People likely feared it after watching movies about it - but deep down never imagined it would truly happen. Even when it started to happen, a lot of people were saying “not us” or “not here.” Boy, were we wrong! COVID-19 was declared a pandemic on March 11, 2020, and the world, as we knew it changed.
Business leaders had to quickly adapt. Teams that had never worked remotely were suddenly quarantined at home and forced to figure it out on their own. Employees looked to their leaders for guidance in this unprecedented time, many feared they’d lose their jobs, and for many that fear also became reality. Over six months, more than 60 million Americans filed for unemployment insurance — that's more than the number of claims filed during the 18-month Great Recession. (Business Insider October 8, 2020)
Difficult and painful as it has been, tough times make us grow and learn. Here are some of the biggest lessons leaders have learned through the pandemic:
Many leaders dismissed the idea that remote work would be sustainable. They weren’t convinced that people could get as much done at home as they would in the office. They knew that if their employees went remote, they wouldn’t be able to micromanage them the way they would in the office.
A lot of leaders had to give up that control, in a sense, when COVID struck. Happily, most leaders found that, when push came to shove, their employees stepped up and worked beautifully at home. This had a lot to do with employees being less stressed. They didn’t have to spend time commuting, and they could be close to their loved ones. Leaders were also pleasantly surprised to discover that they could effectively manage a remote workforce.
It’s great news that this new way of working is working, because for many we aren’t going back to our former office environment anytime soon – possibly never. (NYTimes.com October 13, 2020)
Leaders have also learned that transparent communication and emotional intelligence are more important than ever. When you don’t have your team working right in front of you, it’s critical to be more open about what is going on. This includes updating the team on company numbers so that they truly understand how things are going within the business.
Additionally, during meetings and one-on-one coaching, it’s now clear that asking how an employee is doing is truly important -- not just a formality. Leaders don’t need specific details, but if their employee is having a hard time, then they need to be aware. That way, they can figure out a way to help. This not only protects the team’s productivity, but it also makes the employee feel cared about, important, and heard. As a result, that employee will be more engaged and loyal in the future.
While work at home has offered more flexibility – studies find that this pandemic is wreaking havoc on stress levels caused by concern for our families, managing class work while our children learn online at home, and we juggle competing schedules with our new home office mates. While we’re all doing all of this juggling, we’re also working longer days. (Harvard Business School September 14, 2020)
Checking in regularly with your employees and making sure they are “OK” goes a long way. Empathizing with your remote worker’s unique circumstances is more important than ever. Help your employees by focusing on output rather than number of hours worked and be sure to coach and recognize work quality, rather than the time taken.
Take time to laugh over our humanness and celebrate our imperfections. Since everyone is at home, leaders and team members alike are learning about each other’s lives outside of work. Sometimes, video calls can result in embarrassing or awkward moments. Anyone who has had something go “wrong” on a Zoom video call can relate. Babies cry, dogs bark, and cats will walk right in front of the camera. While folks may blush for a moment, it’s not a catastrophic event. Now, most people just ignore these minor distractions. We’re all human, and we’re all giving each other some grace.
In the past, some companies would roll out new technology slowly. The process would include extensive beta testing and troubleshooting. Those times are gone. Now, leaders need to take quick and decisive action.
Any company that didn’t have chat software needed to make a swift decision, implementing one as soon as their employees went remote. Businesses without cloud storage had to make that change quickly as well. There wasn’t time to make sure it was perfect. Leaders are now realizing that this is ok. Done is better than perfect (if there’s such a thing, anyway). The rapid changes also forced “technologically shy” employees to just jump in and not be coddled, which is a good thing for their growth and development.
In fact, a recent McKinsey study asked executives how long they expected it would have taken their companies pre-pandemic to digitize 12 different activities and how long it actually took them once the coronavirus hit. When it came to remote working, companies moved 43 times more quickly than executives thought possible. Technology and collaboration tools are a positive addition to our work cultures.
The choice to go remote was a tough decision, but it had to be made quickly. There wasn’t a lot of time to “workshop” the idea. Companies needed to keep their employees safe and making business operations virtual was the best way to do it in most situations. There was no time for leaders to second guess themselves.
All changes had to be made quickly -- even though not everyone was on board with every single decision. However, if changes are made with honesty and compassion, then they will be better received, despite being difficult to hear and deal with.
