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- Herausgeber: Crown House Publishing
- Kategorie: Fachliteratur
- Sprache: Englisch
Brimming with punchy, practical ideas to improve your day-to-day effectiveness, Upskill: 21 keys to professional growth is the definitive guide to developing the adaptive skills essential for success at work. In Upskill, adaptive skills specialist Chris Watson delivers a dynamic snapshot of easy-to-access development possibilities providing you with: 840 user-friendly tools and techniques reflecting the latest thinking on how to extend capability, boost professional growth and take charge of your career; a rich resource of reliable solutions, grouped around the twenty-one adaptive skills most valued by today's employers including creativity, collaboration and communication; an abundance of proven approaches, topical insights, time-saving apps and inspirational videos, as well as helpful signposts to relevant quotes, books and other resources. Each chapter focuses on one of the twenty-one skills, and begins with examples of how the individual skills which can be practised and refined throughout a career, and have all been shown to be associated with greater operational agility may be observed in the work environment. This brief introduction is then followed by forty practical ideas to develop the performance of people. Although there is no formal hierarchy to the list of suggestions, all of the ideas have been categorised into three inter-related clusters for ease of use encompassing ideas for personal development, for delivering results and for long-term gain. Within each of the three clusters, all of the ideas for professional growth have been laid out in terms of how they can help you respond and adjust to the requirements of your role and the ever-changing world of work. Some of the suggestions are tools apps, templates, downloads and inventories which can be picked up and used/introduced straightaway. Some of the suggestions are techniques methods, approaches and procedures for you to try out, investigate and explore. The final set of suggestions indicate where to look for further inspiration including films, podcasts, related research and a wide range of suggested reading materials. The majority of the hints, tips and techniques can be actioned without having to access any external support or invest in any additional outlay, and are as useful for new starters in an organisation as they are for experienced managers. Suitable for anyone who is committed to developing themselves and their colleagues, but may not have the time, the resources, the budget or the inspiration to know where to start.
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What people are saying about Upskill
If you want to develop yourself, your people and your teams, read Chris Watson’s Upskill. Reflecting the growing trend towards self-directed learning, this do-it-yourself guide is filled with practical and innovative ideas that will help both you and your teams flourish!
Marshall Goldsmith, New York Times number one bestselling author of Triggers and What Got You Here Won’t Get You There and two-time winner of the Thinkers50 Leadership Award
We live in an age of positive disruption which is only set to increase in the years ahead. The winners will be those individuals who are open to new ideas and actively focus on developing their learning agility. Upskill offers a huge range of tactical tools and intelligent ideas and approaches for long-term gain, which makes it so useful for anyone committed to developing themselves or others.
Dominic Monkman, Global Strategy and Business Operations Director, GlaxoSmithKline plc
Upskill recognises that people sit at the centre of their own learning. It’s refreshing to read a book that provides individuals with such a range of tools and techniques in one place, which can be accessed whenever they are needed. Chris Watson has clearly drawn on his extensive practical experience in the field. Great job.
Kate O’Sullivan, Deputy Chair, British Rowing, Chair, British Rowing National Coaching Committee
Compelling in its clarity, Upskill reflects the latest thinking on how to improve performance by building on strengths – helping individuals to learn at their own pace, in their own time. Anyone working in not-for-profit organisations, in the education sector or in other institutions outside of the corporate world will also find great value in this material.
Eleanor Cannon, Chair, Scottish Golf
What a great wealth of ideas. Using a series of simple tools and techniques that are easy to understand and apply, Chris Watson has created a wonderful resource for anyone dealing with organisational issues or who has an interest in personal development. Every single one of the hundreds of options put forward is worth a read.
Jim Tamm, co-author of Radical Collaboration: Five Essential Skills to Overcome Defensiveness and Build Successful Relationships
Upskill is an interesting and thought-provoking book which challenges the reader to take stock of where they are and to consider how they can move forward. Each chapter provides a down-to-earth, inclusive and developmental approach, with the use of welcomed humour hooking the reader in. I can see this being a ‘go to’ book for any professional!
