Written by In a recent article by the Harvard Business Review (2020), 40% of recent graduates did not feel “job ready” and potential applicants would not even consider applying for entry level positions. They cited a lack of skills as one of the top reasons. It got me thinking about we cultivate competence in those we lead, especially as it relates to motivational climate.
I say the term competence, because I often work with individual performers on confidence and yet, it almost always turns into a conversation with competence around roles and responsibilities. When it comes to performing your role, what are your routines to prepare yourself? We almost always have that conversation before unpacking the confidence conversation.
But I also want to throw in one caveat that has impacted my work.
The #1 detractor to competence that I observe isn’t the actual job itself, but the demands that occur around the job. Demands are things such as:
- Emotional reactions after mistakes
- Conflicts or assumptions with others
- Problem-solving during difficulty
- Stress and/or anxiety
I share these common demands as we now take a look at what we know about competence.
We know from research that competence is a huge motivator for not only the individual but for the culture. If we feel that we know what we are doing, it is empowering. We show more enthusiasm, we show more effort, take more chances, and we more effectively support others. We can fortify this even more by accounting for both the job and the common demands that take place. That is the opportunity for leaders.
Help others feel competent to face the demands. Even if we start small and take one demand at a time, we will eventually create a more collaborative and empowered culture. A culture that can better support each other through the ebbs and flows of a competitive landscape. The next time you sit down with your staff, look at the common demands that individuals face while performing their job.
Then you can look at how to develop competence in those areas!