Go from Good to Great, from Great to Exceptional! It s all about the Soft Skills. John Spencer RIM Service Delivery Manager Ernst & Young LLP

Transcription

1 Go from Good to Great, from Great to Exceptional! It s all about the Soft Skills. John Spencer RIM Service Delivery Manager Ernst & Young LLP ARMA SW Region Chapter Advisor Marketing/Membership

2 My goal Add clarity around soft skills Provide basic understanding of soft skills Offer practical and actionable guidance for enhancing your soft skills Offer simple guidance to make it easier for you to navigate in the Emotional Intelligence landscape

3 What s In It For Me? (WIIFM) Gain a competitive advantage Create more productive conversations Improve your work relationships Manager Co-workers Direct reports Improve your leadership and management effectiveness Improve your sales and customer service Improve employee performance, productivity, and satisfaction Establish your professional brand Create partnerships and promote collaboration Build and strengthen your network Exist in the Emotional Intelligence landscape Influence your success Stakeholders Customers

4 Hard Skills (Academic) vs Soft Skills (Behavior) Soft skills (Right Brain-emotional center) These are the skills that enable us to engage and get along with people on a personal and emotional level. These skills give us the power to express ourselves effectively and, they allow us to understand and connect with others how we behave (Interactional Behavior) and present ourselves. Rules change depending on company culture and people. Hard skills (Left Brain-logical center) These are the academic or trade skills. Technical skills (Example-math, physics, computer programming, accounting, engineering). Rules stay the same regardless of company.

5 Softs Skills (Interactional Behavior): Two Categories 1. Self-Management Skills How we manage ourselves HOW WE BEHAVE 2. People Skills How we handle relationships with others Source: Lei Han Career Strategist

6 What are soft skills? How we behave 1. Self-Management Skills How we manage ourselves Skills you use to manage your emotions (behaviors), perceptions, and reactions for example, the ability to stay calm in a stressful situation or bounce back after experiencing a setback in your career Understanding your own impact on situations and people, knowing what makes you tick, understanding their motives and feelings, and having the ability to adapt your behavior to what the situation dictates HOW WE BEHAVE 2. People Skills How we handle relationships with others Skills that enable you to effectively interact with other people so you can build meaningful work relationships Being able to work with a wide range of people regardless of their personalities or talents, building rapport with your superiors, and more

7 What are soft skills? How we behave 1. Self-Management Skills How we manage ourselves Skills you use to manage your emotions (behaviors), perceptions, and reactions for example, the ability to stay calm in a stressful situation or bounce back after experiencing a setback in your career Understanding your own impact on situations and people, knowing what makes you tick, understanding their motives and feelings, and having the ability to adapt your behavior to what the situation dictates HOW WE BEHAVE 2. People Skills How we handle relationships with others Skills that enable you to effectively interact with other people so you can build meaningful work relationships Being able to work with a wide range of people regardless of their personalities or talents, building rapport with your superiors, and more People issues emerge when reality, and perception of reality, begin to drift apart.

8 What are soft skills? How we behave 1. Self-Management Skills How we manage ourselves Skills you use to manage your emotions (behaviors), perceptions, and reactions for example, the ability to stay calm in a stressful situation or bounce back after experiencing a setback in your career Understanding your own impact on situations and people, knowing what makes you tick, understanding their motives and feelings, and having the ability to adapt your behavior to what the situation dictates HOW WE BEHAVE 2. People Skills How we handle relationships with others Skills that enable you to effectively interact with other people so you can build meaningful work relationships Being able to work with a wide range of people regardless of their personalities or talents, building rapport with your superiors, and more Consider the following: Cultural influences Gender Age Educational backgrounds Unknown personality traits Varying value systems Family communication dynamics

9 Softs Skills (Interactional Behavior): Two Categories 1. Self-Management Skills How we manage ourselves Emotional Intelligence 1. Self-awareness 2. Self-regulation (self-control) 3. Self-motivation 4. Stress management 5. Empathy 6. Social-awareness Relational Diversity Cultural Age Gender Organizational Awareness Political Awareness 2. People Skills How we handle relationships with others People flexibility Verbal & Non-verbal communications Interpersonal relationships Listening Likability Project a positive behavior Leadership Teaming Builds trust Networking Genuine interest in others