Steve Johnstone, Director of Higher Education, University Centre, North Lindsey College
Chris Watson has created an invaluable resource, bringing together tips and techniques that really work for pretty much every situation you could imagine. It’s a rich source of new ideas and inspiration and a timely reminder of things you knew but had forgotten – and even more than that it’s a fantastic point of reference for both classic and bang-up-to-date resources in the spheres of productivity and performance. Highly recommended.
Alison Jones, bestselling author of This Book Means Business and founder of the Extraordinary Business Book Club
This handy compendium of ideas is packed with a wealth of proven tools to help individuals take greater control of their professional development and build long-term learning agility. Upskill encourages constructive conversations about capability in the workplace, anchored around some of the most valuable adaptive skills. The structure of the book is both engaging and inviting, allowing learners to be more flexible in the way they discover, distil and direct each of the practical suggestions for professional growth. No fillers, abstract theories or tedious stories: just full of easy-to-apply tools.
Curt W. Coffman, co-author of Culture Eats Strategy for Lunch and First, Break All the Rules
With Upskill Chris Watson has curated an accessible, practical and memorable toolkit which any established or aspiring leader should delve into as part of their ongoing development journey. Taking an evidence-based approach, each of the twenty-one keys unlocks a door leading to a rich menu of resources, tactics and strategies. A book destined to spend very little time on the shelf.
Mark Gilroy, Managing Director, TMS Development International Ltd
Upskill offers a highly relevant and very accessible toolkit that enables the reader to engage with a variety of tools and techniques to enhance their personal and professional development at the point of need. The ‘Inspiration’ sections provide insights and additional resources that directly navigate the reader to a plethora of supporting narratives, and the book’s smorgasbord approach is both flexible and focused – ensuring that individuals can easily identify the areas which will have the most positive impact for themselves and their organisations.
Susan Kane, Head of Leadership and Learning and Development, University of York
Well-structured and easy to navigate, Upskill is a veritable toolkit of tried and tested solutions for anyone wanting to develop themselves, their teams and their organisations – whether they need help attacking a specific challenge or just want to browse for practical inspiration.
Richard Mellor, Global Chief Human Resources Officer, R/GA
Business is facing a new wave of complexity. Wrong response: create more processes and systems and add structures, control and committees – this complicatedness chokes productivity and satisfaction at work. Right response: better utilise people’s intelligence, leverage their adaptiveness, strengthen their problem solving skills and grow the individual rather than the bureaucracy. Upskill provides tools and guidance to help achieve this, and enables readers to better face complexity without getting complicated – the essence of vitality.
Yves Morieux, Managing Director, Boston Consulting Group
It would be a challenge for any individual to not be inspired by the range of practical strategies that are included in Upskill. All the suggestions are neatly categorised under the twenty-one adaptive skills, so you can pick and choose where to focus your efforts – moving away from the one-size-fits-all model. Most books aimed at personal development usually only provide a couple of gems. There are 840 in this book!
Steve Oakes, Associate Director of Education, AQR and co-author of The A Level Mindset and The GCSE Mindset
In our busy work lives there needs to be a guide or a textbook to dip in and out of for inspiration and assistance, and to provide us with that ‘light bulb’ moment when reflecting on and developing our personal development. Upskill does exactly that. Its format and layout offers easy access without getting bogged down with too much jargon and academic distraction.
Glen Woodcock, CIPD Programme Leader, University Centre Grimsby
None of us can claim to be perfectly efficient and effective. These are personal attributes one can only strive to improve, and Upskill is a gem for anyone with that aspiration. Readers will gain immense and individual value from Upskill’s rich content by learning concepts, techniques and tools that are new to them, and by being reminded of others forgotten.
Michael Taylor, Principal and co-founder of SchellingPoint Management Consultants
An extremely useful guide to developing the techniques that will unleash the performance potential inside us all. Upskill provides a springboard for self-development and personal fulfilment, and is an excellent addition to the field of performance psychology.
