Specialist Competence for Executives
Competence describes how you combine your knowledge, skills, and experience to meet the challenges you face. When asked which competencies an executive should have to meet the demands placed upon them, the answer is often first: specialist competence.
Specialist Competence for Executives: Experience, Knowledge, and Know-how
This refers to the experience, knowledge, and know-how of an executive; they form the basis for entry into the company. Specialist competence is based on education and professional development. The importance of specialist competence depends on your hierarchical level. If you are close to the base and in the first line of supervisors, i.e., a direct manager, your specialist competence will certainly help you to convince employees.
However, you cannot be as familiar with all areas as your employees, but you must be able to assess whether what your employees say and do is or can be technically correct. The higher you move up in the hierarchy, the relatively less important your specialist competence becomes.
Demonstrating Specialist Competence: Asking the Right Questions
It becomes more about asking the right questions and thinking strategically. Jack Welch put it this way: "Leaders question with a persistence that borders on distrust—because they want their questions to be followed by actions" (Welch 2005, p. 85). To put it bluntly: top football players do not necessarily make top coaches. No matter how highly technical knowledge is valued, good leaders have other, additional competencies.
You may be familiar with the scenario where someone is promoted due to the highest specialist competence—often with the consequence that the new leader tries to continue doing everything themselves, even what remains in the department. And that is simply not possible. Conversely, there are numerous examples of successful leadership without being an expert. General Dwight D. Eisenhower, for example, commander of the Allied troops in Europe during World War II and later U.S. President, never fought with a weapon in hand.
Staying Updated on Current Developments
If you rely solely on your specialist competence as a leader, I recommend asking yourself if you really want to be a leader or if you would be happier handing back your leadership responsibility.
As a leader, you are unlikely to be as intensely involved in the technical aspects of day-to-day business. To keep your specialist competence current, you should stay informed about developments in your field. Read professional journals, attend specialized seminars, conferences, and trade fairs where the latest developments in your area are reported, and join a professional association to stay updated.
Specialist Competence Commands Respect
It is much easier for your employees to respect you as a leader if they feel not only well-led but also know that this leadership is based on knowledge and specialist competence.
However, never forget that your actual tasks do not lie in detailed technical know-how. That is the job of your employees! For you, specialist competence is only the background against which you plan, organize, and make decisions.
Concrete Tips for Improving Specialist Competence for Executives
Consider how important specialist competence is in your field. Do you need in-depth knowledge, or is a more strategic overview sufficient? Then answer the following questions according to your assessment:
- Make an annual plan for when you will attend which professional training.
- Attend a relevant conference for your area of responsibility.
- Participate in professional training offered by market partners (e.g., dealers, manufacturers, etc.).
- What professional training courses are available for part-time further education, such as courses at the Chamber of Commerce, trade guilds, academies, or universities?
- Is it sensible for you to start a (part-time) continuing education degree?
- Which trade magazines, online magazines, and business dossiers help you stay up to date?
- Is it advisable for you to read the daily newspapers "Handelsblatt" or "Die Handelszeitung" to stay informed?
- In which areas do you need to conduct regular qualifications? When is the next qualification due, and how will you prepare for it?
- Are there blogs and newsletters you should subscribe to? Which ones will help you professionally and support your daily work?
- Listen to audiobooks; which video training programs will you work through for your professional development?
- Which technical books in your field will you read?
- Take the opportunity to visit a company with your colleagues by registering at www.top-online.de with a relevant hidden champion for you.
- In which interest group can you get involved?
- Which professional association can you join?
- Consider to what extent it makes sense for you to apply for a company or specialist award such as "best place to work," "Ludwig Erhard Prize," "top job," etc.
About the Author:
Dr. Matthias Hettl is an internationally recognized management consultant, trainer, and coach for boards, executives, and managers. He held a professorship in management, has extensive leadership experience, including roles as a supervisory board member, managing director, and internationally as a consultant at the United Nations. As a renowned speaker, he is a sought-after expert in management and leadership.
For more information visit: Hettl Consult
