Working Competently requires three areas of skill development:

• mastery of the fundamentals required for accomplishing the job;
• ability to learn and apply new information quickly;
• ability to set priorities and stick to them

“Working competently” in the area of task management sets a high standard for managers as role models. This high standard requires managers to actually demonstrate mastery of the fundamentals to accomplish the job. When this element of leadership development is missing, managers are limited in their ability to coach and develop direct reports. When managers are unable to model the competency are not able motivate staff to strive for high standards.

Leadership is demanding. It requires the manager to read, digest, and present materials for staff. Managers need to model the ability to learn and apply new information quickly. This will be difficult — but not impossible — for some managers. People display a range of learning styles. Some are naturally learn quickly, some have “learned to learn” more quickly, while others prefer a slower, more methodical approach to learning. All styles have merits and limits.

Factors affecting the speed of learning new information include:

• purpose for reading;
• reading speed;
• eye strength;
• emotions (e.g., anxiety);
• motivation to read;
• vocabulary;
• interest;
• study skills;
• reading habits;
• energy level; and
• conditions

Each of these factors can be addressed so that managers can “learn to learn” more quickly. Managers who are experiencing difficulty keeping up with the volume of required reading should talk with their supervisor and ask for feedback and guidance.

One effective way to speed up learning is to “differentiate” the reading style. This means to modify the approach to reading in a way that matches the information and how it will be used. For example, it may be necessary to simply get “the main idea” and communicate that with your staff. This can be accomplished by visualizing the audience to whom to whom you will present the material. Scan the information and jot down the “high points.” Write down a question about each of the high points. Go back, scan the material again, and jot down a sentence or 2 about each point.

Do you set priorities and stick to them, or are do you react to the crises of the day? Step back; look at deadlines, staff needs for learning and support. Stephen Covey’s Third Habit, “Put First Things First,” provides an excellent model for setting priorities. His two kinds of priorities: (1.) Important-Not Urgent; and (2.) Important-Urgent. His time wasters: Not Important-Not urgent, and Not Important-Urgent.

For additional growth in working competently:

• Determine your level of competence in the fundamentals of your job;
• Assess speed of learning/applying information and ask your supervisor for feedback
  • Review the factors affecting speed of learning. Pick 2 for improvement;
  • Get organized for effective and efficient reading, setting up positive conditions;
  • Take a speed-reading and study skills course at your local community college.
• Read Habit 3 in The 7 Habits of Highly Effective People, by Stephen R. Covey.