.
    • Seriously believes that you have the right to say “no” without feeling guilty. You also have the right to say "yes".
    • Does not consider himself stupid to say "I don't know" or "I don't understand" and seek clarifications in case of doubts.
    • Answers honestly when he is asked if he likes something when he doesn't.
    Pitfalls to be Avoided
    • Runs the risk of being seen as arrogant by some people.
    • People in authority and even others may feel offended occasionally.
    • Runs the risk of being unpopular if he has to assert quite often.
    • May take stands even on trivia where it may not be appropriate to be assertive.

    Friday, February 3, 2012

    Soft Skill/Competency: Conviction

    For Building Leadership and Management, read:

    (Refer our High Quality Management Encyclopedia Management Universe at:

    Also read “Shyam Bhatawdekar’s Musings” at

    Refer previous seventeen posts to read the detailed explanations on competencies "Result Orientation", "Problem Solving", “Self Confidence”, “Self Development”, "Action Orientation", "Creativity", "Interpersonal Skills", "Communication Skills", "Composure or Coolness", "Decision Making", "Integrity", "Team Work and Team Building", "Developing People", "Conflict Management", "Leadership" and "Motivation" and "Listening".


    Explanation of the Competency "Conviction"
    • Keeps improving his knowledge and understanding from various sources in order to decide upon his own beliefs and convictions in the important aspects of personal, professional, family and social life. 
    • Based on such in-depth and ongoing studies and observations he creates a structure of values, beliefs, paradigms and view points that should guide him presently and in future. 
    • Sticks to those values and beliefs unless in exceptional situation he finds that he was wrong and corrects himself in those few areas where he was wrong. 
    • Reviews his day-to-day paradigms and points of views quite regularly and is willing to embrace a new paradigm with a new conviction when the paradigm shift takes place.
    • Makes his convictions known to the concerned people with reasoning and without any hesitation.
    • Based on his convictions, he is courageous to take stand on important issues fearlessly even at the cost of becoming unpopular occasionally.
    • Does not take stand on trivia.
    • Defends and supports the convictions of other people if he finds them convincing.
    • Does not waver or crumble under any internal or external pressures.
    • His actions are always in congruence with his principles and paradigms. He is interested in doing what is right.
    • Thus he is capable of providing the requisite initiative and leadership in tough times on a rainy day.
    • Is willing to take blame and responsibility in case the decisions and actions taken by him based on his convictions misfire in certain cases. He introspects such situations deeply and applies corrections if necessary.

    Pitfalls to be Avoided

    • May become too rigid and not willing to change even when it is really appropriate to change.
    • May become unwilling to put forth his rationale for his principles and thus he may exude fear and animosity towards others who do not carry the same beliefs.
    • At times may consider changing stand from his convictions as a sign of moral weakness and continue to hold on to erroneous ideas.
    • May get blinded by his own thinking and not welcome new ideas and approaches and at times even scoff at them. He may become a hindrance to progress.

    Tuesday, August 2, 2011

    Soft Skill/Competency: Listening

    (Refer our High Quality Management Encyclopedia Management Universe at:

    Also read “Shyam Bhatawdekar’s Musings” at

    Refer previous sixteen posts to read the detailed explanations on competencies "Result Orientation", "Problem Solving", “Self Confidence”, “Self Development”, "Action Orientation", "Creativity", "Interpersonal Skills", "Communication Skills", "Composure or Coolness", "Decision Making",
    "Integrity", "Team Work and Team Building", "Developing People", "Conflict Management", "Leadership" and "Motivation".

