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From Ideas.Ted.com
Let’s stop calling them “soft skills” — and call them “real skills” instead
by Debora Szpilman
"We persist in hiring and training as if we’re running a bowling squad, as if easily measured skills are all that matter.
What causes successful organizations to fail? What makes stocks fade, innovations slow, customers jump ship? We can agree that certain skills are essential. That hiring coders who can’t code, salespeople who can’t sell, or architects who can’t design is a waste. But these skills — let’s call them vocational skills — have become the backbone of the recruitment process.
But how do you explain that similar organizations, with similarly vocationally skilled people, find themselves with very different outcomes? Most of the textbooks that students experience and the tests they take are about vocational skills, the checkboxes that have to be checked to get a job. By misdefining “vocational” and focusing on these allegedly essential skills, we’ve diminished the value of the other skills that matter.
We give too little respect to the other skills when we call them “soft” and imply that they’re optional. What actually separates thriving organizations from struggling ones are the difficult-to-measure attitudes, processes and perceptions of the people who do the work."
From Harvard Business Review
A “Growth-at-All-Costs” Mindset Can Stall Your Company
by Jenn Lim and Jen Fisher
Summary:
The strength of any organization depends on its people. Research has found a strong positive relationship between employee well-being and firm performance. When people feel healthy and engaged, their work performance improves, their relationships are stronger, and they’re better motivated to impact change. This is what’s at the heart of “human sustainability”— a concept introduced in Deloitte’s “2023 Global Human Capital Trends” report. It’s about creating value in people’s lives — from their physical and mental well-being to their career skills and overall sense of purpose. It starts with individuals, but ultimately has a ripple effect to the people they encounter and the organizations they’re part of. Research shows that a focus on human sustainability drives stronger business results. All organizations need a business growth strategy where people feel they’re prioritized. Before you launch your next growth initiative, make sure you’re not sabotaging your employees, and your company in turn. This article offers five questions to ask yourself as you’re setting your own growth strategy.
From Harvard Business Review
"How to Become a More Empathetic Listener"
by Jamil Zaki
Summary:
When the subject of how to be a good listener comes up, psychologists often talk about the value of “perspective-taking” — that is, projecting ourselves into the lives of those we’re listening to. This has been shown to make us grow more generous and less prejudiced toward them, but it’s a flawed way to understand others, because it treats empathy as a solo sport, encouraging listeners simply to try to understand what someone else is going through. What truly good listeners do, however, is work collaboratively with other people to understand them. Scientists call this “perspective-getting,” in which one person uses questions and active listening to understand someone else’s feelings. Perspective-getting boosts mutual understanding, improves relationships, and helps people discover common ground. In this article, the author, a professor of psychology at Stanford University, offers readers guidance on how to practice perspective-getting and get better at it over time.
From Harvard Business Review
"Why Emotional Intelligence is Important in Leadership"
By: Lauren Landry
Summary:
The technical skills that helped secure your first promotion might not guarantee your next. If you aspire to be in a leadership role, there’s an emotional element you must consider. It’s what helps you successfully coach teams, manage stress, deliver feedback, and collaborate with others.
It’s called emotional intelligence and is one of the most sought-after interpersonal skills in the workplace. In fact, 71 percent of employers value emotional intelligence more than technical skills when evaluating candidates.