10 Softs Skills (Interactional Behavior): Two Categories 1. Self-Management Skills How we manage ourselves Emotional Intelligence 1. Self-awareness 2. Self-regulation (self-control) 3. Self-motivation 4. Stress management 5. Empathy 6. Social-awareness Relational Diversity Cultural Age Gender Organizational Awareness Political Awareness 2. People Skills How we handle relationships with others People flexibility Verbal & Non-verbal communications Interpersonal relationships Listening Likability Project a positive behavior Leadership Teaming Builds trust Networking Genuine interest in others SELF- AWARENESS SELF- AWARENESS SELF- AWARENESS

11 EMOTIONAL INTELLIGENCE (EI)

12 Common Myths about Emotions at work Myth #1: There is no place for emotion in the workplace Myth #2: We don t have time to talk about people s feelings Myth #3: Other people cause our feelings. We have no control over how we feel

13 What is Emotional Intelligence? Emotional Intelligence is having the skill and ability to recognize, understand, and use emotions to successfully manage our day to day interaction with self and others In short, emotionally intelligent people use their thinking and behavior to guide their emotions rather than letting their emotions dictate their thinking and behavior Source: Society of Emotional Intelligence

14 What is Emotional Intelligence? Emotional Intelligence is having the skill and ability to recognize, understand, and use emotions to successfully manage our day to day interaction with self and others In short, emotionally intelligent people use their thinking and behavior to guide their emotions rather than letting their emotions dictate their thinking and behavior Source: Society of Emotional Intelligence

15 What is Emotional Intelligence? Emotional Intelligence is having the skill and ability to recognize, understand, and use emotions to successfully manage our day to day interaction with self and others In short, emotionally intelligent people use their thinking and behavior to guide their emotions rather than letting their emotions dictate their thinking and behavior Source: Society of Emotional Intelligence Self-awareness Self-regulation Self-motivation Stress management Empathy Social-awareness

16 What is Emotional Intelligence? Emotional Intelligence is having the skill and ability to recognize, understand, and use emotions to successfully manage our day to day interaction with self and others In short, emotionally intelligent people use their thinking and behavior to guide their emotions rather than letting their emotions dictate their thinking and behavior Source: Society of Emotional Intelligence Self-awareness Self-regulation Self-motivation Stress management Empathy Social-awareness

17 Self-awareness is the foundation for EI Self-awareness is the secret weapon of the 21st century. As an organizational psychologist, I ve found that people who understand who they are and how they re seen make smarter choices, build better relationships, and enjoy more successful careers. - Tasha Eurich

18 Self-awareness is the foundation for EI Self-awareness is the secret weapon of the 21st century. As an organizational psychologist, I ve found that people who understand who they are and how they re seen make smarter choices, build better relationships, and enjoy more successful careers. - Tasha Eurich Perform better at work More promotions Lead more effectively Stronger financial performance

19 Self-awareness is the foundation for EI Self-awareness is the secret weapon of the 21st century. As an organizational psychologist, I ve found that people who understand who they are and how they re seen make smarter choices, build better relationships, and enjoy more successful careers. - Tasha Eurich 95% of people think they have good self-awareness

20 Self-awareness is the foundation for EI Self-awareness is the secret weapon of the 21st century. As an organizational psychologist, I ve found that people who understand who they are and how they re seen make smarter choices, build better relationships, and enjoy more successful careers. - Tasha Eurich 95% of people think they have good self-awareness 10-15% of people actually possess the skill

21 How to increase your Self-Awareness Be Intentional Learn the truth about yourself

22 How to increase your Self-Awareness Be Intentional Learn the truth about yourself Examine how you make appraisals Consider the following: Cultural influences Gender Age Educational backgrounds Unknown personality traits Varying value systems Family communication dynamics

23 How to increase your Self-Awareness Be Intentional Learn the truth about yourself Examine how you make appraisals Pay attention to how your behavior and body language impacts others

24 How to increase your Self-Awareness Be Intentional Learn the truth about yourself Examine how you make appraisals Pay attention to how your behavior and body language impacts others Find loving critics Reality advisors People issues emerge when reality, and perception of reality, begin to drift apart.

