By Steve Rumery
Managers have a profound effect on organizations and the larger economy, and there is a need to codify and standardize the manager’s role. Research indicates that there is great opportunity to improve the effectiveness of managers through a certification process built around the critical competencies of management.
American Management Association (AMA) conducted a study of about 770 managers and employers, and some 75 percent of employers said that having managers certified by AMA would result in greater efficiency and better management in their organizations. Among managers, 73 percent indicated that a certification would be evidence of a professional commitment and lead to an enhanced feeling of personal accomplishment. It would also serve as a validation of specialized knowledge and a demonstration of management competence. Finally, a certification process could result in increased opportunities for career advancement.
For a management certification process to work, the role of a manager must be clearly defined and measured. Recognizing the need, AMA recently “rolled up their sleeves” with managers and thought leaders around the globe to develop a clear and concise depiction of what that role entails.
In a comprehensive 2016 study of 11,624 employees at all levels of organizations operating across the globe, AMA examined the confidence these employees had in specific areas of knowledge, skill, and experience that are critical for business performance. This research indicated many “skill gaps” for employees, including business acumen, relationship management, professional effectiveness, and analytical intelligence. On average, all of these critical areas fell in the “Emerging Competence” range of scores, suggesting the need for comprehensive development of a number of skill areas for employees operating at all levels of organizations.
Based on this research, AMA created the “Total Professional” framework for managers, which consists of 16 competencies organized into four critical domains:
Professional effectiveness refers to an ability to manage yourself with professionalism when working with others. In a managerial context, a person’s ability can be described by their communication, emotional intelligence, and presentation skills. Managers who are strong in these areas are perceived as being more professional managers.
Relationship management refers to an ability to build trusting relationships and influence others. In a managerial context, a person’s ability can be described by their conflict management, motivation, collaboration, influence, delegation, performance management, and change management skills. Managers who are strong in these areas are perceived as having stronger and deeper relationships within the organization.
Business acumen refers to an understanding of how business works at functional and strategic levels. In a managerial context, a person’s ability can be described by their managing of projects, financial acumen, customer focus, and talent management. Managers who are strong in these areas are perceived as having a stronger grasp of the business.
Analytical intelligence refers to an ability to think in a clear and organized fashion. People strong in analytical intelligence can analyze and create insights out of data and situations and engage in critical thinking to arrive at sound decisions and promising ideas. In a managerial context, a person’s ability can be described by their critical thinking and skill in managing and mastering data. Managers who are strong in these areas are perceived as contributing to organizational objectives through disciplined thinking and smart decision making.
These four domains represent excellence in management and the foundation of a certification process that can help improve managers’ effectiveness.