“Times, they are a-changin’,” used to just be something that was said, but it was never as true as it is now! Leaders must adapt or be left behind. This has been a learning opportunity for us all. We have learned how we can still work together even though we are apart. We can still be close despite the distance. Leaders have learned that teamwork, even when done remotely, still makes the dream work! There will continue to be more to learn as we figure out what our “new normal” is.
There are many things you can do as a leader to support your business needs and your employees during this unprecedented time.
Hiring, just like everything else, has changed. Let The Omnia Group help your organization hire the best talent to work remotely, lead a team through Zoom calls, and keep morale high! Our behavioral and cognitive assessments are a great way to discover the top candidates for each job opening you have. We also offer virtual workshops on hot topics in hiring and employee development that you can watch anytime! Contact us today!
Every decision made after March 11, 2020, dictated our new reality going forward. After a while, it became clear that nothing is going to go back 100% to the way it was. Things have been irreparably changed. Going forward, we all must adapt. Have you learned anything from COVID-19 about leading a team that wasn’t mentioned here?
Fourth-quarter has always been a huge push for sales teams to finish strong while helping clients spend the year end budget. This 4th quarter is more critical to the success of so many businesses than we’ve ever seen. It could make or break them. Focusing your team on doing what they do best will make a difference.
Selling isn’t easy in the best of times. So, what do you do when you are selling in more challenging times? Most of us remember, not without a certain amount of cringing; the impact 2008 had on sales. It was an economic disaster that required even more, fortitude and grit than usual. Those who succeeded did so because they powered through the tough times using their natural sales strengths, traits like competitive drive, ambition, and resilience. And now, we find ourselves in 2020: new challenges, new economic stressors, both big understatements. We’ve had to adjust, quickly and often, over the last several months. We’ve found new ways of doing business and felt lucky if we could even keep doing business.
While some companies only felt a blip and a few have even done better than before this global health crisis, the truth is that most of us have experienced some serious problems. The economic downturn has severely impacted sales. For a time, finding new business was next to impossible, and holding on to existing business was a significant concern. To borrow from Dickens (sort of), it was the spring of despair, and now we are looking for an autumn of hope.
Salespeople have never had to rely on their sales strengths more than they do right now. And that means you need people with natural behaviors to do well in our new reality. Sales is a constant endeavor of finding opportunities, building a pipeline, and converting leads to sales. It takes a lot of energy. The better suited your salespeople are to the job demands, the less resistance they’ll face internally. As it is, they’ll be facing a lot of resistance externally.
Let’s talk about just what those natural sales traits are.
A high level of assertiveness is critical. On an Omnia, that’s shown as a tall column 1. It’s the single most important trait in most successful salespeople. Naturally, assertive people are win driven and me-oriented; they push for what they want, especially if doing so increases their stake. That’s why salespeople are motivated by commission. They are natural risk-takers who can drive for results that earn them the rewards of a sale.
People with a low level of assertiveness have a high degree of caution, so they are always fighting past their inhibitions when nudging people, including themselves, towards a decision.
It’s harder than ever right now to get a hold of people, and the impact of COVID provides an ideal excuse for prospects not to take or return sales calls, and of course, the face-to-face meeting has been paused for a lot of us. Nonassertive personalities might dial back their efforts to avoid upsetting people, while those with natural ambition and drive are committed to getting up and doing what they’ve always done... find new business. And if that means finding new ways to get or keep business, they are prepared to do that.
Resilience plays a close second to assertiveness. Resilience is the ability to brush off rejection and keep moving forward. Sure, no one likes rejection, that’s a given, but you want salespeople who don’t take it personally. Resilient salespeople understand that rejection is an unavoidable part of sales and that for every “no” they hear, it gets them that much closer to the next “yes.” They learn from every situation, and they don’t let obstacles, objections, or rejections keep them from performing the sales tasks needed to secure a commitment. Coupled with assertiveness, resilient people take rejection as a challenge.
Individuals who lack resilience often struggle to perform the proactive tasks needed because they want to avoid rejection. This is the salesperson who hides behind pre-call planning, documentation and account research rather than putting themselves out there. They also need a lot of time to regain their confidence after they lose a sale. Natural resilience provides the backbone to assertiveness.
