People: Personal and Social Competences
What People covers
ICB4 People competences are about self-management and relating to others: self-reflection and self-management, personal integrity and reliability, communication, leadership, teamwork and collaboration, conflict and crisis, resourcefulness/negotiation, and results orientation. In assessment, evidence matters: what did you do, what was the effect, what would you do differently?
Traps in questions
- Choosing a task answer for a people problem. A demotivated team member is not fixed by a new RACI chart.
- Confusing assertiveness with aggression; the best answers combine directness with listening.
- Escalating a conflict too early, or avoiding it too long. The mature answer usually involves a structured conversation first, then escalation if unresolved.
- Ignoring integrity: questions reward disclosing bad news early over protecting the manager's image.
- Assuming leadership equals position. Influence and coaching count.
Worked example
Two senior specialists disagree publicly in a steering meeting. Options: (a) let them resolve it, (b) take it offline and facilitate a structured discussion of interests, (c) escalate to the sponsor. The strongest answer is (b), with escalation reserved for unresolved issues affecting delivery. Rule of thumb: separate the people from the problem, then decide whether the issue is about facts, interests, or authority.
Rule of thumb
When in doubt, pick the answer that shows self-awareness plus a deliberate, respectful action - not the one that shows the most control.