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Lucila Dotto 'Power Skills'
- 1. LET’S STOP CALLING THEM ‘SOFT SKILLS’, THEY ARE ‘POWER SKILLS’ 8 March 2023
- 2. About me…
- 3. 3 Design principles Reflect on the role of ‘Power Skills’ and their positive correlation with projects/business success. Feel energized and inspired by the women who made you in the shape you are today. Acknowledge your strengths and commit to unleash your ‘power’ to make a positive mark.
- 4. Some of the Women ‘behind’ me Courage Compassion Resilience
- 5. 5 Who are the women behind you, who made you in the shape you are today? What values and skills do you recognize in them? Go to www.menti.com
- 6. 6 Women more effectively employ the emotional and social competencies correlated with effective leadership and management. Source: Richard Boyatzis, Daniel Goleman and Korn Ferry. Data collected between 2011-2015, from 55,000 professionals across 90 countries
- 7. 8 ‘Soft-skills are important job-related skills, which involve little or no interaction with machines (…) Those job functions about which we know a good deal are hard skills and those about which we know very little are soft skills’ US Army training handbook,1972
- 8. 9 ‘These soft skills were featured in 78% of jobs posted globally over the last three months’ Rohan Rajiv, Director of Product Management at LinkedIn, Sep 2022
- 9. 11 9/10Project Professionals said Power Skills help them to work smarter Source: PMI Annual Global Survey 2022
- 10. 12
- 11. 13
- 12. 14
- 14. Focused attention Relaxed concentration Being present Compassion Curiosity Insightful questions Summarizing Opened body language Source: Renshaw, B (2018) ‘Purpose’, Listening Skillset Listen more
- 15. 17 8M Commitment How will you bring your POWER into your project/ organization?
- 16. 18
- 17. 19 Acknowledge - Assess My perception 7 8 Communications Strategic Thinking Problem Solving Collaborative Leadership 8 7
- 18. 20 Acknowledge - Assess My perception 7 8 Communications Strategic Thinking Problem Solving Collaborative Leadership 8 7 8-9 6-7 9 10 Direct report perception
- 19. 21 Acknowledge - Assess My perception 7 8 Communications Strategic Thinking Problem Solving Collaborative Leadership 8 7 8-9 6-7 9 10 Direct report perception March 2023
- 21. 24 8M Commitment How will you bring your POWER into your project/ organization?
- 22. 25
Editor's Notes
- Data from 55,000 professionals across 90 countries and all levels of management, collected between 2011-2015, using the Emotional and Social Competency Inventory (ESCI), developed and co-owned by Richard E. Boyatzis, Daniel Goleman and Korn Ferry, found that women more effectively employ the emotional and social competencies correlated with effective leadership and management than men. “Historically in the workplace, there has been a tendency for women to self-evaluate themselves as less competent, while men tend to overrate themselves in their competencies,” said Boyatzis, Ph.D., Distinguished University Professor, Case Western Reserve University. “Research shows, however, that the reality is often the opposite. If more men acted like women in employing their emotional and social competencies, they would be substantially and distinctly more effective in their work.”
- Research conducted by Harvard University, the Carnegie Foundation and Stanford Research Center has all concluded that 85% of job success comes from having well‐developed soft and people skills, and only 15% of job success comes from technical skills and knowledge (hard skills). These statistics were extrapolated from A Study of Engineering Education, authored by Charles Riborg Mann and published in 1918 by the Carnegie Foundation. The cited figures come from the data on pages 106‐107. https://www.nationalsoftskills.org/downloads/Mann-1918-Study_of_Engineering_Educ.pdf
- Not many people know the history of the term ‘soft skills’. After doing some research, it turns out, Soft Skills may be traced back to the US Militarybetween 1968 and 1972. The military has excelled in training troops on how to use the equipment. But they were discovering that how a group of soldiers was led, had a lot to do with their success. This concerned the soldiers since they had not been trained for it. So they set about developing a mechanism for capturing how this information was obtained. The phrase “soft skills” first appeared in a US Army training handbook in 1972. Dr. Whitmore submitted a paper at the 1972 CONARC Soft Skills Conference aimed at determining how the term “soft skills” is defined in various CONARC schools. Following the creation and administration of a questionnaire, experts devised a new preliminary definition: “Soft skills are significant job-related qualities that entail little or no interaction with computers and whose use on the job is very broad.” They went on to critique the concept’s current status as ambiguous, saying, “In other words, those job tasks about which we know a lot are hard skills, and those about which we know very little are soft skills Soft skills are a collection of useful personality qualities that define one’s connections in a social setting. Social graces, linguistic skills, communication skills, leadership skills, time management, collaboration, cognitive or emotional empathy, and personal habits are examples of soft skills. According to a study of the literature, soft skills are defined as an umbrella word for skills that fall into three major functional categories: people skills, social skills, and personal career characteristics. The relevance of soft skills stems from the fact that they are not limited to a single sector. These cognitive dispositions are made up of a set of abilities that can be applied to every part of people’s life without needing to be readjusted depending on the scenario. Their ductility enables “people to adapt and behave constructively to deal effectively with the obstacles of their professional and everyday lives.” Soft skills enable people to be adaptable in an ever-changing world Soft skills are now a significant differentiator, a condition for employment and life success in the twenty-first century. According to Nobel laureate James Heckman, “soft skills predict life success that they casually create that achievement and that initiatives that promote soft skills have a significant position in a successful portfolio of public policies.” The importance that companies place on the subject is demonstrated by the fact that soft skills are now as essential as grades or marks when recruiting a new employee.
