Whilst these skills will all help you achieve greater workplace success, what’s more important is determining which ones are most apt for you to start addressing depending upon where you are along your current journey.
1. The Ability to Persuade and Influence
To accelerate your workplace success, you need to surpass basic rapport building strategies.
Greek philosopher Aristotle coined three terms – pathos, ethos and logos – systems of communicating which connect to our consciousness through different gateways.
Each way serves as a powerful way to influence and persuade those you need to build strong relationships with to advance your career:
Some people are inspired to respond because they were able to feel certain emotions. It’s not just about your ability to make people feel good.
It’s about using words, examples and stories which elicit the right emotion which drives them to behave in ways that serve you and/or them. You speak to their heart.
If certain people who can help you advance give high respect to achievements, status and authority, don’t be afraid to flash the results you have achieved or mention you graduated from an Ivy League school.
Doors often open because of our professional associations, memberships and career certifications. Use them to your advantage.
Learn to be good at formulating your case based on evidence and research, and you’re likely to win the argument with who make decisions based on this foundation. Use logic and be prepared to speak in facts, numbers and figures.
Spend time learning the native language of the person whose support or trust you need, and their know-like-trust barometer reading of you will spike.
2. Improving Emotional Intelligence
Emotional intelligence is about recognizing your emotions and those of others around you.
The greater the capacity you have to attune to how your emotions drive your behavior, and that of those you lead and work with, the faster you’ll travel down the track for workplace success.
President of Talentsmart Dr. Travis Bradberry explains how undertaking a 360 degrees to gain feedback from your peers, subordinates and up-line managers are the best measure of knowing where you stand as an effective leader and colleague.
Even though you may have strong self-awareness and a thirst for improving yourself, you will never be able to see your world through others’ eyes. Taking this test gifts you the opportunity to see through other’s lenses and learn where you are effective and where you are not.
Regardless of how high a rung you stand on the leadership ladder, undertaking 360° feedback surveys should be a regular occurrence. You may have far greater decision-making power and authority, but the fact remains you need to effectively lead people.
Your powers of persuasion and influence can always benefit from intelligence gained from the very tribe you’re in charge of. The natural consequence is you have ample opportunities to keep on learning how to become a powerful influencer.
What if you don’t lead people in any official capacity but are aspiring to? You can put yourself ahead of the pack by doing some self-discovery homework and undertake an EI test yourself .
You have to improve your self-awareness and that should encompass taking deliberate steps to see the world through other peoples’ eyes. Social awareness diminishes as you progress up the leadership ladder but high EQ leaders are socially aware and prime the awareness of the organization.
3. Transformational Conflict Management and Negotiation Skills
When you can mediate two or more feuding parties to achieve a workable resolve, you become an irreplaceable commodity with greater bargaining power.
Whether you’re one of the disagreeing parties or not, doing the following background checks before initiating invitations to start resolution-focused discussions will greatly improve your chances of a successful outcome where there’s conflict:
- Learn the details and facts of the argument each party supports
- Gather further information from each party to learn the perspective and personal values driving their argument
Now, set the time-frame and framework for the negotiation process.
Transparently direct and communicate that equal space and time will be given for each party to gather their facts, figures and perspectives. It’s also mandatory each party knows they will be listened to and respected. Empathetic recognition of each other’s positions and perspectives is an essential stage in the negotiation process.
Invite each party to come together to mediate but dictate boundaries as to the conduct of communication. Illustrate how the rules are to everyone’s benefit.
State how and when each party communicates with another and designate a chair to ensure the exchange stays on course. Disallow any room for personal attacks, criticism, opinions and judgments.
Make part of the negotiation process an educational opportunity which sets precedent for how those parties will communicate when future disagreements arrive. Emphasize how it’s in their best interests to conduct themselves differently going forward, so they can be empowered to manage future conflict themselves.
Before long, you can take their training wheels away and look for yourself, to the next hurdle in your pursuit of career advancement.
Learn more about negotiation skills in this article:
4. Determine Your Career Satisfaction from an Internal Locus of Control
When you are emotionally and mentally aligned to the work contribution you are making, success will come smoother and faster. This means not just looking for roles which match the tangible aesthetic aspects (i.e. money, perks, location).
With any new opportunities, we’re forced to naturally develop new skills and knowledge from the change itself. However, when you consciously look for intangible qualities that connect with what makes you feel content, satisfied and feeling a sense of knowing you’re heading in the right direction, it will be easier to stay the path.
You’ll better know what to say yes to and what to say no to. You’ll be better able to swat away distractions and time wasting opportunities and people.
Ask yourself every day if where you feel you’re heading feels right. When you do, you’re much more likely to stay on course and take the shortest and smartest route toward your career goals.
5. Become Adept at Addressing Workplace Stress and Increasing Resilience
This should hold true for both you and your people.
The World Health Organization recognizes depression as the leading cause of disability worldwide((World Health Organization: Depression)) and incidences of mental health conditions in entrepreneurs((Michael Freeman MD: Are Entrepreneurs “Touched with Fire”?)) and senior managers are being increasingly being documented. So if you think you can – or should – burn the candle at both ends to advance your career success, you need to think again.
