Evaluate Task/Goal Specific Competence with four behavioral indicators:

1. Technical skills
2. Emotional intelligence
3. Job knowledge
4. Ability and willingness to collaborate

I may have the technical skills to create budgets.
I can have the emotional intelligence to manage my group.
I might have the job knowledge needed to manage our replica watches cash flow.

A much more powerful competency is breitling replica my ability and willingness to take all of those things and collaborate with others to ramp up the value of our cumulative, collective efforts.

Knowledge and information are of some value when people take responsibility for:

  • What they know
  • Who they know
  • What they know
  • How they got to know it

But the most powerful impact is felt when people are able and willing to communicate and work with others to leverage knowledge and information by collaborating.

Collaboration takes their “knows” to the next level:

  • What they know that others might use
  • Who they know and how they can be of help
  • What they know and what they’re doing with it
  • How they got to know it, plus the mistakes they made on the way to getting to know it
  • What they’re doing that is being duplicated by others
  • What they don’t know that they wished they knew

This adds real, lasting value to the company.

A Company’s “Invisible Balance Sheet” is  . . .
The number and intensity of cooperative personal, professional and business connections within the firm. These connections define the value-added contributions, influences and inter-dependencies.  It leverages individual’s competencies.

To understand the power of collaboration, think about the pain that was felt when a key person chanel replica left the firm without sharing his understanding of how to get things done. Consider the resentment held toward a colleague who refuses to share his insights and knowledge.

Be aware that:
1. Privately held, non-collaborated knowledge and information has little sustainable value – this is the cost of organizational silos.

2. When individuals, teams or business units share what they know, openness increases, “blind-spots” are reduced, cooperation is spread, and the value of the company increases. The “invisible balance sheet”, or competitive intelligence, gets stronger.

3. Inter-team cooperation increases each individual’s value to jaeger le coultre replica the company because of the information-rich relationships that are created.

Business is a team sport. Long-term financial success is dependent on our ability and willingness to collaborate with others.

Team Up for excellence or . . . omega speedmaster replica Silo to mediocrity.

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