- It used to be that hard skills were valued more than soft skills in the workplace. But that has changed significantly over the last several years. According to Rohan Rajiv, Director of Product Management at LinkedIn, “Foundational soft skills have become even more important given the rise of remote and autonomous work, and are growing in importance across industries, levels and work environments. In fact, these soft skills were featured in 78% of jobs posted globally over the last three months.” But it’s not just about recruiting employees with the right transferable skills. Companies are also focusing on upskilling workers to address the social and emotional skills that are in high demand. As reported in a McKinsey survey, the proportion of companies addressing empathy and interpersonal skills doubled in 2020. Between 2019 and 2020, skills like leadership and management became a much bigger priority for most companies, jumping ten percentage points year over year, from 40% to 50%. Since the pandemic, these skills are no longer optional. Instead, they are essential to get hired and succeed in today's workplace.
- Renaming the skills set Hard skills, which historically have been perceived as more valuable, refer primarily to technical competencies, while soft skills refer to more human-centered skills, such as communication, social and emotional intelligence, critical thinking, problem-solving, teamwork, leadership, professional attitude, work ethic, career management, and intercultural fluency. Calling these attributes soft too often discredits their importance, especially in hybrid workforce management. It also undermines the difficulty in mastering them as well as the effort and time it takes, and erodes the recognition of investment and resources that organizations dedicate to teaching and coaching their managers in leadership. Without these so-called soft skills, effective decision-making, teamwork, negotiation, leadership, perseverance, and more — basically anything that helps someone succeed in today’s dynamic business environment — would be deficient. Instead, changing the term to power skills allows trainers and coaches to stay ahead of the technical curve. Power skills aren’t just nice to have, nor are they are less important to succeed in the workplace — they are essential skills for an ever-changing the workplace. Soft skills are essential for remote work With companies shifting to hybrid or remote work models, soft skills have become just as important as technical knowledge. For example, effectively communicating and collaborating have become a top priority because those skills are vital to succeed in a virtual world. Also, with remote positions in high demand, the talent pool is increasingly crowded. Many job applicants will have similar qualifications and technical skills. By highlighting your soft skills, you’ll have a competitive edgeso you can land the job you really want. Soft skills provide career longevity Technical capabilities can only take you so far in your career. To really soar, you need skills that are harder to measure but critical to success. In LinkedIn’s 2019 Global Talent Trends report, 89% of recruiters say that when a hire doesn't work out, it usually comes down to a lack of soft skills. While most people are hired for their technical abilities, their soft skills give them “career durability,” says Alexandra Levit, author of Humanity Works: Merging Technologies and People for the Workforce of the Future. Levit defines that term as the ability to acquire the skills, knowledge and mindset needed to be an engaged and productive team member. "For someone to be successful ten years down the road, they need to be resilient and be able to reinvent themselves in different learning environments," she adds. Soft skills are highly transferable Technical skills constantly change, but soft skills remain with you throughout your career. That’s because they are relevant, transferable and keep an individual highly employable. In addition, soft skills are desirable because if you already have them, your employer doesn’t have to train you on them. As a result, you can more easily hit the ground running and make valuable contributions. Rajiv adds, “While companies often offer training in required hard skills, soft skills provide the foundation on which to keep building other skills, which is why they're so in demand now.” Because of their transferability, soft skills also make it easier to change careers, no matter what industry or company you want to pivot to.
- Ways of Working (formerly Technical Project Management), Power Skills (formerly Leadership), and Business Acumen (formerly Strategic and Business Management).
- Organizations that do place a high priority on these skills are: more likely to meet business goals (72 percent vs. 65 percent), experience less scope creep (28 percent vs. 40 percent) and suffer less budget loss (17 percent vs. 25 percent). And wasted investment due to poor project performance for power skill organizations averages almost half that of non-power-skill organizations (4.8 percent vs. 8.8 percent).
- The greatest ideas and innovations, argues Frans Johansson in The Medici Effect, do not come from “lone wolf” inventors, but from the intersection of different fields and perspectives. In order to think out of the box, we have to break out of our siloes. The most innovative companies and leaders create an environment that fosters collaboration. Encouraging cognitive diversity is a complementary leadership skill. The Harvard Business Review finds that teams solve problems faster when they are more cognitively diverse. Leaders must orchestrate collaboration, and a diversity of background and perspective, if they are to stay on top. In the book, Johansson argues that innovation comes from diverse industries, cultures, and disciplines when they all intersect, bringing ideas from one field into another.[4] He also recommends assembling diverse teams of people to collaborate on innovation.[5] The name of the book is derived from the Medici Dynasty, an Italian banking family that came to power in the 14th century. The family's wealth was able to support artists that led to The Renaissance.[citation needed] The book looks at examples of how Renaissance painters, sculptors, poets, philanthropists, scientists, philosophers, financiers, and architects, shaped historical eras of innovation.[6] The Medici family did not intend the Renaissance, but contributed to it with what Johansson coins as the "Medici Effect."[4] The book became the foundation for the Medici Effect, which involves contributions of disruptive innovationfrom people who have no experience in an industry. Source: Johansson, F. (2004), ‘The Medici Effect’ (Harvard Business)
- Poor listening is one of the symptoms of poor leadership
- What I can do more, less, or different?
- We live in a relationship economy. Great relations lead to great results People will forget what you said, and what you did, but will never forget how you made them feel.