To guarantee workplace success means being intelligent about how you protect and manage your mental and emotional health. Avoid operating by default and trying to claw your way back from a tumble you could have avoided in the first place. Proactively work with a psychologist or therapist to learn what your alarm bells, warning signs and thresholds are.
When you’ve recognized these, develop action-ready plans for when the alarm bells start ringing. Regularly engage in practical programs which build yours and your people’s resilience. Discuss and share your experiences with them.
Prevention is always better than cure so if you’re a manager, drive a culture which promotes proactive self-monitoring and focuses on educating and supporting your people to develop optimal mental health.
With your leading by example, it will be difficult for them not to be inspired to follow suit and you’ll transform the lives of your people in more ways than you can imagine.
6. Develop a Commercial Attitude
As your career progresses, being an inspiring leader is essential. Even more important, however, is being one which drives performance and gets results. It will not be enough to develop positive, cohesive teams of people who support each other yet cannot perform.
If you’re moving up through the ranks but don’t have a head for figures, shy away from monitoring results and reporting returns on investment, your leadership tenure will be short or you’re going to hit a progression plateau. It’s time to invest in professional development which develops and exercises your commercial mindset.
Don’t just read about concepts which advance you as a people manager. Look for research, interactive applied programs and courses which force you to look at economical impacts of decisions and activities you make in your current role.
When you can exercise and demonstrate, you can swiftly switch between different mindsets, you’ll not only become more attuned to self-assess the quality and quantity of your output, you’ll become a well-known hot commodity in the marketplace.
You’ll demonstrate a scope of thinking beyond your own individual sphere. When decision-makers higher up can see this, you’ll be invited to step up.
7. Delegate and Let Go of ‘Doing the Doing’
One of the biggest struggles solopreneurs and developing managers face is handling the transition of stepping out from doing hands-on activities. You’re no longer the marionette; you’re the puppeteer.
Your role scope and activities widen and increase in complexity but, you’re not letting go of things that you probably should start letting go of.
When you’ve established, there are people who can help you (in fact it is their role to do so) develop an inventory of things you can begin to let go of.
Letting go might be a gradual process. If you have felt purposeful and good doing those tasks and activities in the first place, severing yourself from the satisfaction you got from doing them can difficult. However, you free up energy and space to develop greater competence in other ways that will advance your career.
Start with things you know are meant to be delegated. Practice trusting others. Practice gratitude for their stepping up. Bit by bit, test yourself and test others reliability.
Gradually delegate more and more. As you do, your team gets to feel more valuable as contributors. As you let go of some of your hands-on tasks, you allow your people to widen their skills. Everyone wins.
Find delegating challenging? This guide can help you:
8. Be Prepared to Clean, Complement, Then Create
According to board intelligence solutions provider Equilar the average CEO tenure in S&P 500 companies in 2017 was approximately 7.2 years, with a median tenure being approximately five years.((Equilar: CEO Tenure Drops to Just Five Years)) C-suite tenures of 15 years plus have fast become a thing of the past. That means less time to get up to speed, implement changes and prove your worth.
Outside hires have been shown to take twice as long to get up to speed.((Harvard Business Review: For Senior Leaders, Fit Matters More than Skill)) Therefore, if you’re hired from outside and your average life expectancy is approximately seven years, you need to set expectations to hit performance targets in 3.5 years to keep your skin in the executive leadership game.
If you’re only now just charging out of the gate to make conscious choices to advance your career, having an accelerated-pace mindset is only going to work in your favor.
However, don’t presume this includes being promoted or gifted a pay rise upon passing your probation. Along with more challenging and rewarding workplace, challenges often come unexpected and undesirable complexities.
Expect that there might be some mop jobs where you might need to get your hands dirty. Think toxic colleagues, errors and underperforming systems and process, bad management practices. You will initially need to invest time in getting to know challenges from a hands-on perspective.
If you’re the new kid on the block, know it takes time to become familiar with people. You must also give them space and opportunity to get to know you.
In any new career step, seek to understand first….then, get your skates on.
Set yourself some goals for quick wins which don’t only increase your likeability but actually achieve noticeable results:
- Build relationships with key people who have influence and decision-making power
- Showcase your competence and performance within your role
- Support others to achieve their work goals without stepping on toes and without sacrificing meeting your own first
- Be prepared to step in and help out where system and process malfunctions (and relationships) need cleaning up but tread tentatively and carefully
Be mindful that the bull in a china shop approach to changing the status quo may not fare well when you’ve just commenced a new role or posting. Unless you were specifically hired to do this, take care to tentatively ask for permission to contribute your million-dollar ideas and strokes of genius.
Only when you’re a clear social complement to the team do you gain a license to sit at the knight’s round table, and share your ideas that could transform the business.
The Bottom Line
Whether you pick one or five of these critical skills as your focus of attention, you’re going to be on track to open far more doors of opportunity than you might have originally thought possible.
So, how did you fare and what did you choose? Are you ready to get to work?