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soft-skills

Mission impossible recherche équipe agile : l’histoire du wifi dans les TGV — #ReinventWork
Les soft skills, clef de voûte de la transformation digitale
La conviction transmise par le témoignage de David Leborgneest claire : les soft skills permettent de se transformer en tant que groupe, par l’adoption d’une approche “bottom up”. Capitaliser sur la capacité de chaque individu à être force de proposition pour améliorer des process, des solutions, des produits, plutôt que de s’enfermer dans une tour d’argent décisionnelle et s’appuyer sur des analyses de marché théoriques.

Le manager n’est plus un dépositaire du savoir et de l’expérience, il a vocation à comprendre les qualités inhérentes à son équipe, et à contribuer à la croissance personnelle de chacun de ses membres.
La transformation des organisations dans ce sens est un enjeu majeur de leur futur : plus l’incertitude grandit, plus les compétences liés à l’intelligence collective, l’adaptabilité, l’agilité sont cruciales pour savoir naviguer dans un environnement complexe.
soft-skills  transformation-digitale  SNVF  exemple  fr 
8 weeks ago by sentinelle
Hard and Soft Skills in Tech – Yonatan Zunger – Medium
Yonatan essay on soft-skills in tech, how we don't hire for them, and how we don't value them. Connects to previous thoughts I've had on how we don't interview for it.

Excerpt: "One very reliable pattern I’ve observed in a lot of situations is that the strength of people’s emotional response to a statement tells you a lot about how close this statement cuts to their biggest worries. It’s sort of obvious if you say it that way, but if you apply it as a detection method, it’s very powerful: strong responses lead you to where the real problems are, the real threats to people."
soft-skills  management  teamwork 
december 2017 by gunsch
You Just Had a Difficult Conversation at Work. Here’s What to Do Next
You Just Had a Difficult Conversation at Work. Here’s What to Do Next
Dolores Bernardo
MAY 29, 2017
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NEASDEN CONTROL CENTRE FOR HBR
We’ve all been there: the fluorescent light flickering above, your stomach in knots, voices at the table becoming raised, including your own. Nearly everyone experiences difficult conversations at work, whether with peers, managers, clients, or direct reports. We know they are difficult conversations for one of the following reasons: we have differences of opinion, something meaningful is at stake, and most tellingly — they bring up strong emotions for the people involved.

After most difficult conversations, we generally feel like: “Phew! Glad that’s over. I never want to have to have that conversation again.” But, it’s actually really important to be able to follow up after a tough conversation. The question is: how? What specifically should you do and say to make things less awkward and to move forward, while also making sure that you’re actually making some progress on the points that were discussed?

For the past decade, much of my work has focused on helping leaders understand each other and collaborate effectively across functions. A lot has been written about how to have difficult conversations, but not nearly enough focus has been placed on what to do after one. From my work with executives in tech, NGOs, academia and government, I have learned that the ability to follow up and build a relationship after a hard conversation matters just as much as the skill of tackling that initial difficult conversation.

Below are three key steps that can rebuild a good working relationship following a challenging conversation, while also making progress on the problem at hand:

Step 1: Acknowledge that the conversation happened. We often want to “forget” or purposely avoid recognizing that a hard conversation took place with a colleague. That’s a mistake, because it leaves you powerless, and leaves your colleague guessing at how to handle the situation, as well. My advice is to: a) proactively follow up, b) acknowledge that it was a tough situation, and c) focus on the positive. There is huge value in appreciating that you were able to come together, identify and discuss a big issue, and even have the conversation in the first place. Thank your colleague for taking the time to engage in the conversation.

YOU AND YOUR TEAM SERIES
Difficult Conversations


Don’t Let Frustration Make You Say the Wrong Thing
Tara Healey and Jonathan Roberts
How to Handle Difficult Conversations at Work
Rebecca Knight
Create a Culture Where Difficult Conversations Aren’t So Hard
Jim Whitehurst
Consider the case of a sales director I once worked with named Richard. He had been a rockstar at his previous company, but at his first meeting presenting a sales strategy to senior management at his new job, he found his ideas rejected out of hand. He was informed that his style was totally out of synch with how the new company communicated and he came out of the meeting feeling demoralized, with no strategy for growing sales in his region.

