Thursday, December 8, 2016
Saturday, May 14, 2016
Thursday, January 21, 2016
Soft Skills For Corporate Executive
These are some of the soft
skills an individual should have to get
a success in the corporate:
Those:
1. Who
are just joining corporate from B.Schools bubbling with an eagerness to
perform.
2. Who
are feeling let down in the organization.
3. Who
think have saturated in their career growth.
A recent international
study surveyed more than 500 business leaders and asked them what sets great
employees apart. The researchers wanted to know why some people are more
successful than others at work, and the answers were surprising; leaders chose
“personality” as the leading reason.
Notably, 78% of leaders said personality sets great employees
apart, more than cultural fit (53%) and even an employee’s skills (39%).
“We should take care not to
make the intellect our God; it has, of course, powerful muscles, but no
personality.” –Albert Einstein
The problem is, when leaders say ‘personality’ they don’t
understand what they’re referring to. Personality consists of a stable set of
preferences and tendencies through which we approach the world. Being
introverted or extroverted is an example of an important personality trait.
Personality traits form at an early age and are fixed by early
adulthood. Many important things about you change over the course of your
lifetime, but your personality isn’t one of them.
Personality is distinct from intellect (or IQ). The two don’t
occur together in any meaningful way. Personality is also distinct from
emotional intelligence (or EQ), and this is where the study, and most leaders
for that matter, have misinterpreted the term.
The qualities that leaders in the study called personality were
actually emotional intelligence skills. And unlike your personality, which is
set in stone, you can change and improve your EQ.
Exceptional employees don’t possess God-given personality
traits; they rely on simple, everyday EQ skills that anyone can incorporate
into their repertoire.
Leaders don’t need to go searching for these skills either
(though it doesn’t hurt when you find them); their duty is to help everyone on
their team harness these skills to become exceptional.
Just consider some of the EQ skills that leaders and managers
commonly mislabel as personality characteristics. These are the skills that set
exceptional employees apart.
They’re willing to delay
gratification. One
thing an exceptional employee never says is, “That’s not in my job
description.” Exceptional employees work outside the boundaries of job
descriptions. They’re neither intimidated nor entitled; instead of expecting
recognition or compensation to come first, they forge ahead in their work,
confident that they’ll be rewarded later but unconcerned if they’re not.
They can tolerate conflict. While exceptional employees don’t seek
conflict, they don’t run away from it either. They’re able to maintain their
composure while presenting their positions calmly and logically. They’re able
to withstand personal attacks in pursuit of the greater goal and never use that
tactic themselves.
They focus. Student pilots are often told, “When
things start going wrong, don’t forget to fly the plane.” Plane crashes have
resulted from pilots concentrating so hard on identifying the problem that they
flew the plane into the ground. Eastern Airlines Flight 401 is just one example:
The flight crew was so concerned about the landing gear being down that they
didn’t realize they were losing altitude until it was too late, despite alarms
going off in the cockpit. Exceptional employees understand the principle of
“Just fly the plane.” They don’t get distracted by cranky customers,
interoffice squabbles, or switch to a different brand of coffee. They can
differentiate between real problems and background noise; therefore, they stay
focused on what matters.
They’re judiciously courageous. Exceptional employees are willing to
speak up when others are not, whether it’s to ask a difficult (or
“embarrassingly” simple) question or to challenge an executive decision.
However, that’s balanced with common sense and timing. They think before they
speak and wisely choose the best time and place to do so.
They’re in control of their
egos. Exceptional
employees have egos. While that’s part of what drives them, they never give
their egos more weight than what is deserved. They’re willing to admit when
they’re wrong and willing to do things someone else’s way, whether it’s because
the other way is better or it’s important to maintain team harmony.
They’re never satisfied. Exceptional employees have unparalleled
convictions that things can always be better—and they’re right. No one is ever
done growing, and there is no such thing as “good enough” when it comes to
personal improvement. No matter how well things are going, exceptional
employees are driven to improve, without forgetting to give themselves a
healthy pat on the back.
They recognize when things
are broken and fix them. Whether
it’s a sticky desk drawer or an inefficient, wasteful process affecting the
cash flow of the entire department, exceptional employees don’t walk past
problems. “Oh, it’s been that way forever,” simply isn’t in their vocabulary.
They see problems as issues to be fixed immediately; it’s that simple.
They’re accountable. If you’re a manager trying to decipher
a bungled report, “It’s not my fault” is the most irritating phrase in the
English language. Exceptional employees are accountable. They own their work,
their decisions, and all of their results—good or bad. They bring their
mistakes to management’s attention rather than hoping no one will find out.
They understand that managers aren’t out to assign blame; they’re out to get
things done.
They’re marketable. “Marketable” can mean many things.
Inside the organization, it means “likeable.” Exceptional employees are well
liked by co-workers. They have integrity and leadership skills (even if they’re
not in an official leadership position) that people respond to. Externally, it
means they can be trusted to represent the brand well. Managers know they can
send these employees out to meet with clients and prospects without worrying
about what they’ll say or do.
They neutralize toxic
people. Dealing
with difficult people is frustrating and exhausting for most. Exceptional
employees control their interactions with toxic people by keeping their
feelings in check. When they need to confront a toxic person, they approach the
situation rationally. They identify their own emotions and don’t allow anger or
frustration to fuel the chaos. They also consider the difficult person’s
standpoint and are able to find solutions and common ground. Even when things
completely derail, emotionally intelligent people are able to take the toxic
person with a grain of salt to avoid letting him or her bring them down.
Bringing It All Together
Take notice of what’s not mentioned: coding skills, years of
experience, business degrees, etc. These things matter, but they won’t make you
exceptional.
Monday, January 4, 2016
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