Dr Keith Earle, Sports Psychologist, Hull City Tigers
Upskill provides a comprehensive account of personal and professional growth areas which everyone should be thinking about in terms of their own development. It is positive, easy to read and is based on in-depth knowledge of the subject – a welcome addition to the literature.
Dr David Duncan, Chief Operating Officer, University of Glasgow
A user-friendly treasure trove of growth opportunities, with amazingly useful and current content. It’s ideal as a resource to support any development work to broaden an individual’s horizons, and offers a good starting point from which to promote self-learning and encourage people to take responsibility for their own development.
Kim Ellis, Managing Director, Different HR
In a world of information overload, it is a blessing to discover a well-researched book full of practical tools, techniques and inspiration for developing professional skills that are currently in demand from employers. Upskill is a real time-saver.
Dr Angela Armstrong, founder of Sustainable High Performance
This highly practical repository of ideas, tools and techniques to assist with personal and professional development is both accessible and relevant. The serious business of learning is peppered with an irreverence which ensures the reader does not take this important subject or themselves too seriously.
Paula Tunbridge, Deputy Director of Human Resources, University of York
Upskill is a great resource for anyone who wants development but is too busy to access it. The book just begs to be dipped into, whether it be while travelling, during lunchtime or at various points during the day. A bit like a freshly liquidised management and leadership development programme, this resource is there whenever you want a quick sip of knowledge and current management thinking. Business leaders and those in the self-employed consultancy market will find the book especially helpful.
Ruth Cornish, FCIPD, founder of Amelore Ltd
Any format that allows you to understand a concept quickly, and shows you how to make best use of it, is going to be useful. This comprehensive book is a cornucopia of tools, models and techniques that will help leaders and managers improve their skills and be more effective. Flick through and have a go.
Rory Underwood, MBE, motivational speaker and former England rugby international and RAF jet pilot
This book is dedicated to Ami, Ben, Finley and Molly – the gang of four who challenge me to see the world through a different lens each and every day.
Contents
Acknowledgements
As you would expect, there are plenty of people who have helped bring this book to life, and, somewhat predictably, I am rather grateful to them all.
Firstly, to the professional team at Crown House Publishing who have made good on their promise to be easy to work with and a truly collaborative publishing partner. Special thanks to the uber-talented Emma Tuck for her editorial excellence and to Rosalie Williams for her tireless commitment to the marketing of the book.
I am indebted to all of the businesses that provided feedback on the skills they valued the most within their organisations, which provided the foundation for Upskill. Thanks also to Dr Peter Robinson and Dr Rob Miles at the University of Hull for their expertise in organising the outputs from the Adaptive Skills Project.
Gratitude goes out to clients, collaborators, partners and associates of Endor Learn & Develop for helping with the validation and fine-tuning of the material presented in this book. Also to the front-of-house team at Normanby Gateway for their ongoing loyalty and relentless flexibility.
High-fives to all the other coaches, facilitators, trainers and learning practitioners that I have been lucky enough to work alongside over the years, who cultivated my interest in organisational behaviour. To my mentor Rick Rock for his wise counsel and positive suggestions. Additionally, to every line manager I’ve ever worked for – the good, the bad and the ugly – all of whom have taught me valuable life lessons in how best to deliver results through others.
There is an old Latin saying, Qui docet discit, which means ‘he who teaches, learns’, and for this reason I’d like to send a massive shout-out to all the learners I’ve had the good fortune to develop, and be developed by, for being the true inspiration behind this book.
Ultimately, I’m no expert on the human condition, just an enthusiastic alchemist who loves to discover proven, provocative and (sometimes) perverse ways to develop capability in the workplace, so I’m forever grateful to all of the remarkable minds featured in this book who have devoted their lives to a better understanding of the world of work. Many of them have kindly shared their time and expertise to explain their approaches and experiences. It is because of them that this book is everything it is.
The only person missing from this near Oscar-acceptance-speech-esque list of people to thank is the one person who has helped me to pull all of these disparate strands together and make the convoluted seem clear. This is the person who makes it all possible – thank you to my very best friend, the most patient woman in England. She knows who she is.
