As a manager, you make decisions that affect people, projects, and productivity. While you are probably not an expert in every function or task that the employees in your department perform, you should have considerable expertise in key jobs — manufacturing processes, art direction and account management, lab techniques, whatever functions are your department's responsibilities. If your primary strength is your people skills, you're the manager most likely to get left behind when downsizing or a power struggle hits.

Sean and Christine were both managers at Artful Advertising. Sean had the rare ability to get along with almost everybody, which is how he ended up being promoted to manager of the customer service department. Even irate customers calmed down when Sean took their calls or came to the front counter to listen to their complaints.

Sean had been in his position for five years and had allowed himself to become comfortable. Processes and procedures changed, but he didn't do much to find out how. As long as he knew enough to oversee the efforts of his employees to address customer service issues and handle the difficult situations himself, Sean didn't feel a need to keep up on the details of every aspect of the company's functions. After all, he was a manager, and his job was to manage the people who performed those functions.

Christine was the production manager. She had started as a film assistant in the printing department seven years ago, and worked in various positions including copy writer and account representative. One reason Christine was so effective was that she knew everyone's jobs well enough that she could do them herself, so she knew who to assign to which projects. Under Christine's direction, the production department operated smoothly and efficiently. The employees in her department respected Christine as a manager they could come to for anything.

Then Artful Advertising's CEO retired, and there was an intense internal struggle for power. One of the two vice presidents vying for the vacated top spot favored consolidating departments to streamline operations, while the other advocated acquiring a smaller competitor to expand the company's market presence. In the end the consolidator won out. The realignment trimmed six management positions and realigned others. Managers who wanted to stay with the company had to apply for the jobs they wanted.

The new executive management regime wanted managers with diverse capabilities. Although Sean had once known the company inside and out, he had let his knowledge and his skills slip. His interview went poorly, and he chose to resign before the final decisions came down. Christine was promoted to director of what became the production division, responsible for overseeing the art, copywriting, design, and printing departments.

Maintain Your Core Skills

There are many ways to keep your core skills sharp. If you are a working manager, you have daily exposure to the changes taking place in your profession. Pay attention to these changes, even if it seems they don't affect you directly. At a minimum, you should do the following:

• Enroll in any workshops or classes your company offers. Large companies often have training departments that develop and deliver classes to teach customer service skills, quality improvement methodologies, computer and technology skills, and other subjects relevant to the needs of the company's employees.

• Maintain active membership in relevant professional organizations. Don't just sign up and pay your dues; go to the meetings, conferences, and workshops. Network. Build relationships with people who work for other companies.

• Maintain any licensure or certification essential to work in your core skill area.If you are a licensed professional working in an area that doesn't count toward the hours your state requires to maintain licensure or certification, work some evenings and weekends in a job that will give you countable hours (sometimes volunteer hours count).

• Take continuing education (CE) courses.Some professions require continuing education, while in others it's optional. It's always to your advantage to stay abreast of current developments in your career field.

• Continue your formal (college) education. If you have a two-year associate degree, go back for a four-year bachelor's degree. If you already have an undergraduate education, consider a graduate program. Many degree programs have options targeted to working adults, including evening and weekend classes, Internet classes, and correspondence classes.

Many companies will pay, or reimburse, you for costs related to keeping your skills current or learning new skills that are relevant to your job. Even if you're not technically a working manager, it's a good idea to keep yourself involved in the functions of the jobs within your department or work group.

Stay Sharp As a Manager

Of course, it is possible for a manager's core skills to be in management. Some people who excel in directing and mentoring might not have core skills in the areas they supervise, though this is becoming increasingly uncommon as companies continue looking for ways to get the most from or for the least (“efficiency in resource management”). If you are such a manager, it's all the more important that you remain ahead of the curve when it comes to changes in trends and approaches. Make sure you know the latest management theories, principles, and practices.

It's still a good idea for you to develop some skill strengths in areas that will continue to be important across the board in business. Learn the basics about the key tasks of employees who report to you so you understand their contributions and how each piece fits into the whole. This also helps you to delegate more effectively and to monitor progress as well as outcomes using measures that are relevant and appropriate.