Sociability opens doors but isn’t necessarily a critical trait. Social sellers are great at building personal connections with prospects and creating rapport. Analytical sellers, who are socially reserved, are great at providing consultation and solving problems. Both styles are effective, and both appeal to different types of prospects. The problem arises when you have salespeople whose sociability is stronger than their assertiveness. This creates the infamous close reluctance. We call that the networker tendency when the need to be liked is stronger than their need to win. These individuals put the relationship ahead of the sale. They build an impressive list of contacts and collect friends. When they sense hesitation, they tend to back down rather than risk losing their new buddy. People whose assertiveness is stronger than their sociability put the emphasis on the sale. They value the relationship, but they don’t let it get in the way of the deal.
Now that we know what works, what do you do with the information?
Sales Actions in the Age of COVID
As a sales leader, it’s important to tap into that natural drive of your salespeople, especially since it can be hard to feel driven right now. Let’s face it; they are getting shot down more than usual. And while that can’t be an excuse, it does require some new tactics.
Weekly Sales Huddles
Begin each week with a sales huddle to connect your team and start the week with focused goals. These are an effective tool for keeping people stoked and motivated. Sharing wins creates positive energy and a little competitive spirit. Plus, it’s a wonderful way to share ideas and tactics that are working or figure out how to improve on anything that isn’t yielding results. Set weekly goals and post progress against these goals – there’s nothing like a published dashboard to drive energy, build momentum, and fuel the competitive spirit we all have in sales.
Redefine What Winning Looks Like
Assertive salespeople crave challenges; they need ways to win and keep score. If sales are in a slump, look for other ways for them to win. Set weekly challenges and celebrate the wins at the end of each week. It’s getting the most prospects to call you back. It’s securing a demo, making the most calls, filling the pipeline with qualified leads, contacting existing accounts, or other activities relevant to your business. Speaking of existing accounts...
Take Care of Your Clients
Nurturing existing business is always important, but it might look a little different for a while. Encourage your sales team to show their clients that they care about what they are going through. Look for ways your team can support their clients and help solve problems, even if it doesn’t result in a sale at that moment. Now’s a great time to also have those year-end budget discussions with your clients as they develop their strategies for 2021. Look for ways to help them streamline, simplify, and save if you can. Many of your clients may be struggling in their businesses. Doing everything you can to support them and bring forward value could help keep your company off the chopping block when costs get cut, and competitors come calling.
Decide if Your People are Still Your People
Take a hard look at your team. If someone on your team wasn’t cut out for sales before, this environment might be close to impossible for them now. Are you going to invest your time and energy into coaching them, or is it better to release them and look for replacements who are naturally aligned to selling both in good times and bad?
As you head into 2021, it’s important to be sure you have the right people in the right roles to thrive in these challenging times. Natural assertiveness drives salespeople toward new opportunities, while resilience keeps their confidence intact. It’s a winning combination, and leaders need to be confident that their team has these traits. An Omnia assessment is a quick, effective method that quantifies these inherent traits, giving sales leaders knowledge about their salespeople and powerful insight that can drive solid decisions on how you organize your team, possibly change out some of the team, and how to can motivate your sales reps to be their very best.
As an eternal optimist, I’m grateful I’ve managed to keep my optimism through these past few months. And my optimism is always fueled by hope. So here’s to an autumn of hope. Hope for a surge in sales, a return to thriving businesses, a strong economy, a healthy global population... and new sales!
I stole the following from a meme or maybe a T-shirt: Introverts. We’re here, we’re uncomfortable, and we want to go home.
That about sums it up. I’m often uncomfortable around people, and even when I’m enjoying myself, I’m looking forward to being home. I like socializing, but it’s also exhausting. That’s really the crux of being an introvert. I get tired just thinking about interacting with people.
It can be hard to be an introvert at work because communication is vital in business; heck, it’s vital in life. Our work and personal relationships depend upon it. And the fact is, introverts have a lot to say, but if you aren’t asking in the right ways, it could create unnecessary problems.
There’s a big difference between managing a team of hard-charging, fast-talking extroverts and cautious, patient, meticulous introverts. If you’re managing both groups the same way, half your people are miserable. And let’s face it, it’s probably your introverts. They aren’t telling you otherwise or fighting for what they need. You’ll know someone was unhappy when they send you a resignation email. By then, it’s too late, and you didn’t even know there was an issue.