… the strongest principle of growth lies in human choice.
George Eliot
Introduction
This book has been designed for anyone who is committed to developing themselves and their colleagues, but may not have the time, the resources, the budget or the inspiration to know where to start. It provides a compendium of resources for you to pick up and refer to in your own time and at your own pace: 840 practical ideas reflecting the latest thinking on how to extend personal performance. The suggestions have all been grouped around a set of twenty-one adaptive skills associated with successful outcomes at work and beyond. These key skills can be practised and refined throughout a career and are as relevant for new starters in an organisation as they are for experienced managers.
This handbook of development ideas will help you to adapt and adjust to new approaches and work methods. It can be used to support upskilling through the identification of relevant and realistic options for your professional growth. You will discover a host of proven techniques: relevant articles, quotes and resources, carefully selected videos, novel approaches, time saving apps, topical insights and engaging websites. You can action the majority of the hints, tips and techniques without having to access any external support or invest in any additional outlay.
The material can help with personal development, performance reviews, goal setting, career counselling, constructive feedback, coaching and training needs analysis. The content has been used to add value during management development, team building, project planning, remote working, induction programmes and on-boarding, and has also been picked up by institutions wishing to help students gain a clearer understanding of the world of work. The development options contained in the book are most commonly used to encourage open communication around the recognition of potential talent and evolving work requirements.
Focusing on adaptive skills
The term ‘adaptive skills’ describes a range of transferable abilities and work approaches which enable people to operate effectively within different environments and work situations. These flexible skills have been found to be an accurate predictor of many life outcomes, often providing similar results to those of traditional measures of intelligence.1 They are not role specific and can be applied across different settings to provide greater operational agility. Adaptive skills can be developed throughout a lifetime and add value by promoting operational versatility and building personal resilience. As a result, they are increasingly recognised by organisations as being one of the critical drivers of success in today’s rapidly changing workplace.
A recent survey of 91,000 employers revealed that the most common skills lacking among existing staff were all related adaptive skills, including management skills, influencing others, work prioritisation and teamwork.2 Across the pond, a study undertaken by the Wall Street Journal showed that 92 per cent of senior managers believe that transferable abilities are either as important as, or more important than, technical skills, with 89 per cent stating they had difficulty finding people who were able to demonstrate these attributes.3
Twenty-one key skills
Every skill featured in this book has been included following a ten-year independent study into adaptive work practices.4 Over 8,000 managers from all business sectors including private, public and not-for-profit provided feedback between 2006 and 2016 to confirm which adaptive skills they valued most in their employees. The research was undertaken by Performance Talks Ltd, with support from the Knowledge Transfer Project (co-financed through the European Regional Development Fund).
The project identified a set of key ‘transferable currencies’. These are the workplace skills which are believed to add value to an employee across multiple work situations at any stage in their career, regardless of position. The twenty-one simple, straightforward attributes that resonated with employers are:
Ability to influenceCommercial thinkingCommitment to change and adaptationConstructive communicationCreativity and innovationDirection and purposeEffective planning and organisationEnthusiasm for customer serviceFocus on developing othersInterpersonal awareness and diplomacyIntuitive thoughtMotivation to succeedOwnership of self-developmentPeople management and leadership potentialPositive decisionsProfessional ethics and social responsibilityResilience and emotional controlResults through actionSpecialist knowledge and abilityTeamwork and collaborationUse of information and dataThis set of transferable currencies was robustly tested to ensure its applicability in the workplace. While the labels used to describe each of the skills varied from company to company, the scope and coverage of every one was both familiar and relevant within each organisational setting. Feedback demonstrated that these were the skills which had the greatest potential to provide sustainable value for the majority of employees. However, it is worth noting that while all of the twenty-one items were acknowledged as universally applicable, some organisations prioritised certain skills over others, based on their own customs and/or strategic intentions. Interestingly, the study found no evidence that defined work sectors were consistently prizing the same skills at any one time. For example, while a high proportion of not-for-profit organisations might be expected to emphasise the development of ‘professional ethics and social responsibility’, there were also large numbers of respondents from this same sector who favoured ‘commercial thinking’ – demonstrating the fluidity of organisational culture.