25 How to increase your Self-Awareness Be Intentional Learn the truth about yourself Examine how you make appraisals Pay attention to how your behavior and body language impacts others Find loving critics Reality advisors Practice self-evaluation and reflection

26 How to increase your Self-Awareness Be Intentional Learn the truth about yourself Examine how you make appraisals Pay attention to how your behavior and body language impacts others Find loving critics Reality advisors Practice self-evaluation and reflection

27 Signs of HIGH Emotional Intelligence 1. You are curious about people 9. You know where you need to grow 2. You are a good judge of character 10. You apologize when you are wrong 3. You think about your reactions 11. You are difficult to offend 4. You can modify your emotions 12. You don t hold grudges 5. You let go of mistakes 13. You neutralize toxic people 6. You can put yourself in other people s shoes 7. You handle criticism without denial, blame, excuses or anxiety 14. You know how to say no (to yourself and others) 15. You stop negative self-talk in its tracks 8. You are a good listener 16. You Embrace Change Results from TalentSmart

28 Signs of LOW Emotional Intelligence 1. You get stressed easily 7. You don t understand how others feel 2. You get in a lot of arguments 8. You don t know your triggers 3. You have difficulty asserting yourself 9. You often feel misunderstood 4. You make assumptions quickly and defend them vehemently 10. You blame other people for how they make you feel 5. You hold grudges 11. You blame others for mistakes 6. You don t let go of mistakes 12. You are easily offended Results from TalentSmart

29 The costs of negative behavior Poll of 800 managers and employees in 17 industries 48% intentionally decreased their work effort 47% intentionally decreased the time spent at work 38% intentionally decreased the quality of their work 80% lost work time worrying about the incident 63% lost work time avoiding the offender 66% said that their performance declined 78% said that their commitment to the organization declined 12% said that they left their job because of the poor behavior 25% admitted to taking their frustration out on the customer Source: Harvard Business Review On Emotional Intelligence

30 The costs of negative behavior Managers and executives at Fortune 1000 firms 13% of their work time mending employee relationships Equivalent to seven weeks a year Costs soar when consultants or attorneys are brought in Source: Harvard Business Review On Emotional Intelligence

31 Softs Skills (Interactional Behavior): Two Categories 1. Self-Management Skills How we manage ourselves Emotional Intelligence 1. Self-awareness 2. Self-regulation (self-control) 3. Self-motivation 4. Stress management 5. Empathy 6. Social-awareness Relational Diversity Cultural Age Gender Organizational Awareness Political Awareness 2. People Skills How we handle relationships with others People flexibility Verbal & Non-verbal communications Interpersonal relationships Listening Likability Project a positive behavior Leadership Teaming Builds trust Networking Genuine interest in others

32 Juggle multiple professional relationships Manager Senior Leadership Teammates Data Privacy Vendors YOU Risk Management Direct Reports Legal Support Functions IT

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34 Breadth of Business Issue Evolution of a Business Relationship Trusted Advisor Valuable Resource Subject Matter or Process Expert Depth of Personal Relationships Source: Adapted from The Trusted Advisor

35 Breadth of Business Issue Evolution of a Business Relationship Many professionals approach the task of giving advice as if it were an objective, rational exercise based on their technical knowledge and expertise. But advice giving is almost never an exclusively logical process. Rather, it is almost an emotional duet, played between the advice giver and the client. If you can t learn to recognize, deal with, and respond to client emotions, you will never be an effective advisor Excerpt from The Trusted Advisor Valuable Resource Trusted Advisor Subject Matter or Process Expert Depth of Personal Relationships Source: Adapted from The Trusted Advisor

36 3 parts to communication Collecting data 7% What we say 55% Body language 38% Vocal tone

37 3 parts to communication Collecting data Non-verbal communication Vocal tone - Emotions Volume (Pitch) Rate Harsh Shrill Upbeat Warm Clear/Concise Under control 55% Body language 7% What we say 38% Vocal tone Body language - Emotions Facial expression Eyes Arms Lean Affirmative movements Personal space No one can see your intent, your heart. No one can see what you meant to convey.

