Professionalism
Northern Kentucky University College of Business

 

 

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Professionalism (Updated 06/02/2008 10:33 AM )

Surprisingly, personal skills and character strengths often determine an individual's success as a manager--even more so than technical skills.  These personal and character strengths define "professionalism"--how you conduct yourself daily both in the workplace (and outside the workplace for that matter).  The good news is that professionalism is one skill set that anyone can adopt.  

During the term I will evaluate how well you exhibit professionalism.  It will be based on my subjective assessment.  Here are some representative behaviors that will help you obtain a good professionalism mark:

  • attending class
  • being on time for class
  • participating in class discussion
  • making sure that I know your name (for example, introducing yourself outside of class)
  • repeated attempts to improve work (persistence)
  • signing your work (e.g., initialing your memos)
  • contacting me ahead of time when you have problems/conflicts
  • doing more than what was asked
  • keeping your commitments
  • neat, organized work
  • showing initiative
  • dealing with disappointment like an adult
  • giving yourself enough time to complete projects

Want to pick up 0 professionalism points (yes, you could score 0% here)?  Here's how you'll mark poorly for professionalism:

  • rarely attending class
  • when in class, appearing uninterested (clock watching, etc)
  • coming late, leaving early from class
  • showing no desire to improve
  • not keeping commitments (deadlines, etc)
  • dealing with issues at the 'last minute'
  • cell phone going off during class
  • sleeping in class
  • frequently talking with others during a lecture
  • sloppy work
  • working on other subjects during class
  • dealing with disappointment like a child

Hopefully you get the picture.  If you want to advance as a manager, developing character traits of professionalism will take you far.

 

Copyright© 1999-2009 Matthew W. Ford.