Katz: the three skills of an administrator
Three skills — technical, people, big picture — and the mix changes as you rise.
Every autumn the best organiser becomes president and gets worse — Katz explains why: a higher post needs a different mix of three skills, and a surplus of the old one now gets in the way.
- Technical skillThe budget, the sound, the sign-in desk. Decisive at the lowest levels.
- Human skillNeeded about equally at every level. Visible between meetings, not in them.
- Conceptual skillThe whole picture: how you look from the faculty's side, and where you are in two years.
- The situation
You are the best event organiser in the faculty. In autumn you were elected president, and two months later you look worse than last year.
- What the model says
You have lost nothing. The required mix changed, and you are still doing everything yourself.
- What you do
This week hand one technical task, the sign-in desk say, to a named person and stop checking it.
What it claims
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Who created it
Why this is your problem
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Source
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The primary source is in copyright. This page retells it in our own words and cites it rather than reproducing it.
These works are related to the one you just read — and not by accident:
shared competencies: Self-command, Mobilising others
shared competencies: Self-command, Mobilising others
shared competencies: Self-command, Mobilising others
same competency: Mobilising others
Of the ten gslk competency domains, this work grounds:
The same work written for a member: what to do with it in the club.
Links to publishers and libraries. There are no links to unauthorised copies here, and there will not be.
- Harvard Business Publishing — the 1974 HBR Classic reprint with the author's retrospective
- ERIC — the bibliographic record and abstract
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