| According to some research studies, the
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| | motivates them, and reinforces their
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| number one reason why managers and
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| | value to the team. Improving
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| executives find themselves with a stalled
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| | interpersonal skills The good news is
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| or underperforming career is a lack of
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| | that everyone can learn new interpersonal
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| interpersonal skills. This might seem
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| | skills and improve upon their old ones.
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| surprising, given the amount of training
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| | Most managers will say that they already
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| and attention given to technical skills
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| | have good interpersonal skills, so it
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| and business knowledge, but the fact
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| | comes as a shock when they receive open,
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| remains that there is more to career
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| | honest feedback that says they need to
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| success than just knowing the facts. Hard
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| | make improvements. Only through such
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| skills vs. soft skills A typical business
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| | feedback, though, can areas for
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| degree program or executive training
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| | improvement be identified and specific
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| program will focus on what are considered
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| | goals set for practicing new behaviors.
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| hard skills. Examples might include
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| | For example, if you are perceived as a
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| strategic business planning, financial
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| | poor listener then you can practice new
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| analysis, budgeting, or product
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| | behaviors to change that perception. You
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| development. These are all important
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| | might set a goal to focus more on
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| things to know, but an increasing number
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| | listening to another person in one-on-one
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| of companies are also interested in the
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| | situations, or to limit your
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| so-called soft skills. These soft skills
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| | contributions in a group discussion so
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| are best defined as how a manager
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| | that others can contribute more. Another
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| interacts with people. An evaluation of
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| | strategy is to enlist the help of a
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| soft skills might include answer the
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| | learning partner. This person observes
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| following questions: What behaviors does
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| | you and provides you with regular
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| the manager consistently demonstrate? How
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| | feedback on whatever behavior you are
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| is the manager viewed by others at levels
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| | trying to improve. He or she is your
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| at, above, and below his or her
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| | cheerleader when you do well and your
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| organizational level? How does the
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| | coach when you can do better. Putting it
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| manager communicate with others? How does
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| | all together The bottom line is that when
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| the manager handle team-building
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| | it comes to being a good manager or
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| situations? Does the manager get along
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| | leader, you must master the hard skills
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| with other people? Getting personal Many
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| | of your specific job as well as the soft
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| business professionals have difficulty
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| | skills of interpersonal relations.
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| with soft skills because they are so
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| | Interpersonal skills must be a focus of
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| personal in nature, but it is exactly
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| | your leadership development. Some people
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| these soft skills that are keys to
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| | are naturally better at personal
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| success as a manager and leader. Even
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| | interactions, but anyone can learn to do
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| more difficult is accepting the reality
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| | better. The key is to recognize the
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| of poor soft skills and making an effort
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| | importance of interpersonal relations,
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| to improve. It is not enough anymore to
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| | honestly evaluate your skill level, and
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| know how to analyze a profit and loss
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| | consciously improve those behaviors that
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| statement. A good manager or leader will
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| | need work. Visit for a wealth of
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| take that profit and loss statement and
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| | leadership development information. Susan
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| use it to coach employees, facilitate
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| | West has held many executive leadership
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| team productivity, and lead toward
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| | positions during her 25 years of business
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| performance improvement. This cannot be
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| | experience. She shares her knowledge and
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| done simply by reading the numbers and
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| | lessons learned through a variety of
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| telling people that numbers need to
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| | programs offered by QuadWest Associates,
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| change. It is done by interacting with
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| | LLC including coaching, leadership
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| people in a way that encourages them,
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| | workshops, tele-seminars and consulting.
|
