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TECHNICAL COMPETENCE

Discussion:

           Technical competence is a must for an emerging manager, supervisor, or leader. While it has been argued that good leaders can lead anything, good leaders are forged in the furnace of action. They grow into leadership through a process that includes a stage devoted to mastering a discipline.

           Mastery of a discipline is more than the accumulation of “factoids,” tools, and bits and pieces of knowledge. Mastery involves learning to think with the “tools of the trade.” This requires passing through the stage of developing basic skills, then the stage of being a specialist, then the stage of professionalism, next the stage of project team orientation. It is only near the end of this fourth stage that one’s focus strongly shifts over from technical competence to leading other people.

           Even at this fourth stage, and the fifth (in which leadership and the development of others come to center stage) technical competence is essential. One must have enough mastery of one’s discipline to know how to ask the right questions, to coach, to train independent thinking in subordinates, and to advance the technical competence of others who are paving through the earlier stages.

           During these first five stages of professional development, and longer if one chooses the technical track ( as opposed to the managerial/executive track), the ability to operate with and talk intelligently about, cutting-edge technical details is essential. If one is already employed, they will lose credibility and respect with superiors, peers, and subordinates if they appear deficient in technical expertise. If one is seeking employment, technical abilities are where prospective employers expect to gain the earliest return on their investment in a new hire. Later on, the new employee may provide additional value to the employer through organizational leadership. In fact, as you mature in your career, your contribution to the company increasingly shift to the side of leadership. However, the technical foundations must be laid.

           If you have been rated by your coworkers as having lower than desired technical competence, there are typically three reasons why. First, you are so advanced or creatively original that you operate from a new and different paradigm that those behind are unable to appreciate. This could be true, but it is also the favorite refugee of the shirker and pretender. If you think this first category applies to you; be very sure you are not “running a game” on yourself. The cost of self-deception can be catastrophic.

           The second reason is that you have the expertise, but few know about. This is a situation calling for increased “organizational marketing” of your skills. However unfair it may seem to you, it is a fact of social/organizational life that “it is not enough that good work be done . . . it must be seen to be done.” Those who are skilled at making their work visible to others without creating the impression of “politicking,” are those who emerge from the herd and advance. Some feel that “my work speaks for itself.” Friend, work does not speak. All you need to do is look around at others who are doing excellent technical work and going unrecognized for it.

           Usually, however, the reason for low ratings or technical competence is that you really do need greater skill depth. Begin by doing a sincere analysis of those things you do well and those you do less well. This process will be greatly facilitated if you will find yourself a mentor who can provide a standard of excellence against which your shortcomings stand out clearly. Then you will be able to objectively assess where to begin to develop. You can even ask those coworkers whom you trust (but who are not your very best friends) for their insights and coaching.

           Whatever your situation, make every day a learning experience. Observe others, ask questions, read in your discipline, and above all think, think, think about how to improve.

“To the sincere student, every day is a fortunate day.”

                                                                             - Zengetzu

Prescription:

           1.        Get a Mentor.

           2.        Develop a plan of action.

           3.        Invite peers to coach you.

           4.        Read books and articles in your discipline.

           5.        Get advanced training.