In preparation In preparation.
The human skills that set people apart when knowledge is cheap
The business social competencies are the skills of working with other people. They decide whether people trust you, help you, listen to you and want to work with you again, whatever your trade, and they turn technical competence into a contribution that others notice and value.
The business social approach runs through the whole Encyclopedia. It is in three sections. The Basics sets out the competencies everyone needs, from individual initiative and winning support to networking and negotiation. Consulting applies the approach to the adviser: managing clients, defining problems, designing solutions and delivering projects. Leadership applies it to the person running an organisation: inspiring commitment, shaping the future, executing the mission and guarding the culture.
Every competency is described from the novice who is only starting to notice it to the master whom others learn from. None of them is fixed at birth. Each can be learned, practised, and lost through lack of practice.
The business social competencies everyone needs: 74 in seven parts.
The competencies of the consultant and adviser: 62 in eight parts.
The competencies of the person leading an organisation: 54 in eight parts.
The series
Develop five areas, maximise your contribution and get rewarded
Everyone wants to make a contribution that counts. Contribute! sets out the five areas that decide whether yours is seen and rewarded: competence, opportunity, enthusiastic effort, minimising barriers, and engaging others.
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How to be a leader: inspiring confidence, what goes on inside your head when you are alone with the decision, and why you sometimes have to hand out certainty when you know the odds could go either way.
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How to benefit from the AI disruption and not be sidelined by the change
There is no such thing as no politics. Sixty-one plays, good and bad, so you can build support for your ideas, spot the moves being made against you, and get the credit for your work as AI changes who does what.
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How to make sense of the intangible activity
Places structure on the intangible activity that precedes sales: seven capabilities, from customer experience to competition watch, that together drive a company's top-line growth.
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How to build a lasting, repeatable capability that drives commercial innovation
Most organisations innovate by accident and depend on who is in charge. How to build a lasting, repeatable capability that turns ideas into commercial value, and keeps doing it as AI changes what is possible.
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Stop relying on experts and turn competence into productivity
Competence belongs to a person; capability belongs to an organisation. How to choose, design, build and mature a capability by organising competent people with systems, routines and motivation, with innovation as the worked example.
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