So, I’m here to speak (or rather write) on their behalf. First, we’ve established that I’m an introvert. I also manage a team of introverts, and I’m in the personality assessment business. It’s up close and personal experience at your disposal. But just so you know you are getting your money’s worth out of this blog, I also polled some introverts and asked them what they need from their managers. And while nothing came as a complete surprise, it was helpful to get their point of view. They were also kind enough to share their rationale, which I didn’t even ask for. A bonus of working with detailed, introspective thinkers, you get a lot more than you pay for, like this blog. So here we go:
So, there you have it, ten ways to lead a team of supportive introverts. Here’s to making them more comfortable!
When you think about conflict, you probably picture two (or more) employees disagreeing face-to-face in a meeting or common space at the office. It’s out in the open and usually very apparent. When you think of conflict resolution, you probably picture those involved sitting with a mediator to discuss challenges, miscommunications, and work toward solutions.
This format is tried-and-true, in a traditional setting. But what about the current workplace, where employees are remote and navigating new technologies in addition to outside stressors that may be less apparent?
The current world events, the pandemic, and civil unrest are not the only catalysts to more workers going remote, either full-time or on a hybrid schedule. According to a study from October 2019, the number of people who work from home had increased by 140% since 2005.
Additionally, it can be difficult getting everyone involved in a conflict on the same phone call and emails rarely help clarify once an issue has escalated.
Not necessarily. Most conflicts arise due to communication issues. This is true in the workplace and personal relationships, so it shouldn’t be a surprise. What’s important is that you understand how dynamics, and even behaviors, can shift in a remote versus physical space and how each team member communicates. Armed with this knowledge, which behavioral and personality assessments can assist with, you can head off miscommunication before it becomes a real problem.
There are three truths to virtual environments and human behavior that can help you prepare:
We’ll explore each of these then discuss steps to manage conflict among a remote team.
If you’ve spent any time on social media or message boards, you know the internet is a hotbed for trolls. Even in professional communication, employees can feel empowered to be more brazen, or short, in responses and quick to share opinions without thinking that they may have held their tongue on if they were looking the person in the eyes. If you are a woman and/or BIPOC on LinkedIn, you know what we mean.
In fact, this behavior is so common it has a name: online disinhibition effect. “Online disinhibition is the lack of restraint one feels when communicating online in comparison to communicating in-person.” (Wikipedia). This effect ranges from sharing personal thoughts and fears that would otherwise remain hidden to using rude language and making threats. The distance, coupled with a lack of immediate response, can make employees more cavalier and confident in what they’re saying.
Tone is another consideration. Even if a colleague isn’t experiencing the online disinhibition or trying to be rude, wording or tone can sometimes be misconstrued by the recipients. Ever bristle at a curt email response? If you’re in the habit of sending quick emails, which we’ve all done, know that it can cause co-workers to worry about or misconstrue responses.
This may impact 100% of remote workers more than those sent home for health and safety reasons; however, it’s a good factor to consider when working with a team. The lack of physical presence can warp an employee’s perception of their status, affecting how they interpret the tone of digital communication.
Another study polled more than 1,100 employees to learn whether they feel connected while working remotely. This was again before the current events, but remote employees felt they couldn’t fight for their priorities, that on-site colleagues gossiped about them, and that project changes were not communicated to them properly.
Obviously, these worries will impact how an individual reads a written communication and can affect how they perform and how they feel connected to the company culture.
All that said, some employees will actually thrive in remote environments. It’s not only your less vocal colleagues, either. While remote teams seem like they could promote miscommunication or arguments, they can actually help the focus stay on the work.
When you’re on the phone or communicating through the email, you’re less likely to detect annoyances, including eye-rolling and other cues, which allow you to focus on the work and the work's content.
Remote employees can express their frustration without others noticing and move along in the work process without creating internal issues or causing a negative reaction.
Half the battle of reducing and resolving conflicts within remote teams is quite simply enhancing communication and employee confidence within the organization. Remote work isn’t why conflicts occur, though it can lead to increased confusion when not managed correctly.
Conflicts and conflict resolution are part of every company. It’s very human, and companies are made up of humans, so there’s no avoiding it completely. If you react quickly and take concrete steps to find solutions, you, your team, and your company will be in a better position than hoping interpersonal or interdepartmental conflicts will resolve themselves.
Start by identifying where remote communication is failing and what sources of conflict are common in your organization. These four common factors tend to lead to conflict in the remote workplace:
You may notice many of these sources of conflict intertwine. For example, a remote employee who does not receive the communication they need for a project leaves them uncertain about their role and overall goals.
