Episode #49: Super Important Soft Skills

Dale Carnegie Training conducted a global survey to examine what are the key people issues organisations are facing. The research identified three common macro trend areas: Leadership Development, Succession Planning and Employee Engagement.

Leadership Development ideas have been overtaken by the democratisation of innovation through the internet. Leaders no longer have a clear monopoly on information, so where to locate their authority to lead? The concept of “only leaders lead” is being challenged by new business demands, where all must lead, regardless of status or operational level within the organisation. Consequently, there is more demand for staff to develop personal leadership skills, set and manage goals, control emotions, increase productivity and improve internal and external relationships. Is your organization doing this?

Leaders are being driven to find improvements in the way they supervise and manage others, as well as how they influence and collaborate across teams. Organisations are looking for greater communication expertise in aligning others around a clear strategy. Are your leaders skilled in communication?

Succession Planning highlighted preparing for future talent readiness both for growing and declining workforces. Succession planning has taken on a more comprehensive, holistic need. Reactive approaches are being challenged by demands for better, earlier planning for unexpected turnover or absences.

Most advanced economies are facing shortages of younger people, so attracting, retaining and developing staff takes on more urgency. For the most part, people leave bosses not companies, so the leader’s role becomes critical in securing talent.

Osmotic adaption to change is seen as too slow. Organisations however, are struggling to create consistent, robust processes, as opposed to being satisfied with heroic, but episodic efforts. The leader cadre’s ability to stretch and coach talent are even more critical than before. Is this what your leaders are capable of doing and are they doing it?

Employee Engagement survey scores get measured regularly, but they don’t tell much about how to accelerate the drivers of attitude change. Human beings are driven by relationships and emotions. Members of a team are more productive, harmonious and committed if they feel an emotional connection to colleagues, the organisation’s leadership and the direction for the team.

The research found that at the core, people need to feel valued. When they feel valued, they are more confident, which leads them to be more inspired, empowered and enthusiastic. These outcomes create the emotional connection to work that is called engagement. Are you making sure your people feel valued?