Cultivation of ones managerial skills involves intense experience and education; however, practicing a trio of principles throughout ones education and career, may insure persistent quality of work and appreciation for ones position by oneself and others. (A very profitable move, I must add.)
• What is meant by managerial tic?
TIC is an acronym: Technological, Interpersonal, and Conceptual, which refers to the three kinds of leadership skills that managers need to cultivate. TIC Skills influence everyones job in throughout the firm, produce trends in business through leadership, and TIC Managers can anticipate changes within an organization/business environment. TIC Skills also affect productivity.
• Technological Skills:
Technological skills is the know-how required to complete the functions within a job. For instance, a secretary possesses a variety of skills different from those of a landscaper. A secretary must typically master a number of software programs such as ©MICROSOFT OFFICE, ©CORELL, OR ©ADOBE, in order to operate at optimal production, whereas a landscaper utilizes hand-tools, machinery, and later, perhaps many of the “secretarial” software programs that have become commonplace in day-to-day life, such as Office®.
Effective managers master the many tools required to perform their jobs. This also improves explanation when training/developing employees; one becomes a greater teacher.
Many skills can be developed at tech schools or colleges for use on the job. Once you have these… teach them, even explaining them to yourself out loud will make you more aware of your work. Your work will become better.
• Interpersonal Skills:
Just as with tech-skills, serious approaches to crafting interpersonal skill will work in your favor, not just on the job, but throughout life. Interpersonal skills aid our communication with others, and involve techniques on how to communicate most effectively.
Much of our at-work communication is formal, so politeness and chain-of-command will determine the extent of such activities. However, body language, written, and spoken communication skills are not the only means by which we communicate with peers and employers; recognition of unspoken communication and diversity of people are also important concepts.
There are cultural norms and customs that one also needs to be aware of in order to become an effective communicator. In Japan, a bow instead of hand shaking is typical and polite. In America, we make direct eye-contact, where there, it is disrespectful to do so. Thus, cultural knowledge must be taken into consideration when attempting to communicate with, or train employees.
Finally, ones mastery of technical training will be put to great use once that knowledge needs to be passed on to employees. After developing both of these skills, you gain confidence through training others to reach optimal performance!
• Conceptual Skills:
Michael Jeffrey Jordan–the greatest basketball player to ever play in the National Basketball Association, not only had the god-given talent to play, and the technical/fundamental acumen of the game of basketball, MJ also possessed the interpersonal skills of leadership. His TIC helped him to win 6-Championships throughout a 16-year career!
Mike’s successes were no an accident; Air Jordan, had to first conceptualize the entirety of the game in order to become the greatest. His tasks encompassed learning rules, boundaries, any grey areas, and his opponent’s abilities, too: otherwise there’s no gamesmanship, nor any reason to grow. Thus, develop interpersonal skills. Knowing hoew your industry communicates is how one begins to champion ones job.
In management, there are employees to be trained, led, and superiors to communicate with, each with an amalgam of differences. The point is, one has to have the rules of the game–the bigger picture–in mind when managing anything; knowledge of each job, the time it takes for each step in production, the purpose of each tool, the uses of the floor plan, etc. These are compartments of your jobs concept. Get to know these processes. Do you think Jordan knew who had the ball at any given time, whom to pass it to in a pinch? How many time-outs were available, or fouls to give? Of course, he did.
Don’t lose the forest for the trees, yes, but the big picture will assist in maintaining focus and direct you to the answers of tough questions that leaders are often faced with.
The RippleFX Foundation encourages each of you to develop your own personal TIC. In this path, any charismatic ability to leading others is honed by your TIC. We all have it. Master the tech, master the interpersonal, and the conceptual, and soon enough, you will discover you’re right where you want to be: at the top.
• Greer, Charles R., and Richard W. Plunkett. Supervisory Management, 11th Ed. Prentice Hall. N.Y. (2007)
• photos of Jordan, courtesy of blackpast.org