I urged Richard to take the reins in this situation by immediately drafting a strong “thank you” email that showed that he was proactive and dedicated to getting on the same page as senior management. In the e-mail, he acknowledged that it was a challenging conversation and then focused on the positive — the fact that they had identified and discussed some big issues, which he was thankful to have out in the open.

Step 2: Find ways to move the conversation forward. Be proactive in showing that you are resilient and solutions-oriented, and that you want to stay in the conversation. Even if you were only able to come to agreement about a few action steps during the difficult conversation, send a follow-up email to summarize the conversation and focus on the outcomes you both want. Why do this? Clear communication around next steps proactively moves the conversation forward. A written record also tracks any differences in perspectives, memory, or understanding, and prioritizes accuracy. Also, importantly, new information almost always comes to light. That “new” information might actually be the true hidden sticking point that had stalled progress or created conflict in the first place. This step creates a path forward, out of the conflict zone, and builds a shared understanding of the issue.

In the case with Richard, I advised him to follow-up with an outline of the steps that he would take: researching what had been successful in another region and talking to his peers in Marketing, User Experience and Product Development. He needed to get their feedback and then craft a strategy that was in line with his new company’s values. The next time he met with senior management, he was greeted with a smile and warm handshake. He felt he had a clean slate to present his new ideas, and they were ultimately able to agree on a sales strategy for his region.

Step 3: Focus on building the long-term relationship. Remember that every interaction is just one human being talking to another. If the only interaction you have with someone is a difficult conversation, they may start avoiding you, or only associate you with difficult meetings. Instead, pay attention to building the relationship outside of the challenging conversation. This step balances both the outcome you desire on the issue at hand, and the work relationship you want for the long-term.

I recommend a practice called the designed alliance conversation, in which two colleagues put the past on hold and focus on how to positively shape their working relationship for the future. It includes questions like: What does success look like in this partnership? What outcomes are important to both of us? What constraints do we both have that we need to be aware of? What is important to each of us that the other might not be aware of? This gives each party a chance to be honest about how you each prefer to collaborate going forward.

Team-building events like a casual dinner after work, a one-on-one walk, or sharing time at a larger off-site event can also help us remember to connect as human beings. It can also be helpful to remind each other that you’re all working toward a common purpose of building a great organization and achieving the company’s mission. Emphasize the “us” in your conversations, using phrases such as “we’re all on the same team” or “we all want this initiative to succeed”. As leadership expert General Stanley McChrystal says, “It’s not enough to be great; you have to be great together.”

Actively building positive relationships after a difficult conversation is not easy, but it is a muscle you can build and it gets easier with practice. It can also give you a reputation as a go-to problem solver and collaborator — key skills for any leader.

Dolores Bernardo has worked for 20 years as a talent development leader, diversity and inclusion advocate, and management consultant. Dolores currently focuses on leadership development at Airbnb. She was previously the Head of Global Manager Development at Google, and was a consultant at Accenture.
management  career  social-skills  soft-skills  difficult-people  communication 
june 2017 by enochko
Free personal development and soft skills courses | ALISON | ALISON
Would you like to take up a new hobby, improve yourself, study better or find a new job? ALISON’s Personal Development & Soft Skills courses are for learners who want to enrich their personal and professional lives. The Personal Development & Soft Skills category includes personal development courses in digital photography, yoga, music theory and physical education. For students under-going a course of study, there are courses in smarter learning, study skills and resume writing, while, for job hunters, there are courses in career planning and job hunting. This category also includes unique courses, such as a course in Aesop’s Fables, a US citizenship course, and a course exploring architecture. Psychology courses and legal studies courses are also included.
Soft-Skills  free  learning  courses 
january 2017 by andrejx

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