PMLC Framework

Competency Definitions

Getting organized includes:

  • Planning: A method worked out beforehand for the accomplishment of an objective
  • Organizing: The act of rearranging things following a particular order
  • Time Management: The act or process of exercising conscious control over the amount of time spent on specific activities, especially to increase efficiency or productivity

Customer Focus: An organizational orientation towards satisfying the needs of customer

Conflict Management: The process of planning to avoid conflict where possible and organizing to resolve conflict where it does happen, as rapidly and smoothly as possible

Problem Solving: It is a mental process and is part of the larger problem process that includes problem finding & problem shaping. Considered the most complex of all intellectual functions, problem solving has been defined as a higher order cognitive process that requires the modulation & control of more routine or fundamental skills

Creativity: Refers to the phenomenon whereby a person creates something new (a product, a solution, a work of art, etc.) that has some kind of value. What counts as “new” may be in reference to the individual creator, or to the society or domain within which the novelty occurs. What counts as “valuable” is similarly defined in a variety of ways

Creativity may also involve doing things differently

Drive for Results: A strong commitment to making service performance improvements and a determination to achieve positive service outcomes for users.

Communication includes:

  • Presentation Skills: The art of giving a formal talk, often in order to sell something or get support for a proposal
  • Written Communication: Clear expression of ideas in writing; includes grammar, organization, and structure

Political Savvy: Identifies the internal and external politics that impact the work of the organization.  Approaches each problem situation with a clear perception of organizational and political reality, recognizes the impact of alternative courses of action

Interpersonal Savvy: Relates well to all kinds of people, up, down, across, inside & outside the organization, builds appropriate rapport, builds constructive and effective relationships, uses diplomacy and tact and can diffuse high tension situations successfully

Managing Diverse Relationships: Boss Relationships, Peer Relationships, Understanding Others & Managing diversity

Networking:  A supportive system of sharing information and services among individuals and groups having a common interest

Teamwork: cooperative or coordinated effort on the part of a group of persons acting together as a team or in the interests of a common cause.

Acting with honor & Character includes:

  • Ethics & Values:  Ethics are the rules of conduct recognized in respect to a particular class of human actions or a particular group, culture, etc. Values can be defined as those things that are important to or valued by someone. That someone can be an individual or, collectively, an organization.
  • Integrity & Trust: Integrity refers to adherence to moral and ethical principles; soundness of moral character; Trust on the other hand is the firm reliance on the integrity, ability or character of a person or thing

Focusing on the Bottom line: Focusing on residual income of a firm after adding total revenue and gains and subtracting all expenses and losses for the reporting period

Persuasion: The use of appeals to reasons, values, beliefs, and emotions to convince a listener or reader to think or act in a particular way

Managing Up: A conscious approach to working with your supervisor toward goals that are important to both of you. Through managing up, you build a productive working relationship with your boss and create a way to use the complementary strengths of you and your boss to deliver value to your company

Influencing:  The power affecting a person, thing, or course of events, especially one that operates without any direct or apparent effort

Decision Making: The thought process of selecting a logical choice from the available options

Business & Financial Acumen: Uses and balances information about business drivers and trends such as revenue, costs, customer needs, and short and long-term needs to guide activities

Negotiation: A dialogue between two or more people or parties, intended to reach an understanding, resolve point of difference, or gain advantage in outcome of dialogue, to produce an agreement upon courses of action, to bargain for individual or collective advantage, to craft outcomes to satisfy various interests of two person/ parties involved in negotiation process.

Process Management: Process management is the application of knowledge, skills, tools, techniques and systems to define, visualize, measure, control, report and improve processes with the goal to meet customer requirements profitably.

Delegation: The assignment of authority and responsibility to another person (normally from a manager to a subordinate) to carry out specific activities.

Managing Talent: Refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.

Confronting Direct Reports: Following a series of steps like: Creating & Communicating Standards,  Following a Performance Improvement Plan, Having alternate plans in mind, Being prepared to handle resistance, Warning employees (as per company policy), and, assessing results

Dealing with Ambiguity: Dealing with uncertainty, doubt and change

Strategic Thinking:  A thinking process that formulates effective strategies consistent with the business and competitive strategy of the organization in a global economy, examines policy issues and strategic planning with a long term perspective, determines objectives and sets priorities and anticipates potential threats or opportunities

Innovation Management: It is the discipline of managing processes in innovation. It can be used to develop both product and organizational innovation.

Intellectual Horsepower: The ability to think in an intelligent way & to understand things, especially difficult or complicated ideas and subjects

Managing Change: the process of managing the way changes in the working environment are implemented and how they affect the workforce

Developing Direct Reports & Others: Helps direct reports assess/diagnose and own developmental needs

Building Effective Teams: Teams must possess the following traits to be effective: Strong leadership, Trust, Respect, Unity, Open Communication & lack of selfishness.

Making Tough People Calls: Deciding who stays & who goes

Strategic Agility: The ability to continuously adjust and adapt strategic direction in core business, as a function of strategic ambitions and changing circumstances, and create not just new product and services, but also new business models and innovative ways to create value for a company

Strategic Decision Making: Chosen alternative(s) that affects key factors which determine the success of an organization’s strategy. In comparison, a tactical decision affects the day-to- day implementation of steps required to reach the goals of a strategy

Managing Vision & Purpose: Involves anticipating future trends, creating a compelling vision, and communicating that vision