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Does each level within the organization have need for both technical skills and people skills? This slide demonstrates how the needs for these skills change as we move up within our organizations.
Individual Contributors, where the “Rubber Meets the Road” folks need more technical skills coupled with some basic understandings of the people skills.
Supervisors need somewhat less technical skills and have need for more people skills to effectively carry out the strategies of people and systems that maintain or improve business results lending to Loyal Customers and profitability. Often supervisors are selected because they are the most knowledgeable and best individual performance contributors. It is not unusual to fail as a supervisor. Consider the amount of time, effort, and training needed in order to achieve top individual contributor. Compare that to the development work invested to become a good supervisor of people. Frequently we fail to develop the skills needed.
Middle Management needs a good deal of balance in both technical and people skills as they are the Leaders who must lead implementation of the Strategic Plan for Business Results that maintains and gains Loyal Customers and lends to the bottom line profitability of the organization.
Upper Management needs strong people skills and leadership. They are responsible for developing the Strategic Plan and must lead the rest of the organization in its implementation.

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