For managers, there is no better way to be effective than to strengthen their core skills and seize new challenges.
Soft skills are a rather loosely used term, with the definitions available limiting it to people’s ability to communicate with each other and work well together. The one that comes closest to capturing its true essence is on Wikipedia, which defines it as a cluster of productive personality traits that characterises one’s relationships in a milieu. These include social graces, communication abilities, language skills, personal habits, cognitive or emotional empathy, time management, teamwork, and leadership traits.
Another definition, based on review literature, explains it as an umbrella term for skills under three key functional categories: people skills, social skills, and personal career attributes.* In the days gone by, technical skills were the primary criteria for securing jobs and rightly so; this is also mostly the case today. However, more often than not the key differentiator for career progress turns out to be soft skills that are really about how you interact with the ecosystem, both internal and external.
So, what are the soft skills that make a good manager? It is difficult to generalise and identify just a few because the skills required may not be the same in all organisations and scenarios. However, there are some commonalities that serve managers well across sectors, organisations, and team sizes. There are five skills which, according to Centre for Creative Leadership (CCL), that are important to master for managers across all levels in organisations
Self-awareness
First and foremost, a manager ought to be selfaware to understand his or her own areas of strength and weak points and be conscious of each when it comes into play at the workplace. This is easier said than done; it takes a lot of conscious thought and effort to be able to gain that perspective. Self-awareness is one of the most critical skills for long-term effectiveness as a manager.
Communication
هذه القصة مأخوذة من طبعة July 2019 من Indian Management.
ابدأ النسخة التجريبية المجانية من Magzter GOLD لمدة 7 أيام للوصول إلى آلاف القصص المتميزة المنسقة وأكثر من 9,000 مجلة وصحيفة.
بالفعل مشترك ? تسجيل الدخول
هذه القصة مأخوذة من طبعة July 2019 من Indian Management.
ابدأ النسخة التجريبية المجانية من Magzter GOLD لمدة 7 أيام للوصول إلى آلاف القصص المتميزة المنسقة وأكثر من 9,000 مجلة وصحيفة.
بالفعل مشترك? تسجيل الدخول
Trust is a must
Trust a belief in the abilities, integrity, values, and character of any organisation is one of the most important management principles.
Listen To Your Customers
A good customer experience management strategy will not just help retain existing customers but also attract new ones.
The hand that feeds
Providing free meals to employees is an effective way to increase engagement and boost productivity.
Survival secrets
Thrive at the workplace with these simple adaptations.
Plan backwards
Pioneer in the venture capital and private equity fields and co-founder of four transformational private equity firms, Bryan C Cressey opines that we have been taught backwards in many important ways, people can work an entire career without seeing these roadblocks to their achievements, and if you recognise and bust these five myths, you will become far more successful.
For a sweet deal
Negotiation is a discovery process for both sides; better interactions will lead all parties to what they want.
Humanise. Optimise. Digitise
Engaging employees in critical to the survival of an organisation, since the future of business is (still) people.
Beyond the call of duty
A servant leadership model can serve the purpose best when dealing with a distributed workforce.
Workplace courage
Leaders need to build courage in order to enhance their self-reliance and contribution to the team.
Focused on reality
Are you a sales manager or a true sales leader? The difference, David Mattson, CEO, Sandler® and author, Scaling Sales Success: 16 Key Principles For Sales Leaders, maintains, comes down to whether you can see beyond five classic myths that we often tell ourselves about selling.