One of the core values of most organizations is that of “competence”.

This article seeks to discuss this value from a practical perspective. The first point of call in establishing competence is perhaps, documented evidence of the requisite qualifications. In my humble view, the production of evidence of having been trained in a particular field is distinguished from an assurance that one can actually practice to the expectations of the organization.

 In a certain engagement, and after the process of establishment that my qualifications matched the organization’s needs, I was requested to complete an assignment within three months. The assignment entailed building up a functional structure for a legal directorate and company secretariat.

 I quickly realized that the assignment demanded that I demonstrate my competence beyond my qualifications and curriculum vitae! There were challenges to rise to, cases to be made, communication to be channeled, systems to be established and implemented and so on. I had to garner my experience in the area of practice and called upon my network of professional colleagues and mentors to efficiently and effectively achieve the set targets.

 The lessons I learned from this exercise were priceless. The conscious effort towards designing the scope of work, identifying critical success factors and applying oneself to the task is a demonstration of competence.

 Being aware of the difference between a document confirming your training and demonstration of competence is a good starting point in our journey towards actualization of the value of competence.

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