The AMA Guide to Management Development

277

Appendix

The AMA Management Development

Competency Model

Knowing and Managing Yourself

Emotional Intelligence/Self-Awareness

Analyzing and recognizing one’s own strengths and weaknesses, attitudes,

and feelings; maintaining a clear, realistic understanding of one’s goals, ca-

pabilities, and limitations; seeking feedback about one’s effectiveness and

making changes in response to it; being attuned to one’s inner feelings,

recognizing how these feelings affect one’s behavior and job performance,

and expressing one’s feelings and reactions appropriately.

Mid-Level

Illustrative Individual First-Level (Manager of Functional

Behaviors Professional Manager Managers) Manager

1. Proactively solicits both positive and X X X X

constructive feedback on his or her

performance.

2. Adjusts his or her behavior in response X X X X

to feedback.

3. Recognizes feelings and concerns X X X X

heard in conversation to address

the other person’s expressed and

underlying needs.

4. Understands his or her personal X X X X

preferences for making decisions,

solving problems, and working with

others; recognizes when his or her

preferred style may not be the most

effective approach given the situation.

5. Asks questions that create an atmosphere X X X X

in which the other person feels com-

fortable discussing the situation and

sharing concerns.

6. Expresses his or her feelings and reac- X X X X

tions in a calm, clear manner.

7. Communicates tactfully even when X X X X

others are unhappy or confused.

8. Coaches others on the importance of X X X

self-awareness and how to become

more self-aware.

A PDF file of the AMA Management Development Competency Model,

as well as other information about the book, is available at:

www.amacombooks.org/go/AMAGuideMgmtDevelop

Self-Confidence

Acting on the basis of one’s convictions rather than trying to please oth-

ers; being confident in oneself; having a healthy sense of one’s capabili-

ties without being arrogant.

278 Appendix

◆

The AMA Management Development Competency Model

© 2008, AMACOM, a division of the American Management Association

www.amanet.org

Mid-Level

Illustrative Individual First-Level (Manager of Functional

Behaviors Professional Manager Managers) Manager

1. Clearly and appropriately states his or X X X X

her opinions and perspectives, even if

others disagree.

2. Exhibits confidence and conviction X X X X

when presenting his or her ideas and

perspectives, both verbally and in

writing.

3. Demonstrates a willingness to take X X X X

on challenging new projects or

assignments.

4. Quickly and candidly informs others X X X X

when he or she cannot fulfill a request,

and the reason for it, and problem-

solves an alternative.

5. Admits when he or she is wrong or X X X X

someone else has a better solution and

is willing to change direction or reorient

his or her actions as necessary.

6. Demonstrates confidence that his or her X X X X

plans and decisions will be successful.

7. Is willing to delegate tasks or assign- X X X

ments that team members may be able

to perform better than him- or herself.

8. Takes responsibility for making difficult X X X

or unpopular decisions.

Self-Development

Seeking feedback about one’s strengths and weaknesses; initiating activ-

ities to increase or enhance one’s knowledge, skills, and competence in

order to perform more effectively or enhance one’s career; learning

new information or ideas and applying them effectively; keeping up to

date in one’s knowledge and skills; and learning from successes and

failures.

Appendix

◆

The AMA Management Development Competency Model 279

© 2008, AMACOM, a division of the American Management Association

www.amanet.org

Mid-Level

Illustrative Individual First-Level (Manager of Functional

Behaviors Professional Manager Managers) Manager

1. Routinely asks for feedback on his or her X X X X

performance and uses both positive

and negative feedback to enhance

performance.

2. Receives feedback in a constructive X X X X

manner.

3. Probes for concrete examples and X X X X

suggestions to improve his or her own

performance.

4. Consults relevant sources (e.g., ap- X X X X

praisals, reports, videos, customer

feedback) to get insight into

his or her own performance.

5. Is self-critical; can name both strong X X X X

and weak points about him- or herself.

6. Learns from both successes and failures. X X X X

7. Initiates project debriefs to clarify X X X X

learnings—both what worked well and

what could be done more effectively in

the future.

8. Seeks both formal and informal X X X X

development opportunities.

9. Demonstrates a desire to perform above X X X

and beyond the requirements of his or her

position (e.g., enthusiastically takes on

tasks outside of daily responsibilities to

learn and grow).

10. Coaches others to focus on self- X X X

development.

11. Builds a culture that encourages X

learning and continuous improvement.