The outputs of the study have provided the framework for this book and reinforce the findings of other research into this area, such as recent projects by the University of Kent (which included surveys by Microsoft, Target Jobs, the BBC, Prospects, NACE and the Association of Graduate Recruiters) and other organisations.5 For example, an analysis of 2.3 million LinkedIn profiles demonstrated that 58 per cent of employees who listed ‘communication skills’ on the site during 2014–2015 were hired, making this adaptive skill one of the most transferable across all sectors of the job market.6 ‘Communication skills’ were closely followed by ‘organisational skills’, ‘teamwork’, ‘interpersonal skills’, ‘creativity’ and ‘adaptability’.
Additionally, there is evidence to suggest that consciously upskilling around these more flexible themes may help with future-proofing careers. A report by the World Economic Forum has identified ten skills which it believes will be in the highest demand by all employers as we move into the 2020s.7 Their list contains many of the items used to develop the Upskill framework, including judgement and decision making, service orientation, emotional intelligence, people management, coordinating with others, creativity, problem solving, critical thinking, cognitive flexibility and negotiation skills. The global report represents the views of fifteen major developed and emerging economies and concludes by saying:
Overall, social skills – such as persuasion, emotional intelligence and teaching others – will be in higher demand across industries than narrow technical skills, such as programming or equipment operation and control. In essence, technical skills will need to be supplemented with strong social and collaboration skills.8
Reliable content
While there is growing consensus around the actual skills needed to support operational agility, there is also an increasing frustration among management groups with regard to the way that any upskilling is currently taking place. According to the Chartered Management Institute, over 70 per cent of UK managers would like to provide their staff with easy-to-access, easy-to-consume and easy-to-implement development opportunities which can be integrated into everyday work experiences.9 However, for this to happen, managers need to know how to access reliable and proven content.
For this reason, thousands of potential options to develop capability were initially considered for inclusion in this book, before being whittled down to a more manageable number. Business owners, employees, human resources (HR) professionals, learning and development (L&D) specialists, management consultants, line managers, team leaders, supervisors and representatives from support agencies, including Business Link and Yorkshire Forward, all contributed to this process, providing practical observations and constructive feedback. Academics from the University of Hull were also brought in to assist with the organisation of the data and to make it easier to access. Every development idea was sense-checked and explored in detail before being mapped against the twenty-one key skills. To provide a consistent number of suggestions for each theme, a total of forty ideas per skill have been included. These hints and tips represented the most robust ideas, which were verifiable, reliable, easy to action, topical and/or ones which resonated most with pilot groups. Where possible, referencing to empirical research and further reading has also been included.
Using this book
Each chapter focuses on one of the twenty-one skills. All chapters begin with examples of how the individual skills may be observed in the work environment. This brief introduction is followed by forty practical ideas to develop the performance of people. Although there is no formal hierarchy to the list of suggestions, all the ideas have been grouped into three inter-related clusters for ease of use:
Within each of the three clusters, all of the ideas for professional growth have been grouped together in terms of how they can support you in your role. Some of the suggestions will be tools – apps, templates, downloads and inventories – which can be picked up and used/introduced straightaway. Some of the suggestions will be techniques – methods, approaches and procedures – for you to try out, investigate and explore. The final set of suggestions will provide you with information about where to look for further inspiration – where to go to discover more, including relevant books, videos, articles and research.
Finally, at the end of each chapter there is a list of related work skills. This section highlights the adaptive skills which are commonly associated with each other. For example, there are forty proven ideas for developing organisational skills in the chapter entitled Effective Planning and Organisation (Key 7), but by referring to the Results through Action section (Key 18), you will identify a number of additional tips and techniques to support your interest in developing planning and organising skills.