    Explanation of the Competency "Listening"
    • Considers listening as one of the important human skills and an important subset of the communication skills.
    • Believes that listening strengthens the quality of communication, interpersonal relations, human relations, emotional intelligence, conflict management and team management.
    • Every interaction requires one to respond and since the quality of response depends on the quality of listening, tries to improve quality of his listening constantly.
    • Listens more and more within the sphere of other’s HSoftware (overall mental frame consisting of values, knowledge, paradigms and will power) rather than within the sphere of his own HSoftware. (Refer for more details the book titled "HSoftware- Shyam Bhatawdekar's effectiveness Model":
    • Thus, listens to understand the other person and not just to react, reply, control or manipulate the other person. By understanding the other person properly, can respond or act in the best possible manner.
    • Does not ignore the other person by showing indifference or by pretending to listen.
    • Generally respects other people and demonstrates openness and trust through his body language and spoken words.
    • Encourages two way communication.
    • Focuses on what the other person is saying and pays attention and tries to understand what the other person is saying.
    • Tries to understand what the other person is saying by being interactive with him by giving him the feedback of his understanding.
    • He tends to be empathic in his listening the others. Puts himself in other person's shoes.
    • In becoming an empathic listener, listens not only with his ears but also with his eyes and with his heart.
    • Listens for feeling and meaning.
    • Understands that every human being needs psychological survival- one wants to be understood and appreciated by others, one wants others' affirmation and validation. By being an empathic listener, satisfies this need of other human beings.
    • Then, paves way to influencing the people in right directions by diagnosing the issues and concerns of others in a better way for effective problem solving.
    • Promotes a more participative style of managing by involving people.
    Pitfalls to be Avoided
    • May spend disproportionately more time in listening at the cost of other equally important functions.
    • In order to promote participation may tend to allow people to speak out whatever they wish to even when they are at tangent and thus mismanaging the time.
    • May be seen by many people as person always available to offer shoulder to cry on.
    • Being listened to intently may be construed by the speakers as if what they are speaking is being accepted by the listener as correct though in fact they may be wrong.
    For free tutorials on "Train the Trainers" program, refer:

    Monday, August 1, 2011

    Soft Skill/Competency: Motivation

    (Refer our High Quality Management Encyclopedia Management Universe at:

    Also read “Shyam Bhatawdekar’s Musings” at

    Refer previous fifteen posts to read the detailed explanations on competencies "Result Orientation", "Problem Solving", “Self Confidence”, “Self Development”, "Action Orientation", "Creativity", "Interpersonal Skills", "Communication Skills", "Composure or Coolness", "Decision Making",
    "Integrity", "Team Work and Team Building", "Developing People", "Conflict Management" and "Leadership".

    Explanation of the Competency "Motivation"
    • Appreciates the need for motivating self and others.
    • Believes that by motivating the people they are in a position to give out their best i.e. they try their best to achieve their maximum potential for action, expression, growth, and achievement.
    • Gives high degree of emphasis equally on "concern for people" as well as on "accomplishment of tasks".
    • Analyzes the factors that motivate the people.
    • Knows that different people are motivated by different factors and their weightages are not the same.
    • Therefore, tries to analyze at each individual level what motivates each individual including self.
    • Employs formal surveys and informal observations for understanding the motivational needs of the people.
    • Is fully conversant with Maslow's need hierarchy theory, Herzberg's two-factor theory and other theories of motivation.
    • Accordingly, incorporates the required challenges and responsibilities in the jobs of self and other individuals in addition to providing continually improving working relations and conditions.
    • Provides appropriate freedom and autonomy on job as per individual's requirements.
    • Helps in structuring and designing the various human resources and other policies of the organization keeping in mind the motivational requirement of its employees.
    • Provides adequate and appropriate psychological strokes to the direct reports as well as all the other associates.
    • On completion of projects and jobs by teams and individuals, celebrates the success and gives due recognition to them openly.
    • Incorporates required combination of motivational factors so that people give their best as individuals as well as the teams.
    • Generally respects all the people.
    • Is a good listener.

    Pitfalls to be Avoided
    • May show a very softening or compromising attitude towards the people giving them a wrong impression of being a weak leader.
    • May spend disproportionately more time in trying to sort out even those motivational aspects that are of very minor nature or which in fact are imaginary and not real.
    • May tend to attribute failure of employees as their lack of motivation even when other factors may be primarily responsible for their failures.
    For free tutorials on "Train the Trainers" program, refer:

    Tuesday, July 26, 2011

    Soft Skill/Competency: Leadership

    (Refer our High Quality Management Encyclopedia Management Universe at:

    Also read “Shyam Bhatawdekar’s Musings” at

    Refer older fourteen posts to read the detailed explanations on competencies “Result Orientation”, “Problem Solving”, “Self Confidence”, “Self Development”, “Action Orientation”, “Creativity”, “Interpersonal Skills”, “Communication Skills”, “Composure or Coolness”, “Decision Making”,
    “Integrity”, “Team Work and Team Building”, “Developing People” and “Conflict Management”.

