1. COMPETANCY UNCERTAINITY IS A CERTAINITY CHANGE IS THE ONLY CONSTANT FACTOR EXTRAORDINARY PERFORMANCE IS THE ORDER OF THE DAY. THE ONE WHO SUSTAINS EXTRAORDINARY PERFORMANCE LIVES. TRANSPARENCY,ETHICS,MORALITY ARE LOOKED THRU A FOCUSSED CREDIBILITY MICROSCOPE.

2. COMPETANCY IT IS ONLY THE COMPETANT WHO SURVIVES

3. COMPETANCY COMPETANCY IS AN INTERRELATED SET OF SKILLS, COMPETANCY IS AN INTERRELATED SET OF SKILLS, BEHAVIOURS,ATTITUDES AND BEHAVIOURS,ATTITUDES AND KNOWLEDGE NEEDED BY AN INDIVIDUAL TO BE EFFECTIVE IN MOST PROFESSIONAL AND MANAGERIAL POSITIONS. KNOWLEDGE NEEDED BY AN INDIVIDUAL TO BE EFFECTIVE IN MOST PROFESSIONAL AND MANAGERIAL POSITIONS.

4. COMPETANCY AN ORGANISATIONS COMPETANCY IS THE SUM TOTAL OF THE INDIVIDUAL COMPETANCIES OF ITS PEOPLE. AN ORGANISATIONS COMPETANCY IS THE SUM TOTAL OF THE INDIVIDUAL COMPETANCIES OF ITS PEOPLE.

5. COMPETANCY UNLESS AND UNTIL THE ORGANISATION RECOGNISES,AND DEVELOPS COMPETANCIES IN ITS PEOPLE,IT CANNOT HAVE EXTRAORDINARY PERFORMANCE AND THERE BY EXTRAORDINARY BUISNESS RESULTS

6. COMPETANCY FOUNDATION COMPETANCIES FOUNDATION COMPETANCIES  MANAGING SELF  MANAGING COMMUNICATION  MANAGING DIVERSITY  MANAGING ETHICS  MANAGING ACROSS CULTURES  MANAGING TEAMS  CHANGE COMPETANCY

7. FOUNDATION COMPETANCY  MANAGING SELF THE ABILITY TO ASSES YOUR OWN STRENGTHS AND WEAKNESSES, THE ABILITY TO ASSES YOUR OWN STRENGTHS AND WEAKNESSES, SET AND PURSUE PROFESSIONAL GOALS,BALANCE WORK AND PERSONAL LIFE AND ENGAGE IN NEW LEARNINGS. SET AND PURSUE PROFESSIONAL GOALS,BALANCE WORK AND PERSONAL LIFE AND ENGAGE IN NEW LEARNINGS. (SKILLS,BEHAVIOURS & ATTITUDES).

8. MANAGING SELF COMPETANCY  TO UNDERSTAND OUR OWN AND OTHERS PERSONALITY AND ATTITUDES.  TOPERCIEVE,APPRAISE AND INTERPRETE ACCURATELY YOURSELF,OTHERS AND IMMEDIATE ENVIRONMENT. IMMEDIATE ENVIRONMENT.  TO UNDERSTAND AND ACT ON ON YOUR OWN AND OTHER’S WORK RELATED MOTIVATIONS AND EMOTIONS.

9. MANAGING SELF COMPETANCY  TO ASSES AND ESTABLISH YOUR OWN DEVELOPMENTAL PERSONEL OWN DEVELOPMENTAL PERSONEL (LIFE RELATED)AND WORK RELATED GOALS. (LIFE RELATED)AND WORK RELATED GOALS.  TO TAKE RESPONSIBILITY FOR MANAGING YOURSELF AND YOUR CAREER OVER TIME AND THRU SUCESSFUL CIRCUMSTANCES.

10. MANAGING COMMUNICATION COMPETANCY THE ABILITY TO USE ALL THE MODES OF TRANSMITTING, UNDERSTANDING AND RECEIVING THE ABILITY TO USE ALL THE MODES OF TRANSMITTING, UNDERSTANDING AND RECEIVING IDEAS,THOUGHTS AND FEELINGS (VERBAL,NONVERBAL,WRITTEN ETC) FOR ACCURATELY TRANSFERRING AND EXCHANGING INFORMATION AND EMOTIONS. IDEAS,THOUGHTS AND FEELINGS (VERBAL,NONVERBAL,WRITTEN ETC) FOR ACCURATELY TRANSFERRING AND EXCHANGING INFORMATION AND EMOTIONS.

