MORE IDEAS FROM THE ARTICLE
Specific vocational skills are essential - coders should be able to code, salespeople should be able to sell. But, we also need soft skills. By only focusing on the seemingly essential skills, we've reduced the value of the skills that actually matter.
What separates thriving organizations from struggling ones is the "soft" skills. These skills are not negotiable.
If you've got the vocational skills, you're of little help without the human skills. The soft skills, or rather real skills, can't replace vocational skills, but amplify the things you've already been measuring.
For instance, a team member with all the traditional vocational skills is the baseline. Add to that perceptive, charismatic, driven, focused, goal-setting, inspiring, motivated, deep listener, and you have a team member that will benefit the organization in exponential ways.
69% of managers are uncomfortable communicating with their employees.
How does one build organizations that are people-focused, while acknowledging that nearly 70% of managers find communication with their employees uncomfortable?
Organizations know how to measure vocational skills. They know how to measure typing skills for example. However, they are less able to measure passion or commitment.
Organizations hire and fire based on vocational skill output. But, getting rid of a negative thinker or a bully is much more difficult. An employee that demoralizes an entire team is hampering productivity.
Bad leaders take credit for the good things and pin any blame for bad things to others.
Good leaders let the credit go to the team and team members. They only call attention to themselves when they take responsibility for a problem.
In a work setting, it means the transfer of responsibility for a task from a manager to a subordinate.
The decision to delegate is usually made by the manager. However, sometimes an employee will volunteer to take on an expanded role.
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