Showing 1 to 10 of 12 results for subject: Competence

Jeff Bracker

Confidence is more important than competence. Competence can be bought. Confidence, never.

Malcolm S. Salter  external link

If you look at a lot of the fraud cases, before fraud there was terminal incompetence. When we teach the governance and ethics course [at HBS], the point I make is that you can have great values, but if you don’t have the competence [to implement them], forget it. You need both character and competence. If you don’t have the competence, you’re going to get yourself in real deep trouble.

Matthew Budman  external link

Surveys show that workers aren’t resentful of CEOs’ exorbitant pay-in fact, Americans in general are surprisingly blasé about inequality-but that’s partly because they aspire to that pinnacle. People hunger to be managers because they know that’s the only path to the good life in corporate America . . . which is one reason why we have so many inept managers. This is yet another argument in favor of reducing the pay gap between management and non-management. If organizations can offer many of the rewards without necessarily the supervisory tasks-reducing the hunger to make an upward leap-and do a better job working with employees to match responsibilities with ability and ambition, they can go a long way toward eliminating not just incompetence but the cause of incompetence.

Ralph Waldo Emerson

As to methods, there may be a million and then some, but principles are few. The man who grasps principles can successfully select his own methods. The man who tries methods, ignoring principles, is sure to have trouble.

Richard Bolden  external link

While competency frameworks, used considerately, can have an important role to play, they are no more than a map that can be used to explore and navigate the concepts of leadership and management. Like all maps, however, they only represent a fragment of the complexity of the terrain and over-dependency will fail to engage with the real problems of leading in complex and changing environments.

Seth Godin  external link

Competent people have a predictable, reliable process for solving a particular set of problems. They solve a problem the same way, every time. That’s what makes them reliable. That’s what makes them competent. Competent people are quite proud of the status and success that they get out of being competent. They like being competent. They guard their competence, and they work hard to maintain it. Competent people resist change. Why? Because change threatens to make them less competent. And competent people like being competent. That’s who they are, and sometimes that’s all they’ve got.