The effectiveness or not or some leaders Interpersonal skills often seem to be intrinsically linked to their personality or character. I often wonder if it’s because people think these skills are an unchangeable character trait that they aren’t given the priority they should in organisations. A question I see again and again is: Are soft skills really hard skills? Less than effective personality, or character traits, of leaders, can be viewed as an irrevocable package deal, where changing is difficult, if not impossible, if the belief is that the leader was born with them and cannot be helped. Less than effective traits, are particularly damaging when they affect the leader or manager’s interpersonal skills. If an alien was coming from outer space, surely they would ask us why we put leaders and managers in positions of leading people when they don’t have well-honed interpersonal skills.
We make all sorts of stories and assumptions in our minds about what we see out there. I remember a manager in my team, when describing a woman who was borderline in terms of her performance, said she was lazy. I asked him how he had come to that conclusion and he told me it was because she didn’t put as much effort in as others. Well factually that might have been true, but it didn’t necessarily follow that the employee was lazy. Recently, a teacher who didn’t know my son’s background concluded he was lazy because he hadn’t done the work he needed to do in a particular subject, she had drawn her own conclusion about him because she hadn’t actually asked him what the problem was.
The truth is, we never know what anyone else is thinking, their reasons for doing (or not doing) anything, what their preferences are, or why we might not agree. All we can do is try to see a situation from as many perspectives as possible. Of course De Bono’s “6 thinking hats” is a version of this although often the concept can be confined to the boardroom, when the skill is useful in most situations. Come find more about Leadership Development and our Great MILE Community (Motivate, Inspire, Lead and Engage). We love connecting with like-minded people, and we want to help you either get your message out, or you can search the directory for the expertise you need. |
Christina has managed people for twenty seven years and led hugely successful teams. She has worked with people at all levels in various organisations to help them achieve their potential, and she has been actively involved in the learning and development field in a number of different roles.
People Discovery is a Leadership Development coaching consultancy, based in North East England, working globally. The MILE Community is a networking, sharing and business directory for people who know “there must be a better way”
By Christina Lattimer
Follow us on
The effectiveness or not or some leaders Interpersonal skills often seem to be intrinsically linked to their personality or character. I often wonder if it’s because people think these skills are an unchangeable character trait that they aren’t given the priority they should in organisations. A question I see again and again is: Are soft skills really hard skills? Less than effective personality, or character traits, of leaders, can be viewed as an irrevocable package deal, where changing is difficult, if not impossible, if the belief is that the leader was born with them and cannot be helped. Less than effective traits, are particularly damaging when they affect the leader or manager’s interpersonal skills. If an alien was coming from outer space, surely they would ask us why we put leaders and managers in positions of leading people when they don’t have well-honed interpersonal skills.
We make all sorts of stories and assumptions in our minds about what we see out there. I remember a manager in my team, when describing a woman who was borderline in terms of her performance, said she was lazy. I asked him how he had come to that conclusion and he told me it was because she didn’t put as much effort in as others. Well factually that might have been true, but it didn’t necessarily follow that the employee was lazy. Recently, a teacher who didn’t know my son’s background concluded he was lazy because he hadn’t done the work he needed to do in a particular subject, she had drawn her own conclusion about him because she hadn’t actually asked him what the problem was.
The truth is, we never know what anyone else is thinking, their reasons for doing (or not doing) anything, what their preferences are, or why we might not agree. All we can do is try to see a situation from as many perspectives as possible. Of course De Bono’s “6 thinking hats” is a version of this although often the concept can be confined to the boardroom, when the skill is useful in most situations. Come find more about Leadership Development and our Great MILE Community (Motivate, Inspire, Lead and Engage). We love connecting with like-minded people, and we want to help you either get your message out, or you can search the directory for the expertise you need. |
Christina has managed people for twenty seven years and led hugely successful teams. She has worked with people at all levels in various organisations to help them achieve their potential, and she has been actively involved in the learning and development field in a number of different roles.
People Discovery is a Leadership Development coaching consultancy, based in North East England, working globally. The MILE Community is a networking, sharing and business directory for people who know “there must be a better way”
By Christina Lattimer
Follow us on
One Response
These are some really fact
These are some really fact which we human does specially the 2nd one that many times we make any conclusion give any remark to anyone just by knowing there one thing.
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