38 An Equation for Success Academic Technical (Hard Skills) Self- Management Skills People Skills SUCCESS

39 An Equation for Success YOU CONTROL YOU INFLUENCE Academic Technical (Hard Skills) Self- Management Skills People Skills SUCCESS Your Visibility and Peoples Positive Promotable Perception... of you

40 4 key behaviors to be successful

41 4 key behaviors to be successful 1. Choose to be visible 2. Choose to be easy 3. Choose to be useful 4. Choose to be ready

42 Listen up! Choose to be VISIBLE

43 Choose to be VISIBLE Listen up! Listen like Alexa - Committed to listening - Listen to understand - Avoid bias

44 Choose to be VISIBLE Listen up! Listen like Alexa - Committed to listening - Listen to understand - Avoid bias Always getting smarter and adding new features and skills

45 Choose to be VISIBLE Listen up! Value the message by always valuing the messenger

46 Choose to be VISIBLE Listen up! Value the message by always valuing the messenger Speak up Leverage your voice

47 Choose to be VISIBLE Speak up Leverage your voice Creates a perception about who you are Creates a level of your contributions Think actively (strategy) about how you want to you use your voice Do you want to use your voice to be constructive or to complain? Do you want to use it to be supportive or to be contrarian? Do you want to interrupt people all the time or be the one to summarize the discussion? Relevant, timely, intelligent, solution-focused, or containing key facts

48 Choose to be VISIBLE Listen up! Value the message by always valuing the messenger Speak up Leverage your voice Establish your personal brand

49 Choose to be VISIBLE Personal branding is the practice of you marketing yourself and your career as a brand the ongoing process of establishing a prescribed image or impression in the mind of others about you. Your brand is a perception or emotion, maintained by somebody other than you, that describes the total experience of having a relationship with you. Everyone has a unique personal brand, whether they know it or not. We should all be striving for a powerful, attractive and visible personal brand. There s a good chance that if you re not controlling your personal brand, someone else is. - Erica Nicole Personal branding is about building authority that gets people to pay attention to your message and want to share and recommend it to others. - Mark Traphagen

50 Choose to be VISIBLE Determine your emotional appeal How do I make people feel? How do people benefit from working with me? What words do others use to describe me? Describe yourself What field or industry am I in What are the words I would use to describe my work and how I do it? What characteristics define me as a person? Determine the value you bring Who is my target audience? What service do I have to offer people? What unique value can I deliver? What do I do that makes me stand out from everyone else? Identify the gaps between your current brand image and what you would like it to be What can you do to eliminate these gaps? Put it all together

51 Choose to be VISIBLE After you have established your personal brand Create exposure and look for opportunities to get your brand (message) out there Build relationships with key internal and external contacts to promote your brand Strengthen relationships with colleagues in your department or others with whom you work closely Get involved in one of your company s committees Introduce yourself to the higher-ups within your department or company Identify five key players that you think should know you better and take them to coffee or lunch Attend industry-related events like ARMA Source: The Hard Truth about Soft Skills

52 Choose to be VISIBLE Listen up! Value the message by always valuing the messenger Speak up Leverage your voice Establish your personal brand Network and build relationships

53 Choose to be VISIBLE Network and build relationships #1 lesson Everyone is important Set networking goals Be intentional and with a purpose Who should I meet? Prepare questions Be memorable Create a passionate nucleus of supporters

54 Choose to be VISIBLE The Relationship Pyramid People who value a relationship with me People who respect me Where You Want to Be with Key Business Contacts People who are friendly with me People who like me People who know me by name People who don t know my name Source: The Relationship Edge

55 Choose to be VISIBLE Network and build relationships - Key actions to take: Assess your current networks: How broad or narrow are they? Do they tend to focus on individuals at just one level or are they multileveled? Create a specific plan (strategy-relationship map) for developing your networks. Who should be in your network? How do you plan to build those partnerships? Create a specific plan (strategy) for building your brand within your company. What can you do to viewed as a trusted advisor? Questions to ask yourself: How extensive is my network? Would others consider me part of their network? How do I know? How proactive am I at building my network? How balanced are my networks among influencers, decision-makers and advocates? What do I do to nourish and support my network?

