The skills used most often to identify management potential share
little in common with those required for management performance. To succeed, managers must deliver results
through others. To consistently achieve
this objective, they must have proficiency in people-oriented soft skills few have
or have had the opportunity to develop. In
this
Microlearning for Managers blog post, we dive into the leadership skills that
matter most.
The Three Pillars of Persuasion
are a distilled summary of leadership competencies synonymous with success in leading
the next generation of workers.
What are soft skills and why are they required for leading the
incoming generation?
Soft skills are a combined set of leadership
practices, demonstrated through actions and example, that provide managers with
an opportunity to earn the respect of direct reports. With respect, managers have an ability to lead
or achieve performance objectives through influence. This is especially true with Generation Z,
who are now entering the workforce.
Gen
Z employees want to be coached, not managed, and want to work for supervisors
they know and trust. Management
practices that once worked, and perhaps worked well with previous generations,
no longer do. Today, it’s about building
a fire within and not beneath employees.
The following leadership proficiencies are a distilled summary of those
commonly shared by highly influential managers.
The Three Pillars of Persuasion: What Every Manager Should
Know
The
active ingredient of frontline leadership is respect. Respect has two very different meanings. It can be something shown to or earned
from employees. Both interpretations
are important. Where persuasive influence exists, so does demonstrated, and
earned respect. Do you consistently show
respect to each of your employees? Do
you commit to a course of action that lends itself to earning the respect of
those reporting to you? What
opportunities do you have to improve?
Employee
engagement
levels have declined over the past decade and in some industries, have
plummeted since the pandemic. This in
part helps explain why
Gen Z employees have an average tenure of just
over two years. Engaged employees
consistently exceed performance expectations and disengaged employees
seldom meet them. Highly influential
managers know engagement is a by-product of an employee’s experience. Equally as important, they know that no one
within the organization has more impact upon employee experience (and employee
engagement) than frontline managers. What
impact do you have on your employee’s daily experience? Are you providing for your employees most
basic needs? Do you understand their
frustrations and are you actively trying to improve their workday experience?
Performance management is the overarching process used for continuous improvement over time. It’s a catch-all term used to describe how managers help employees reach their full potential. Dependent upon effective communication, it requires clarity of expectations, routine feedback, and ongoing coaching. Highly effective managers improve performance outcomes through influence with, and not control over employees. Do your employees know what you expect from them? Are you providing real time feedback when the need for it is recognized? Are you helping improve performance outcomes through follow up coaching and support?
In many instances, individual contributors are promoted
into management roles based on technical proficiency and performance
outcomes involving hard skills. The
skills responsible for promotion, aren’t the same ones needed for delivering
results through others. To succeed,
managers must have influence with direct reports. Demonstrating and earning respect through
actions and example, improving the employee’s daily experience, and helping
direct reports reach their full potential are the pillars of persuasive
leadership. They are also the soft
skills needed to effectively onboard and integrate the next
generation of workers.
Microlearning for Managers is a learning & development resource specializing in the 21st century needs of front and midline managers. For additional information about Microlearning for Managers, please visit our website. To learn more about influential leadership, check out our 10 Traits of Highly Influential Managers Course.
