Hosts Dr. Tobin Porterfield and Bob Graham talk about specific soft skills that fuel innovation and guide you when you are working in a group.
Bob Graham (‘0:00’): Coming up, we’re going to talk about some specific soft skills that guide you when you are working in a group. That and more in just a few seconds.
Graham ‘0:19’: Welcome to Episode 7. It’s already been a week. I’m Bob Graham and with me is Dr. Tobin Porterfield. We each teach college, we collaborate on researching soft skills, and we both have used and seen others employ soft skills over the course of our long careers. Not that long, but long. We think our experience and expertise give us a unique lens for looking at soft skills. We’re going to show you that in the next few minutes.
Setting the Stage
Graham ‘0:56’: Toby, let’s talk about soft skills being used in groups. But before we do that, can you just set up where we are in this whole continuum. We have been doing this look at soft skills in various categories we created over the last couple of weeks.
Dr. Tobin Porterfield ‘1:08’: We’ve got our four groups of soft skills. We started out in Episode 5 with Individual soft skills. We talked about loyalty and time management and others that you bring to work that are really internal and you need to have to operate successfully in the work environment. Then we moved outside the individual to those we call Nexus soft skills that help us interact one-on-one with others. In Episode 6, we talked about written and oral communication, patience, empathy, emotional and social intelligence, those types of things.
Sorting Out Your Soft Skills Inventory
Porterfield ‘1:51’: I hope that as our listeners heard those and processed through some of those soft skills, they said some of those come naturally in me. Maybe there are others that you look at and you say that you don’t even think about it. You already developed that skill, maybe it’s making presentations or writing. You were just trained in it and you just have it as part of who you are now. To that, we say, that’s great. We hope that you recognize those soft skills that you have and you use them. We hope you look at the others and say how can I build strength in those? How do I bring those into play? How do I make them part of how I naturally engage?
Soft Skills for Innovation
Porterfield ‘2:31’: We are excited now to share some of these soft skills that really make a difference in groups. I was just thinking, if I have to be put on one more team at work, I am going to go out of my mind. It’s all about groups and teams these days. Someone the other day said to me that when it comes to innovation in the academic world and in the classroom, you aren’t going to lock yourself in a room and suddenly come out with a great idea of how you are going to innovate in the classroom. It’s going to be in a group. It’s going to be people bringing different experiences with technology, things they have done that worked and failed, but it’s when a group brings things together.
When a group gets together and problem-solves, that’s where our real innovation comes from.
Organizations that Work in Groups
Graham ‘3:15’: You see that over and over. Look at NASA, a great example of an organization where you get a lot of people around the room to solve problems. Anyone who you meet who works at NASA will tell you that they have big teams that solve big problems and small problems. No one does it alone. We see that with SpaceX, Elon Musk’s company, and we see it even in small companies. I work with some of my clients and they will get all of the employees around the table to troubleshoot a customer service issue, a technology issue or even just something they are worried about that might be a competitive worry.
Porterfield ‘4:00’: Right on track, Bob. Let’s go ahead and nail down what we identified as being the Group soft skills so our listeners have an idea of what we are talking about. These are much more recognizable and actionable. You see those in people who are able to effectively influence a group.
The Group Soft Skills List
Porterfield ‘4:29’: The Group soft skills list includes:
- the ability to delegate
- the ability to make decisions and be decisive,
- the ability to be analytical (to bring in different aspects, thoughts and perspectives and understand how they fit together)
- the ability to communicate at multiple levels (not just what we talked about before, but to communicate up to leadership so they understand where you’re group is headed, and to also be able to communicate down and across, that wide spread)
- cultural awareness (because in groups you are going to find people from diverse cultures, which is a huge benefit when we are trying to solve problems and be innovative; to be aware so that you aren’t making everyone be the same, but to leverage those differences)
- to conduct and facilitate meetings
- to mentor and develop others
- to be innovative (to be sensitive to find those new ideas and drawing them out, while not looking for those marginal improvements, but to really look at something that jumps the curve and really changes things)
Porterfield ‘5:56’: We talked about the Guy Kawasaki TED Talk video, where he talks about the key elements of innovation. He recognizes that the people who used to cut ice out of the ponds were not the people who created ice machines. The people who created ice machines weren’t the people who made refrigerators. They missed that ability to have huge innovations. Other groups came in and revolutionized industries. That innovative juice to work in a team, to be a team member, to be a team player and to be able to lead and direct and build teams and to collaborate is what this list is all about. It’s hearty list for us.
Graham ‘6:42’: Is it fair to say that we have shifted gears here because I am thinking of this list and comparing it to the Individual soft skill and Nexus soft skill lists that we created and this one really sounds like manager-type qualities. You are going beyond getting the work done. Now you are looking at the work and how to achieve it in a broader perspective through working with different parts of an organization or different stakeholders, whether it’s customers or vendors or maybe even competitors or different divisions within a company. So that all of those things are upping the ante here and moving to a higher level in some ways. It’s also important that as we talkthrough these Group soft skills that we are pretty good at the ones before these.
It’s not like you could jump the rails and skip the Individual ones and that Nexus ones and just go to this Group soft skills list and be a great manager.
Moving Past the Peter Principle
Porterfield ‘7:53’: That’s what most of us can identify with. We’ve seen that person who officially moves into the management role and isn’t able to delegate, isn’t able to make decisions, isn’t able to collaborate. So we often term that as the Peter Principle, or someone who has been promoted beyond their skills level. That’s our issue here. We share this view. When we look at these soft skills, we could have someone who is not in a management role and they could have these Group skills. They are having significant influence on their workplace, in groups, in one-on-one and beyond. Our hope is that organizations and individuals grasp these and not only want to develop them, but make sure that the people who have these soft skills are the ones that get promoted.