56 4 key behaviors to be successful 1. Choose to be visible 2. Choose to be easy

57 Choose to be EASY Discuss rather than argue

58 Choose to be EASY Discuss rather than argue Be open to being persuaded

59 Choose to be EASY Discuss rather than argue Be open to being persuaded Demonstrate empathy

60 Choose to be EASY Discuss rather than argue Be open to being persuaded Demonstrate empathy Be people flexible

61 Choose to be EASY Discuss rather than argue Be open to being persuaded Demonstrate empathy Be people flexible Be consistent and manage emotions Don t Get Mad, Get Even

62 Choose to be EASY Discuss rather than argue Be open to being persuaded Demonstrate empathy Be people flexible Be consistent and manage emotions Don t Get Mad, Get Even-tempered!

63 Choose to be EASY Discuss rather than argue Be open to being persuaded Demonstrate empathy Be people flexible Be consistent and manage emotions Watch what you say and how you say it

64 Choose to be EASY Discuss rather than argue Be open to being persuaded Demonstrate empathy Be people flexible Be consistent and manage emotions Watch what you say and how you say it Say what you mean, mean what you say, don t say it mean

65 Choose to be EASY Discuss rather than argue Be open to being persuaded Demonstrate empathy Be people flexible Be consistent and manage emotions Watch what you say and how you say it Never underestimate the gift of a single, genuine smile While I m trying to find ways to get along with people, what can I do to make it easier for people to get along with me?

66 4 key behaviors to be successful 1. Choose to be visible 2. Choose to be easy 3. Choose to be useful

67 Choose to be USEFUL Be the team player everyone wants to work with

68 Choose to be USEFUL Be the team player everyone wants to work with Understand your manager s goals

69 Choose to be USEFUL Be the team player everyone wants to work with Understand your manager s goals Add Unique value be essential

70 Choose to be USEFUL Be the team player everyone wants to work with Understand your manager s goals Add Unique value be essential Ask yourself, Why would someone want to do business with me? The answer should be because I provide unique value to them

71 4 key behaviors to be successful 1. Choose to be visible 2. Choose to be easy 3. Choose to be useful 4. Choose to be ready

72 Choose to be READY Develop a day-to-day mindset that keeps you prepared for any outcome Stay uncomfortable Pay attention to what your peers are doing Treat everyday like you re on a job interview Never stop learning Know what you need to know BEFORE you need to know it

73 Choose to be READY Never stop learning Take ownership of your professional development Asher s Hierarchy of Lifelong Learning Actualization Which of the following descriptions can be applied to you? 6 Anticipator of skills needed by society as a whole 5 Anticipator of skills needed to advance to the next level in the company 4 Active initiator of training and skills development inside and outside the company 3 Active initiator of training and skills development inside the company 2 Passive recipient of training, only when directed by others 1 Person who refuses to learn new skills Source: Who Gets Promoted Donald Asher

74 Soft Skills Development Plan Read up Understand the importance and benefits (Soft skill inventory) Prioritize Choose 1-2 self management and 1-2 people skills (Start small) Know why Write down 3-5 benefits you will experience in your career. Write down 3-5 pains you will experience in your career Make a commitment to practice Find a supporter Source: Lei Han Career Strategist

75 Breadth of Business Issue Evolution of a Business Relationship Trusted Advisor Valuable Resource Subject Matter or Process Expert Depth of Personal Relationships Source: Adapted from The Trusted Advisor