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The issue of skills is open. Some skills are visible, but others remain largely invisible. Managerial skills can even be described as blurred because they move and adjust to the context. However, it is possible to identify them in interviews with local public managers when they make decisions, perceive, act, learn, or mobilize teams, or even in their way of being. The conclusion shows the need to take into account complexity, personal development, and projection toward the future in the development of managerial skills.