In practice
This book has been designed to act as a portable resource for you to dip into as you search for strategies and solutions to overcome work challenges. Aimed at the curious learner, the content provides a diverse selection of practical ideas to support your development. As such, it is unlikely that all the options presented will be equally applicable in every work situation. As a starting point, talk with others within your organisation about any existing work challenges and then decide whether these are personal, operational or organisational concerns. Next, look to identify three or four actionable ideas from the most appropriate chapter which could support your progress. Where possible, always build on your own recognised strengths.
The 840 suggestions for upskilling can be used to support self-directed learning, as well as encourage you to connect with others through an exploration of the different possibilities to extend performance in role. The content actively promotes flexible learning and is best applied as part of a holistic approach to personal development which celebrates the informal sharing of learning content. One-to-one interaction with managers, peers, coaches, supervisors, career advisors, L&D specialists, HR officers, teammates and/or sponsors plays an integral role in any learning process and Upskill actively promotes open discussions about evolving priorities. The development ideas are designed to facilitate dialogue between colleagues to identify the ones which are the most beneficial to the achievement of work goals and professional progression. Every hint and tip can therefore be regarded as a springboard or signpost to stimulate further discussions and assist with the transfer of knowledge.
Unlocking performance
The benefits of upskilling in the workplace are widely recognised. Employees who are well supported with appropriate training and development opportunities are more able to adapt to the challenges of their roles. They are more productive, more engaged, more customer focused and more likely to stay with an organisation. However, with the amount of demands and distractions faced by staff today, there is less time to invest in generic training programmes unless these initiatives specifically address defined problems. While the short, self-directed learning opportunities outlined in this book are not complete solutions for every training need which may arise, they can – in the right context – provide a rich source of complementary development ideas. Personalised learning possibilities which offer a clear line of sight back to existing work requirements.
From an organisational perspective, this approach may offer additional value:
Provides a range of just-in-time learning solutions, whenever and wherever you need them, to assist with upskilling – acknowledging the important role of personal choice in the learning process.
Focuses on the development of adaptable skills which can be advanced throughout a career. These flexible skills are as relevant for new inductees as they are for seasoned executives.
Assists with the prioritisation of informal learning methods. Supports the adoption of the 70:20:10 model of learning in the workplace, where 70 per cent of learning comes through job related experiences, 20 per cent through interactions with others and 10 per cent through formal training methods.
Delivers a dynamic snapshot of learning possibilities linked to work requirements. Realistic and achievable ideas to extend performance.
Encourages the adoption of a more personalised, self-directed approach to skills progression by moving away from the one-size-fits-all model. Places emphasis on what people contribute, not what they lack.
Ensures maximum use of any training budget due to minimal cost implications, with the majority of ideas for progression costing nothing to implement.
Promotes greater operational agility, increasing an individual’s ability to adjust, adapt and be flexible during times of change. Includes proven learning hacks to help people introduce new solutions to existing work challenges.
Assists with organisational upskilling by breaking down long-term development intentions into smaller, digestible bites which can be delivered on demand using a variety of methods, including video files, podcasts, books, films, quotes and case studies.
Recognises that learning is often achieved through a chain of events rather than by one single intervention. Self-managed learning offers multiple opportunities to revisit content using different formats and methodologies which will assist with retention.
Moves the focus from a series of formal learning activities provided by someone else to an ongoing journey of self-guided discovery. Employees become proactive partners in the learning process. Placing the emphasis on future improvement instead of reflecting on what has taken place in the past.
Builds management capability by extending opportunities to identify realistic and appropriate development options for developing employees. Assists line managers who may be less comfortable identifying suitable learning options for staff by making conversations about performance requirements easier.
Positions the process of upskilling as an organic, ongoing and collaborative activity. This mirrors the recent trend towards continuous performance management by prompting more conversations about professional growth between employees and their managers.
Cultivates the development of a common language regardless of work specialism. Simplifies the use of complex terminology when describing talents and abilities. Helps employees to recognise and share their understanding of the adaptive skills linked to greater operational flexibility.
Provides a platform for constructive discussions with remote teams, virtual workgroups, contract staff, gig economy workers and anyone committed to their own professional growth.
