When it comes to managing a team, we often tend to think first about the physical skills.
What qualifications do I need for that job description?
Is that person X-Y-Z-certified?
How do I sign up for this new leadership programme?
No business could exist without its technical expertise, obviously. But in the scrabble to tick the right knowledge boxes, it’s easy to overlook something else – the so-called “soft skills” that can make or break a workplace.
What exactly are soft skills? The University of Law defines them as “character traits and interpersonal skills that, generally, reflect how you interact with people.” It lists some common examples as “communication, empathy, conflict resolution and listening.” But they can also encompass qualities like “problem-solving, decision-making, critical thinking, and adaptability.”
The business case for these kinds of skills is pretty clear. A famous 2017 study with clothing makers in India found that providing training in areas like stress management, teamwork and communication led to a massive improvement in workplace outcomes. These included better retention, a 12% spike in productivity and a (frankly astounding) “256%” net ROI.
That was in normal times, of course. For the past 18 months, our businesses have had to cope with seismic change: WFH, furlough, salary freezes, glitchy Zoom meetings, not to mention a worrying rise in mental health issues. Company owners and managers have never faced so many new and different challenges. And yet, paradoxically, those leadership soft skills have become more important than ever – especially now, as many employees begin to return to the workplace.
How to resolve that tension? One way is to pause for a moment and consider some of the potential pitfalls. Here are seven examples.
Rushing in
Let’s be clear, running a business isn’t easy. Many leaders are juggling multiple priorities, wearing different hats, running operations and managing people. The reason they neglect the soft-skill basics is usually because they lack time. A colleague contacts you to say they’re not ready to come back to work. Another says they want to retrain. Saying “no” feels like the easiest answer, but it can just store up problems. Taking the time to listen (see below), and to consider a solution or compromise, has a double benefit: it makes the colleague feel understood. Even if the answer is still no.
Flunking the empathy test
The pandemic has affected people in uncountably different ways. Some have sailed through the past 18 months. Others have really struggled; they may have lost friends, suffered with anxiety, managed a loved one’s depression. Perhaps they went on maternity but missed out on the support structures they might have expected in normal times. This calls for sensitivity, on a person-by-person basis – seeing colleagues as individuals, and being prepared to offer flexibility where it’s really needed.
Not projecting positivity
“Attitude” is a soft skill that’s cheap to deploy but easily overlooked. Yet a manager who encourages positivity in the workplace – particularly when there’s a lot of unsettling change afoot – can have a huge impact on motivation and morale. Right now, that positivity might mean embracing compromises around the end of WFH. Is there a place for being less rigid with working patterns? Or easing people back in more slowly? Maybe it’s more a case of holding the mirror up: reflecting on how we approach things, and what image that projects to our teams.
Dictating not communicating
Recently, we heard about a business that wanted all its employees back in the office. So the manager fired off a missive, along with a return date. This prompted an unanticipated backlash from the workforce, however, because it seemed to come out of the blue after months of hybrid working and WFH. The problem here wasn’t really the directive; it was the lack of dialogue. The manager hadn’t reflected on how the message would land with the team.
Failing to listen (really listen)
Communication is hard these days because we’re all so busy and there are so. many. distractions. One study found the average worker is interrupted once every three minutes. No wonder we find it hard to hear what colleagues are saying. Effective listening is really about staying focused. Slow slow down. Turn off the phone. Make eye contact. Mirror that in body language. Repeat back what we’re hearing. Be “in” the conversation. It’s amazing what you’ll hear.
Making assumptions
It’s not that we don’t want to listen. It’s that we often take mental shortcuts. For example: John, who has children at different schools, wants to carry on WFH. Well, that’s obvious, isn’t it? It’s because it makes the school run easier. But… what if John wasn’t thinking about schooling at all? What if he has an elderly relative, and needs flexibility to carry out his care responsibilities? John’s request may or may not be workable, but jumping to a conclusion risks scoring an unnecessary own goal, and missing an opportunity to help him. On which point…
Missing the opportunity
While nobody would want to repeat the past year and a half, it has caused us to stop and reassess. Reflection is a key soft skill, because it’s the antidote to many of the above mistakes. It’s also an opportunity; a chance to challenge and question ourselves. Have I checked in with my team members individually? Have I thought about how they’re handling change? The more we engage our people and make them feel valued, the more willing they’ll be to support us, and the business, in return.
