A

Accountability

Being accountable and passing on accountability for one's own actions and those of colleagues and the organization.

A

Adaptability

The ability to remain fully functional by adapting to changing circumstances (environment, procedures, people).

A

Ambition

The drive to climb up, to pursue a career, to strive for success and make an effort to achieve this.

A

Assertiveness

The ability to bring one’s views across clearly without damaging the relationship with the other party.

A

Attention To Detail

The ability to process detailed information effectively and consistently

B

Business Orientation

The ability to recognize opportunities for new services and products and to act accordingly, taking measured risks into account.

C

Coaching

Encouraging and guiding employees in order to make their performance more effective and to enhance their self-perception and problem solving skills.

C

Commercial Power

Acting from opportunities in the market; acting with a customer focus and affiliating with appropriate contacts.

C

Conduct

Making a good first impression and sustaining it for a long time.

C

Conflict Management

The ability to handle conflicting interests diplomatically and to help solve them.

C

Controlling Progress

The ability to control the progress of employees’ processes, tasks, or activities and of one’s own work and responsibilities.

C

Cooperation

The ability to work effectively with others in order to achieve a shared goal - even when the object at stake is of no direct personal interest.

C

Courage

The ability to take risks in order to benefit (in the long run).

C

Creativity

The ability to come up with original and innovative ideas and solutions, to adopt points of view outside the usual parameters.

C

Customer Orientation

The ability and willingness to find out what the customer wants and needs and to act accordingly, taking the organization’s costs and benefits into account.

D

Decisiveness

The ability to make active decisions or to commit oneself by speaking one’s mind and taking position.

D

Delegating

The ability to assign responsibilities and authority to the right employees, taking their interests, ambitions, development and competency into account. Following up on delegated tasks.

D

Developing Employees

The ability to review and analyze employees’ strengths and weaknesses, to distinguish their talents and development needs, and to make sure they are enhanced appropriately.

D

Discipline

The ability to adjust to existing rules, procedures and policy. Finding reinforcement from the right authority when in doubt.

E

Energy

The ability to be active for a long period of time when required; having stamina.

F

Flexible Behavior

The ability to change one’s behavioral style and/or views in order to attain a set goal.

F

Focus on Quality

Setting high quality standards and striving for continuous improvement and quality assurance.

F

Forming Judgment

The ability to balance facts and potential approaches taking the appropriate criteria into account.

I

Identification With Management

The ability and willingness to understand, accept and carry out decisions and measures from managers.

I

Independence

The ability to perform actions and make statements that reflect an opinion or view of one’s own; not to fawn.

I

Initiative

The ability to recognize and create opportunities and to act accordingly. Rather starting something than waiting passively for it to happen.

I

Innovative Power

The ability to direct one’s inquisitive mind toward initiating new strategies, products, services, and markets.

I

Insight

Having and gaining insight into situations, problems and processes. Deconstructing problems and systematically investigating the various components. Having a complete picture of the context and overview of the whole problem.

I

Integrity

Adherence to the standards, values and rules of conduct associated with one’s position and the culture in which one operates. Being incorruptible.

L

Leadership of Groups

The ability to provide direction and guidance to a group of people and to encourage cooperation between team members in order to attain an objective.

L

Learning Ability

The ability to absorb new information readily and to put it into practice effectively.

L

Listening

The ability to show one absorbs and understands important (non-) verbal information and to ask further questions when necessary.

M

Managing

The ability to manage and take charge of employees in order to enhance their performance; defining targets and providing appropriate means; controlling progress and correcting employees.

N

Need to Achieve

The need to set high standards for one’s own performance, to show dissatisfaction with average achievements.

N

Negotiating

The ability to obtain maximum results from meetings in which interests conflict both in terms of content and maintaining good relations.

N

Networking

The ability to develop and maintain relations, alliances and coalitions within and outside the organization and to use them in order to obtain information, support and cooperation.

O

Organization Sensitivity

Showing awareness of the consequences of one’s choices, decisions and actions for parts of or the entire organization.

P

Perseverance

The ability to hold on to views and plans of action despite adversity.

P

Persuasiveness

The ambition to win over other people for one’s views and ideas and to generate support.

P

Planning and Organizing

The ability to determine goals and priorities and to assess the actions, time and resources needed to achieve those goals.

P

Political Sensitivity

The ability to put oneself in a politician’s shoes, to distinguish the complexity of interests in politics, and to assess the feasibility of political proposals.

P

Presenting

The ability to present ideas and plans clearly, using available resources.

P

Problem Analysis

The ability to detect problems, recognize important information, and link various data; to trace potential causes and look for relevant details.

R

Result-Orientedness

The ability to take direct action in order to attain or exceed objectives.

S

Self-Development

The ability to gain insight in one’s identity, values, strengths and weaknesses, interests and ambitions and to take action in order to enhance one’s competencies where and when possible.

S

Sensitivity

Being susceptible to the attitudes, feelings, or circumstances of others and being aware of the influence of one’s own behavior on them.

S

Sociability

The ability to be comfortable in people’s company, to meet people easily, to mingle freely.

S

Social Awareness

Being aware of relevant social, political and professional trends and developments and using this information for the organization’s benefit.

S

Stress Management

The ability to perform under pressure and in adversity.

V

Verbal Expression

The ability to communicate in clear language and to adjust one’s use of language to the audience’s level.

V

Vision

The ability to step back from one’s daily routine, explore ideas for the future, regard the facts from a distance and see them in a broader context or in the longer term.

W

Workmanship

Independently carrying out one's work in accordance with professional standards of one's profession. Developing oneself in one's professional field. Having a thorough knowledge of one's field.

W

Written Expression

The ability to express ideas and views clearly to others in writing.

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