Supports career management and succession planning activities. With more people expected to undertake a greater number of job roles in their lifetime, developing transferable skills which are likely to be attractive to any employer could increase opportunities for job movement and accelerate entry into new positions.
Helps young people to make the transition from education to work. The language used by employers to describe performance expectations at work is often unfamiliar to students and may need decoding.
Reinforces the importance of applied people skills and the human dimension of work by putting people at the centre of their own learning journey.
Notes
1 J. Heckman and T. D. Kautz, Hard Evidence on Soft Skills. Labour Economics, 19(4) (2012), 451–464.
2 UK Commission for Employment and Skills, EmployerSkills Survey 2015: UK Report. London: UKCES, 2015. Available at: https://www.gov.uk/government/publications/ukces-employer-skills-survey-2015-uk-report.
3 K. Davidson, Employers Find ‘Soft Skills’ Like Critical Thinking in Short Supply. Wall Street Journal, 30 August 2016. Available at: https://www.wsj.com/articles/employers-find-soft-skills-like-critical-thinking-in-short-supply-1472549400.
4 The Adaptive Skills Project (2006–2016) was an online survey conducted by Performance Talks Ltd/Endor Learn & Develop to investigate the adaptive skills most prized by employers. Feedback was received from occupational sectors including manufacturing, digital technologies, media and creative services, logistics, service industries, retail, food and drinks, engineering, plastics and polymers, agriculture, local government, education, voluntary services, nursing, healthcare, banking and insurance. Additional technical assistance was received from the Design Enterprise Centre at the University of Hull.
5 See https://www.kent.ac.uk/economics/documents/research/papers/2016/1612.pdf and https://www.youthemployment.org.uk/dev/wp-content/uploads/2017/07/Youth-Employment-UK-Employability-Review-June-2017.pdf.
6 Davidson, Employers Find ‘Soft Skills’ Like Critical Thinking in Short Supply.
7 World Economic Forum, The Future of Jobs: Employment, Skills and Workforce Strategy for the Fourth Industrial Revolution (Geneva: World Economic Forum, 2016). Available at: http://www3.weforum.org/docs/WEF_Future_of_Jobs.pdf.
8 B. Palmer, What Job Skills Will You Need in 2020? PCMA, 18 June 2018. Available at: https://www.pcma.org/what-job-skills-will-you-need-in-2020/.
9 W. Scott-Jackson, S. Owens, M. Saldana, L. Charles, M. Green, P. Woodman and L. Plas, Learning to Lead: The Digital Potential (London: Chartered Management Institute, 2015). Available at: https://www.managers.org.uk/~/media/Files/PDF/Digital-Learning/Learning_to_Lead-The_Digital_Potential.pdf.
KEY 1
Ability to Influence
Ability to Influence
People who are highly influential in a work situation excel at enlisting the support of others to achieve their objectives. They are able to convince their colleagues and are persuasive in their approach. Typically, they can sway the views of others without any reliance on coercion or manipulation. They know how and when to accept the opinions, values and needs of those around them. These individuals have a strong personal impact and are likely to make a lasting social impression. They will often make a significant contribution to the outcome of any important debate. Great at fostering a sense of commitment, they are capable of articulating their views coherently and convincingly. Working across boundaries to build social networks, they can create alliances both inside and outside the work environment by actively encouraging win-win solutions.
Ideas for personal development
One can only influence the strong characters in life, not the weak.
Margot Asquith
Tools
Structure your pitch using the old marketing acronym AIDA – get their Attention, build the Interest, create a Desire and ask for Action.10 Remember to highlight the benefits of your idea, not just the features.
Manage the manipulation. Acknowledge the range of different influencing methods used by those around you. Recognise some of the subtle techniques that can be applied in the workplace to construct highly persuasive messages. Look into information manipulation theory and discover four reliable ways to question information which is presented, probe for more details and seek corroborating evidence.
Use ESP to increase your persuasive power – apply Empathy combined with Sincerity to be more Persuasive.
Techniques
Be genuinely interested in others and use people’s names. This is the simplest and most effective influencing technique in the world.
