Page 112 - Company Excellence

Part II: Chapter 3 ‐ The Competence

consider possible consequences. She may be overly cautious or risk
She may act impulsively and accept averse.
or reject ideas too quickly.

Fig. 8: The personality trait "decision-making

Sometimes people who score low on the decision-making
personality trait can be impulsive and spontaneous in their
thoughts and actions. They perform best in positions where quick
reactions are required or risk-taking is needed to achieve goals.
They probably have the philo- sophy, "It's better to make a decision
now and change it later if necessary, rather than miss an
opportunity."
Those who have scored high, on the other hand, probably tend to
be a bit more cautious when making decisions. For example, the
executive will want to feel confident before making a decision. They
tend to "sleep on it" before deciding to avoid impulsiveness and
wrong decisions.

The link between personality traits and
competencies
All other personality traits are described in similar detail. In addition,
the tool includes a variety of competencies, each of which is linked to
some of the personality traits. In other words, a competence is in each
case related to the personality traits that contribute to the executive's
actual ability to ac- tualize, i.e. exercise, a competence. A
competence can therefore be understood as

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