11.13 - Soft Skills and the Bottom Line
In today's organizations, where fewer people have to get more done with fewer resources, it obvious to us that the key to success will be maximizing climate, culture and leadership and management practices that enable those people to operate at their very best.
The ways people interact with one another is at the heart of high performance: the quality, precision, frequency and tone of communications is an essential ingredient to success. These are the soft skills, but, interestingly, for many, they are among the most difficult skills to master.
Do the people in your organization systematically behave in ways that bring out the best in themselves and the best in others?
Here a few research findings to consider when you are struggling with the proper balance between the impact of people skills vs. technical skills on the bottom line:
A host of studies points to the finding that people skill competence is as a reliable an indicator of job performance as technical mastery or years of experience.
One study found that conscientiousness and agreeability were equally accurate indicators of work success as intellectual ability and accuracy.
Soft skills are positively correlated with high scores on performance appraisals and contribute heavily to subsequent salary increases.
- Research conducted by Stanford Research Institute International and the Carnegie Mellon Foundation found that 75 percent of long-term job success depends on people skills, while only 25% depends on technical knowledge.