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Interacting and building essential relationships with colleagues, clients, partners, competitors and other stakeholders.
How you listen to and communicate with others impacts interpersonal excellence
Each of the five key stages is written in first person, to enable the individual to benchmark and assess their competence. The stages all align to one of the CMI Membership Grades, build on the competencies from the previous stage and underpin CMIs key products and services (including apprenticeships, qualifications, ManagementDirect content)
Aspiring Manager (CMI Membership Grade - Affiliate)
Relates to individuals that are just at the start of their management and leadership career. (Typical roles could include Team Leader, Front Line Worker, Generalist)
First Line Manager (CMI Membership Grade - Associate)
Relates to practising First Line Managers. They supervise and/or manage a team to achieve clearly defined outcomes. (Typical roles could include Team Leader, Supervisor, Project Officer)
Middle Manager (CMI Membership Grade - Member)
Relates to managers and leaders who manage staff and activities with a level of autonomy as part of the delivery of their organisational strategy. (Typical roles could include practising Operations Manager, Departmental Manager, Regional or Divisional Manager, aspiring Chartered Managers)
Senior Manager (CMI Membership Grade - Chartered Manager)
Relates to experienced managers and leaders that drive business activities in order to deliver long term organisational success. (Typical roles could include Professional Manager, Senior Manager or Director)
Executive (CMI Membership Grade - Fellow Or Chartered Fellow)
Relates to leaders and managers that formulate the strategic direction of the business in line with their organisation’s mission, vision and values. (Typical roles could include practising or aspiring CEO, Managing Director, Director)
Requires managers and leaders to create and/or maintain a culture where everybody has a sense of purpose and knows what is expected of them at work
disseminating how and why these influence its culture, focus and impact on staff
Requires managers and leaders to enable people to achieve the things they never thought they could
Requires managers and leaders to build effective relationships and networks, by bringing the outside in and influencing with integrity
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