Once you have the conflict source, you can take steps to solve it and ideally prevent it in the future.
Managers play a key role in conflict escalation and resolution. Unsurprisingly, those trained to identify and solve conflicts will be better off than those who cannot identify the symptoms. Not only will management fair better with some instruction, training, and insight into their teams, so will the team dynamic, the company, and the bottom line.
It can be helpful to watch for behavioral changes, as these may indicate a miscommunication is occurring, and conflict management may be necessary. A few examples of behavior changes include:
Much like you’d lean on physical cues to signal crucial changes in behavior while in-person, while these cues can’t replace casual, in-person contact, they are important to recognize.
We know you’re very busy and don’t always have time to notice small behavioral changes. However, noticing and addressing these changes can prevent major problems (like project delays and employee turnover) from surfacing in the future.
Most miscommunication is caused by employee perception. Understanding this and developing trust within your team can enable them to assume positive intent. This is helpful when you’re busy on another project resulting in a lack of communication or a curt response. Rather than viewing this as a personal slight, your employees will view it with positive intent and know it’s not personal.
As the manager, it can encourage and remind your remote teams to assume the sender's intent is positive and innocent.
However, if it becomes clear that there is a problem or conflict, temporarily stop communicating. Take a step back to gain perspective. Breathe. Then consider whether involving management or another mediator is necessary to reach a solution.
Professional disagreements happen. That’s not the problem here. We want to prevent conflict if possible, then keep it from escalating to a personal fight if a disagreement does occur.
It can be tempting to avoid conflict by downplaying an issue. What you’re actually doing is setting the stage for more problems and challenges with mediation.
Consider a scenario in which an employee decides their overreacting to a perceived problem or slight, and stays silent to keep the peace. Rather than addressing the issue, they’re actually normalizing the other person’s actions while delegitimizing their own feelings. Now consider what would happen should this dynamic continue. The peace-keeping employee most likely becomes increasingly disturbed and frustrated by the non-normalized behavior.
While it can be uncomfortable to address problems, you must model for and encourage your employees to address issues. Employees should have access to communication and problem-solving training, while managers must learn how to mediate and thoroughly address issues.
You have processes for everything else. Well, you need one for problem-solving and conflict resolution. Like every other scenario, this sets the stage, so you’re ready when conflict arises, and no one needs to panic. A sample process for remote teams dealing with conflict includes:
Instead of bottling up problems or escalating conflicts, this process helps the entire team learn to identify problems and cleanly handle them without turning professional disagreements personal.
When your team has a conflict resolution process to follow, employees and managers can solve issues without escalating them to the CEO.
This one may be a surprise to you if you’re new to leading a team. Many employees believe their managers expect all workers to like each other and get along. While this utopian scenario sounds nice, it’s not likely, especially the larger your organization grows. Personality clashes occur. Therefore, creating conflict resolution strategies that are goal-oriented can go further and last longer than expecting employees to become friendly.
It helps if you clarify the end goal of conflict resolution to the business up front, rather than forcing employees to pretend they get along.
You probably know that team-building is a great way to build communication and foster a group mentality in your organization. If you’re new to managing a remote workforce, you may be at a loss how this translates into a virtual world. One way to encourage team-building is to ensure your remote employees are involved in weekly updates, cross-department meetings, regular check-ins, and maybe even a water-cooler talk time to let people meet and chat about things other than work if they have a moment in their day.
One easy way to encourage engagement is during your weekly updates. Even if it takes less than 15 minutes, open with an ice breaker question (“what are you reading/watching/listening to this week?”) and give your remote team space to ask questions and learn after the updates. It’s easy to overlook, but these calls are essential for making your remote employees feel like they’re part of the team.
Omnia offers an easy-to-implement behavioral assessment so you can get started right away. Results are instant, digestible, and actionable. If you want even more insight, our team can provide you with an in-depth analysis of your assessment data. Remember: we’re here to help you improve your hiring and interview process so that your company continues to thrive!
During times of crisis or uncertainty, your employees count on your empathy and ability to help them cope with current events and ultimately get through to a brighter tomorrow. Unsupported team members are at high-risk for being unmotivated, withdrawn, on edge, or even physically absent. On the flip side, a well-guided team will unify, adapt, rise to the occasion, and put the company in the best possible future position.