Porterfield ‘8:51’: We see it in the job descriptions. We did a huge study of job postings and we saw some of these soft skills come out. But for an organization to really be able to pinpoint these soft skills, they have to say these are the specific soft skills we are looking for in a leader. Once you pin the soft skills down, how do you articulate them? How do you identify the person who has the ability to to delegate, to be a team player? Not only do you have to ask for it, but you need to be able to assess it and recognize it.
Squandering Soft Skills Mavens
Graham ‘9:24’: What comes to mind for me is that someone who has these soft skills in an organization and they are being squandered. Someone is going to see that person is really good at those things and make them an offer. I know of someone who was working at a coffee shop that had really good delegation skills in this coffee shop. When she worked, everyone knew that things would get done. Everyone got their order really efficiently. She was there for two months, then she wasn’t there. I asked one of the other baristas what happened and they said, “One of the customers offered her a job making four times as much as what she made at the coffee shop.” She left and the other employees were really upset about the situation. That’s what happens. if you don’t leverage those soft skills within the employees within your organization, you have a flight risk because people want to use those so0ft skills.
As you develop these soft skills, your opportunities and chance to get paid more at work increase greatly.
Graham ’10:39′: The person who hired this girl saw that they could use her soft skills to help their organization and they wanted to compensate her well for those soft skills. Foremployers, they run a risk here when they are not properly assessing these soft skills and not leveraging them within their existing employee base, as you say, when they are not hiring and thinking about them.
Drawing Attention to Your Soft Skills Strengths
Graham ’11:06′: For that person who is demonstrating these skills, it’s an opportunity. These soft skills increase your value within the workplace. These soft skills give you the ability to do other things. You may need to remind your bosses that you can do these things. Sometimes they are not looking at it.
An Example of Leveraging Your Own Soft Skills
Graham ’11:27′: I had a job where they needed someone to go around the country and do presentations at hotels. No one else wanted to do it. Other employees didn’t want to travel around all summer. I offered to do it because I can do presentations. They knew that because I had done some webinars and other public-facing stuff. They said, “Sure, Bob, go ahead.” It was a great opportunity. I got a summer where I got to pick the cities around the country that I went to and I got to use a really powerful skill of mine, which was connecting with people through presentation, in an organization where they would have had to bring someone in to do that. Fortunately for me, when the opportunity was made available, I raised my hand and said I would love to take this on. What I find is that people either don’t know about the opportunity because employers are not doing that inventory of soft skills or putting these chances out there. Or the employee is going, they should know that I have these skills so they will ask me to use them.
One of the things we are finding is that the connection between the employer and employees on these soft skills isn’t always as finely tuned as it is with the technical skills.
The Manager’s Edge
Porterfield ’12:42′: I agree. We also could speak to the managers. Those people who are already in a management role and have a team. Are they recognizing the value of their employees’ soft skills? Are they appreciating their employees’ soft skills and giving credit to the employees who exhibit them? The appreciation goes a long way to helping people feel recognized in an organization. it can diffuse some of that flight risk.
Graham ’13:19′: We are more engaged employees when we are using our strengths in different ways.
Using our soft skills makes us feel more invested and it makes us feel like it’s more fun to go to work each day than to just be doing the work stuff. Having these extra soft skills opens doors to different outlets for creativity.
Graham ’13:31′: Some people do like to only move the widgets from Point A to Point B. But some people want to be challenged in new ways and be evolving in an organization. That’s another part of this list.
That Group Soft Skills List Again
Graham ’13:54′: Could you give us that list of Group soft skills one more time?
Porterfield “14:09′: For Groups, we have identified 12 soft skills. They include:
- the ability to delegate
- the ability to make decisions
- to be analytical
- to be able to communicate at multiple levels
- to be culturally aware
- to gather locate and share information
- to conduct and facilitate meetings
- to suggest improvements
- to mentor, develop others, inspire
- to be innovative
- to work in teams, be a team member, team player
- to lead people, direct others, build teams, collaborate
Getting Better at Each One
Graham ’14:46′: That’s quite an extensive list and a lot to chew on. As we have said in other episodes, the first thing to do is to take an inventory of where you are on these things. Take that list and rate yourself. So 5 is the best and 1 is where you need a lot of improvement. Do that inventory, then pick off one or two and work on them first. For instance, say I am going to work on my delegation skills. What would that look like? I’m going to inventory the tasks that come in to me each day. I’m going to say, am I the best person to that task or would someone else on my team be better at it. All of the soft skills need you to start thinking about it. And once you start thinking about it, you start to do things differently. Over time, hopefully, it becomes part of your DNA. You get good at something so it becomes part of you. It just is. You don’t even think about it anymore.
Previewing Next Week’s Show
Graham ’15:45′: With that, we should probably draw this episode to a close. Let me tease next week’s episode. First, let me ask people to subscribe to the Serious Soft Skills podcast, if you are new to us. You can subscribe on iTunes. Give us a review. We’d love to get your feedback. You can contact us at anytime at firstname.lastname@example.org. Or you can tweet us at @realsoftskills. Those are two ways to get in touch with us. You can also go to our website, SeriousSoftSkills.com. We hope to hear from you. We want this to be a dialogue. We would love to hear your questions or insights. If you give us an insight or question, I promise you, we will put it on the air in an upcoming episode. You have my word on that. So with that we will close this episode with a quick tease for next week, when we will talk about Enterprise soft skills. That’s our fourth category of soft skills. They’re really the ones that help you influence how an organization moves forward. So we hope you will join us next week. Our new episodes come out every Wednesday. Until then, thank you for listening, good day, and Toby, your favorite thing in the whole wide world, good soft skills.