    Explanation of the Competency “Leadership”
    • Believes in and practices highest degrees of ethic, integrity and honesty.
    • Can envision the advancement and growth opportunities.
    • Possesses abilities for high degree of conceptualization, strategizing and analysis.
    • Demonstrates high achievement orientation. Therefore, emphasizes commitment, accountability, action orientation and results.
    • Is dynamism personified. Exudes energy and enthusiasm.
    • Takes initiatives and is self starter.
    • Adept at interpersonal relationships and puts emotional intelligence in action.
    • Excellent communicator.
    • Possesses high learning orientation and learns from all the quarters all the time. Quick in grasping new pieces of knowledge and practice.
    • Is excellent in directing and controlling functions.
    • Uses his excellent influencing skills for bringing out the desired consensus, decisions and actions.
    • Very good at decision making processes and once decisions are reached, displays firmness and decisiveness in implementation.
    • Displays required flexibility and adaptability in different situations and times.
    • Demonstrates tremendous self-confidence as well as moral and physical courage.
    • Can lead people from the front when necessary. Is capable of setting an example.
    • Is great team builder and team player. Provides necessary support and cooperativeness.
    • Motivates self and other people excellently well and people then give out their best in terms of their potentials and stretch.
    • Balances his high concern for task accomplishment with high concern for the people.
    • Possesses high business acumen.
    • Is politically astute.
    • Very good at general judgment and intuitions on issues and people.
    • Develops many next line leaders.

    Pitfalls to be Avoided
    • May end up being a very strong leader leaving people looking up to him for any thing and every thing.
    • May become indispensable thus posing a question of succession- after him who?
    • High result and action orientation may create an imbalance between concern for task accomplishment and concern for people.
    For free tutorials on “Train the Trainers” program, refer:

    Monday, July 18, 2011

    Soft Skill/Competency: Conflict Management

    Refer previous thirteen posts to read the detailed explanations on competencies "Result Orientation", "Problem Solving", “Self Confidence”, “Self Development”, "Action Orientation", "Creativity", "Interpersonal Skills", "Communication Skills", "Composure or Coolness", "Decision Making",
    "Integrity", "Team Work and Team Building" and "Developing People".

    Explanation of the Competency "Conflict Management"
    • Recognizes the fact that conflicts are quite natural in any organization and yet these need appropriate redressing to move on with apt solutions.
    • Therefore, is willing to take up the responsibility of managing and resolving the conflict.
    • He can think through clearly in a conflicting situation.
    • In any conflicting situation, he keeps his eyes constantly on the desired goals and therefore, does not drift away from them despite conflicting arguments and points of views.
    • Listens well and patiently all the conflicting arguments and presentations.
    • Controls the people and their communication patterns in the discussions that takes place when resolving a conflict.
    • Facilitates the innovative and creative thinking of the people caught up in the conflict.
    • Does not take sides of any particular set of people or their thinking. Rather, tries to facilitate working out genuinely appropriate and optimal solutions.
    • Amply demonstrates his positioning as a person with high objectivity in every conflicting situation.
    • Most of the times aims at a win-win solution as opposed to win-lose, lose-win or lose-lose solutions or a compromised solution.
    • Contributes his own inputs, ideas, creativity and analysis to supplement the missing or erroneous information and thus uncover the real issues and reasons that led to the conflict. Then proceeds to help find the answers.
    • Gains agreements without leaving behind any bitter taste or disrupting the human relationships.
    • Is proactive and as far as possible anticipates the conflicting situations and dissolves them well before they turn into conflicts.
    • Is good at managing various types and complexities of conflicts involving insiders as well as outsiders.
    • Is highly skilled in tackling the people who have a knack or habit of becoming unnecessarily difficult and nasty.
    • Can use humor or any other intervention to diffuse even highly volatile conflict scenarios.

    Pitfalls to be Avoided
    • May perceive even the day-to-day routine issues as a conflict and start using his conflict management skills in an elaborate manner.
    • Thus may get involved in every situation of small little conflict even the ones that might better get solved by delegation.
    • May start contributing with out-of-proportional over-zealousness or intensity and rather than diffusing the conflict, may end up opening up Pandora's box and thus aggravating the conflict.
    • May overemphasize on always realizing a win-win solution where a less than win-win solution may look more suitable as a starter.