To effectively lead under these circumstances, you need a communication plan tailored to your team’s communication style and preferences.
Let’s dig into that.
When the world has been upended, some of your employees may panic. Unfortunately, panic is contagious, and its spread can spark rumors, kill productivity, and lead to low team morale. Fortunately, you can keep everyone calm and the situation under control by implementing a communication plan that does these four things:
Let’s look at each in turn.
To prevent rumors from flying, you need to provide timely and honest information to your employees. In the absence of information, people form their own conclusions, and stress multiplies. Sharing information continually helps build trust and diminishes their fear of the unknown. It’s okay to express the situation's seriousness and admit when you’re not sure about something. Even letting your team know you’re not sure of a decision yet is perfectly fine. Your team will appreciate your transparency.
For best results, make sure that crisis-related messaging is consistent across the entire firm -- and not different from team to team. This is a great time to use collaboration tools such as Microsoft Teams, Slack, and video conferencing to vary how you distribute messages and encourage input. At Omnia, we’ve seen a tremendous increase in cross-company communication through the use of channels and polls on Teams. It’s also been a great way to keep a constant pulse on engagement across the teams while everyone is currently so distributed.
While open communication at a company-wide level goes a long way to build trust, you should also reach out to team members individually. Allow individuals to express their emotions, frustrations, and fears in a safe, judgment-free environment.
Don’t be afraid to share your emotions, too. Being warm, personable, and vulnerable shows the employee that you “get it” and builds a sense of camaraderie. While time constraints are understandable, try to reach out multiple times -- especially during prolonged periods of uncertainty.
A crisis often causes confusion, so your employees may not know what they should be doing. To guide them, give them clear instructions on how to support your customers -- and each other.
Remember, since the future is full of question marks, your guidance needs to be concrete and focused on the short-term. Finally, your team needs a continuous source of support to navigate these tough times. So, make sure you follow up often and are easily accessible to answer their questions.
During times of crisis, team unity is critical. A tight-knit group will be more committed to each other -- and the company. To promote unity, speak to the collective talent and strength of your organization. While you shouldn’t make any promises about how the firm will ultimately fare, tell stories about how it has adapted and overcome in the past.
To keep spirits high, remain ever hopeful, and assure your team that you’re in it with them for the long haul. You should also empower your group. Ask them to tap into their strengths. Encourage them to do their best work, given the circumstances. And remind them that they play an important role during these challenging times. Find ways to share what people are doing to learn and apply new skills, and spotlight the impact these are having on your customers and the business.
Your employees have different communication styles and preferences. To ensure that they get the information and support they need, it’s important to be aware of them. Then, you can tailor your approach to each team member.
For example, some of your employees may be extremely analytical. They’re more focused on facts, processes, and numbers than interpersonal relationships. In these cases, you should paint the picture of the situation in a linear manner with supporting statistics, if possible. They will value timetables, and firm commitments of when actions will occur or additional communication will come. Conversely, your more relationship-oriented employees will care more about the impacts of those statistics on actual human lives and may appreciate a video conference over an email or phone call. This group will also value being able to verbally process the messages they are hearing with their colleagues. In the end, you’re providing the same information, just presented differently.
Further, some of your employees thrive in a fast-paced, swiftly changing setting and can handle getting the whole story all at once. Yet, other team members process information more methodically and need to focus on each detail separately. What’s important is that you factor in these varieties of styles and adjust your delivery depending on who you’re speaking with to ensure they get the information they need.
If you’re not sure about your employees’ communication styles, an Omnia behavioral assessment can help! Assessments are short and simple to take yet can reveal behavioral insights you might not have known, even after working with someone for weeks and months. Assessment results will enable you to communicate with and manage each team member more effectively. You’ll unlock how they work best so you can fully utilize their strengths. It’s quick and easy to get started!
When circumstances are difficult or ambiguous, strong leadership and effective communication are even more critical. Your employees will rely on you to support, encourage, and guide them. If you provide consistent, tailored communication with empathy woven throughout, your team will come together, support each other more, and can bravely face what’s to come.
