Effective leaders have Skills which are naturally developed and unconsciously with consistently which demonstrated in the every action. It is important that they speak clearly and loudly, maintaining a positive tone. Bosses appreciate administrative assistants who can help them manage their calendar and remind them of meetings or deadlines. This human skill can be developed by some individuals without formalized training. The literature of executive development is loaded with efforts to define the qualities needed by executives, and by themselves these sound quite rational. The administrator needs: (a) sufficient technical skill to accomplish the mechanics of the particular job for which he is responsible; (b) sufficient human skill in working with others to be an effective group member and to be able to build cooperative effort within the team he leads; (c) sufficient conceptual skill to recognize the interrelationships of the various factors involved in his situation, which will lead him to take that action which is likely to achieve the maximum good for the total organization. Human skill, the ability to work with others, is essential to effective administration at every level. These may appear to be highly subjective evaluations and to depend for validity on the human skill of the rater. Hence, the success of any decision depends on the conceptual skill of the people who make the decision and those who put it into action. This separation of effective administration into three basic skills is useful primarily for purposes of analysis. Moreover, he must change his management style and strike different balances among his personal skills as conditions change or as his organization grows in size and complexity. “Village” type operations with small working groups and informal organizations were the rule. So the principal criterion of skillfulness must be effective action under varying conditions. Executives are being tested for everything from “decisiveness” to “conformity.” These tests, as a recent article in Fortune points out, have achieved some highly questionable results when applied to performance on the job.10 Would it not be much more productive to be concerned with skills of doing rather than with a number of traits which do not guarantee performance ? Different people learn in different ways, but skills are developed through practice and through relating learning to one’s own personal experience and background. Obviously, this is an ideal and wholly natural procedure for administrative training, and applies to the development of technical and human skill, as well as to that of conceptual skill. Filing, sorting, and general organisation skills are essential for office administrators. Then this conversation took place: Production Manager: “I’ve had a lot of experience with conveyors. Then we give the young fellows a chance to ask questions to let them find out about the company’s history and how and why we’ve done things in the past.”. Do you know the three types of learning styles? Being able to remember detail and execute all tasks in a specific way is a key business administration skill. To be effective, he must develop his own personal point of view toward human activity, so that he will (a) recognize the feelings and sentiments which he brings to a situation; (b) have an attitude about his own experiences which will enable him to re-evaluate and learn from them; (c) develop ability in understanding what others by their actions and words (explicit or implicit) are trying to communicate to him; and (d) develop ability in successfully communicating his ideas and attitudes to others.11. Human skill seems to be most important at lower levels, where the number of direct contacts between administrators and subordinates is greatest. The results were lower costs, greater productivity, and higher morale than the production division had ever before experienced. Prioritization. A strictly informative program was described to me recently by an officer and director of a large corporation who had been responsible for the executive-development activities of his company, as follows: “What we try to do is to get our promising young men together with some of our senior executives in regular meetings each month. In view of the vast amount of work which has been done in training people in the technical skills, it would seem unnecessary in this article to suggest more. By helping to identify the skills most needed at various levels of responsibility, it may prove useful in the selection, training, and promotion of executives. On the job, there should be frequent opportunities for a superior to observe an individual’s ability to work effectively with others. For example, a production manager may be most efficient if he puts all his emphasis on obtaining a high degree of reliability in his production schedule. 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