11. MANAGING COMMUNICATION COMPETANCY COMMUNICATION COMETANCY DESCRIBING SKILL FEEDBACK SKILL WRITTEN COMMUNICATING SKILL VERBAL COMMUNICATING SKILL EMPHATHISING SKILL INTERPRETING SKILL QUESTIONING SKILL ACTIVE LISTENING

12. MANAGING DIVERSITY COMPETANCY THE ABILITY TO VALUE UNIQUE INDIVIDUAL AND GROUP CHARECTERISTICS,EMBRACE SUCH CHARACTERISTICS AS POTENTIAL SOURCE S OF ORGANISATIONAL STRENGTH AND APPRECIATE THE UNIQUENESS OF EACH INDIVIDUAL.

13. MANAGING DIVERSITY COMPETANCY MANAGING DIVERSITY COMPETANCY

14. MANAGING DIVERSITY COMPETANCY DIVERSITY COMETANCY OPENNESS RECEPTIVE WALK THE TALK (BOUNDARYLESS BEHAVIOUR) COMPLY WITH RULES AND REGULATIONS DEMONSTRATE COMMITMENT TO WORK ANALYSE AND CHANGE YOUR MENTAL MODELS DEMONSTRATE RESPECT FOR PEOPLE AND CULTURES KEEP A LEARNING ATTITUDE

15. MANAGING ETHICS COMPETANCY ETHICS ETHICS ARE THE VALUES AND PRINCIPLES THAT DISTINGUISH RIGHT FROM WRONG. ARE THE VALUES AND PRINCIPLES THAT DISTINGUISH RIGHT FROM WRONG.

16. MANAGING ETHICS COMPETANCY THE ABILITY TO INCORPORATE VALUES AND PRINCIPLES THAT DISTINGUISH RIGHT FROM WRONG IN TO DECISION MAKING AND BEHAVIOURS. ETHICAL DILEMMAS ETHICAL DILEMMAS

17. MANAGING ETHICS COMPETANCY COMPLIANCE ETHICS COGNITIVE ETHICS CONSIOUS ETHICS

18. MANAGING ACROSS CULTURES COMPETANCY THE ABILITY TO RECOGNISE AND EMBRACE SIMILARITIES AND DIFFERENCES AMONG NATIONS AND CULTURES-EVEN WITHIN ORGANISATIONS AND THEN TO APPROACH KEY ORGANISATIONAL AND STRATEGIC ISSUES WITH AN OPEN INQUISITIVE MIND.

19. MANAGING ACROSS CULTURES COMPETANCY CULTURE PATTERN OF LIVING,THINKING & BELIEVING THAT IS DEVELOPED AND TRANSMITTED BY A GROUP OF HUMAN BEINGS,CONCIOUSLY OR UNCOUNCIOUSLY,TO SUBSEQUENT GENERATIONS INDIVIDUALISM CHINA, USA,UK CHINA, USA,UK COLLECTIVISM COLLECTIVISM FREE RIDER FREE RIDER

20. MANAGING TEAMS COMPETANCY TEAM TEAM A GROUP OF PEOPLE WHO ARE COMMITED TO A COMMON PURPOSE,HAVE MUTUAL ACCOUNTIBILITY & COMPLIMENTARY SKILLS AND HAVE A COMMON APPROACH. A GROUP OF PEOPLE WHO ARE COMMITED TO A COMMON PURPOSE,HAVE MUTUAL ACCOUNTIBILITY & COMPLIMENTARY SKILLS AND HAVE A COMMON APPROACH.

21. MANAGING TEAMS COMPETANCY THE ABILITY TO DEVELOP, THE ABILITY TO DEVELOP, SUPPORT,FACILITATE AND LEAD GROUPS TO ACHIEVE ORGANISATIONAL GOALS. SUPPORT,FACILITATE AND LEAD GROUPS TO ACHIEVE ORGANISATIONAL GOALS.

22. MANAGING TEAMS COMPETANCY FREE RIDERS: FREE RIDERS: HIGHLY INDIVIDUALISTIC PEOPLE WHO BELIEVE THAT THEY CAN MINIMISE THEIR CONTRIBUTIONS TO A TEAM EFFORT SO LONG AS THEY ARE NOT HELD ACCOUNTABLE INDIVIDUALLY.

23. MANAGING CHANGE COMPETANCY THE ABILITY TO RECOGNISE AND IMPLEMENT NEEDED ADAPTATIONS OR ENTIRELY NEW TRANSFORMATIONS IN THE PEOPLE,TASKS,STARATEGIES, THE ABILITY TO RECOGNISE AND IMPLEMENT NEEDED ADAPTATIONS OR ENTIRELY NEW TRANSFORMATIONS IN THE PEOPLE,TASKS,STARATEGIES, STRUCTURES OR TECHNOLOGIES IN A PERSON’S AREA OF RESONSIBILITY. STRUCTURES OR TECHNOLOGIES IN A PERSON’S AREA OF RESONSIBILITY.

24. MANAGING CHANGE COMPETANCY BLUR: BLUR: EVER INCREASING PACE OF CHANGE. DEFINED AS A FUNCTION OF SPEED TIMES CONNECTIVITY TIMES INTANGIBLES.