You may be a computer whiz, a scientific genius, or a master of mathematical theories. However, to be successful, you need more than just expertise in your given specialty. In fact, according to the National Association of Colleges and Employees (NACE), when participating employers were asked to name the attributes they seek in candidates, they gave their highest scores to the following three traits:
Interestingly, technical skills (59.6%) and computer skills (55.1%), often considered among the most important skills an applicant can possess in today’s high-tech job market, ranked quite low by comparison. The results clarify that employers are paying much closer attention to soft skills in the workplace than they did in years past. In response to the demand for employees who also possess emotional intelligence, some postsecondary schools incorporate soft skills in scientific and technical specialties. For example, Penn State’s Engineering Department offers a career development class for junior and senior engineering students, including team-building skills, communication skills, and leadership strategies.
Soft skills are broadly classified as a combination of personality traits, behaviors, and social attitudes that allow people to communicate effectively, collaborate, and successfully manage conflict. People with good soft skills tend to have strong situational awareness and emotional intelligence to navigate difficult working environments while still producing positive results. This is especially important for leadership positions because good leadership is more about managing people and directing their efforts toward the desired outcome rather than bringing any specific technical skills to bear.
Another benefit of soft skills in the workplace is that they help people to adapt to changing circumstances. Being able to communicate effectively during a time of uncertainty or collaborate with others when solutions aren’t immediately obvious is hugely important whether someone is in a leadership position or not. Given their many applications, it’s hardly surprising that organizations are doing more to assess a candidate’s soft skills during the interview process.
Also Popular: 10 Interview Questions to identify soft skills
Companies want employees who can supervise and direct other workers. They want employees who can cultivate relationships up, down, and across the organizational chain. Leaders must assess, motivate, encourage, and discipline workers and build teams, resolve conflicts, and cultivate the organization’s desired culture. Understanding how to influence people and accommodate their needs is an essential element of leadership. All too many companies overlook when they place someone with the most technical expertise in a position of authority. Soft skills development is often a key component of leadership training.
Most employees are part of a team/department/division, and even those who are not on an official team need to collaborate with other employees. You may prefer to work alone, but it’s important to demonstrate that you understand and appreciate the value of joining forces and working in partnership with others to accomplish the company’s goals. This shows that you possess the soft skills necessary to engage in productive collaboration.
Successful communication involves five components. Verbal communication refers to your ability to speak clearly and concisely. Nonverbal communication includes the capacity to project positive body language and facial expressions. Written communication refers to your skillfulness in composing text messages, reports, and other types of documents. Visual communication involves your ability to relay information using pictures and other visual aids. Active listening should also be considered a key communication soft skill because it helps you listen to and actually hear what others say. You need to be able to listen to understand how to best communicate with someone. Without strong listening skills, any communication efforts will be one-way and probably ineffective.
Many applicants try to minimize problems because they don’t understand that companies hire employees to solve problems. Glitches, bumps in the road, and stumbling blocks are all part of the job and represent learning opportunities. The ability to use your knowledge to find answers to pressing problems and formulate workable solutions will demonstrate that you can handle – and excel in – your job. Discussing mistakes and what you learned from them is an important part of building a soft skills resume.
While you may have a manager, companies don’t like to spend time micromanaging employees. They expect you to be responsible and do the job you’re getting paid to do, which includes being punctual when you arrive at work, meeting deadlines, and making sure that your work is error-free. And going the extra mile shows that you’re committed to performing your work with excellence.
In the 21st century, companies need to make rapid (and sometimes drastic) changes to remain competitive. So they want workers who can also shift gears or change direction as needed. As organizations have become less hierarchical and agile over the last decade, it’s more important than ever for employees to be able to handle many different tasks and demonstrate a willingness to take on responsibilities that might lay outside their area of expertise.
This is a broad category of “people skills” and includes building and maintaining relationships, developing rapport, and using diplomacy. It also includes giving and receiving constructive criticism, being tolerant and respectful regarding others' opinions, empathizing with them. This is among the most important of all the soft skills examples because it is central to building teams with a strong foundation of trust and accountability.
But suppose you don’t have these skills? It’s never too late to develop them. For example, you can learn a lot by observing other people within a company who excel in these seven areas. Also, offering to take on more responsibilities at work (serving on committees, planning events, etc.) can help you gain valuable experience. Also, consider taking online soft-skills courses. Developing emotional intelligence will make you a more valuable employee and increase your chances of career success.
Employee assessments can also reveal areas where improvements could be made, making it easier to put together a development plan to address those needs. People often focus specifically on technical skills or competencies when planning their development, but neglecting soft skills can make it difficult to succeed in future positions that require a high degree of emotional intelligence and social interaction (in other words, just about any leadership position).