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Monday, August 13, 2018

Getting A Promotion! Easy?

I cannot agree with everything here, but certainly one of the better articles I have come across recently. 

Looking for a promotion? Here are the 7 simple steps to getting there.

GETTING A PROMOTION in work is no mean feat – the competition is fierce, and the ladder is a tough climb. There can often be ‘rules’ around getting promoted that will never appear on paper, and office politics can play a role, too. Clara Whitaker, a ‘Career Doctor’ specialising in bringing a spark back to burned-out executives, says that there are two main factors that hold people back from promotion. Firstly, “a misalignment with their managers and/or the company”. And secondly, “lack of trust in [a person’s] own ability to pull it off.” Misalignment is difficult to get around – your job may only promote after a certain amount of time in a role, or not at all. But a lack of trust in yourself can be even trickier to manage. If you’re ready for that extra responsibility, though, these tips will help to get the spotlight on you.

1. Know exactly what you want “When I work with my clients, I always use a set of tests and questionnaires to clearly map out what they want out of their careers and lives, why they want it and how they’re going to get there,” says Clara. “So they can have a clear vision of what success looks like for them, instead of for other people.” This helps them understand where they can fit themselves into a new role, as well as the promotion market at their company and beyond. It is, in Clara’s words, being “smart about your career”. Kieran O’Connell, an executive with DIT Hothouse, also recommends having a clear roadmap for yourself. “You have to have a permanent campaign for career progression,” he says.

2. Decide whether you need to upskill “Investing in education, learning and development is one of the single biggest factors influencing both employability and the ability to progress,” says Dr Ronan Carberry, Senior Lecturer in Management at UCC and the Irish Management Institute. It may not seem like the most obvious thing to do, but going back to education can have a real impact on your job aspirations. Kieran O’Connell recently completed a Masters in Business in order to keep up with the demands of the market. “When everyone has a degree, no one does,” he says. “So one of the best ways to differentiate yourself is to upskill.” Not only does it differentiate you, but letting your boss know that you’re working on something new shows initiative and drive. “The ability to articulate what specific skills and competencies have been developed as a result of completing a course or programme is hugely important [to career progression],” says Dr Carberry. If you can’t take on a degree – and let’s face it, many of us can’t – you might have a think about night or online courses too.

3. Prepare, prepare, prepare Once you decide you want a promotion, it’s best to set the wheels in motion – so that by the time a position crops up, you have everything ready to go as if the interview were tomorrow. “For starters, assess your current skill set, check out what the new position would entail, and prepare, prepare, prepare for the role,” says Clara Whitaker. “Look beyond your current position to see where else you can add value: what opportunities or threats can you perceive?”

4. Find a mentor Another tactic is to ask for help within the organisation. Dr Carberry recommends “seeking out mentoring or sponsorship opportunities.” Having a powerful employee on your side can make all the difference, he says. “Here the sponsor acts as an advocate for an employee when it comes to career opportunities, promotions, and who has the power to effect change.”

5. Help your manager succeed “If you want to get ahead, you have to start thinking and acting like you’re ahead.” says Clara. “That means understanding the differences in scope, responsibility, skills and vision that will be necessary to the new role, and preparing accordingly.” In other words: start acting like you’re already in the role you’re coveting. Taking on extra responsibilities and working as hard as you can get you noticed by a superior – in all the right ways. “You are more likely to be noticed as someone deserving if you consistently help your boss succeed, and rally the troops to help you help her succeed,” according to Clara. Dr Carberry recommends preparing “a concise document that clearly outlines your proven track record and provides concrete details on the impact you’ve had on the business”. Aligning this with the company’s objectives, where possible, is a sure-fire way to stand out.

6. Know where the company is going “What helps [with self-promotion] is to think about the position you want and then build a compelling argument as to how it aligns with the objectives of your boss and the organisation,” says Dr Carberry. Many companies have a long-term strategic plan or vision for the company, as well as for the staff – it’s worth finding and studying this, as more often than not it’s a bible to management. Knowing it inside out not only impresses in an interview setting, but it can help you build a coherent strategy for your new role. Clara stresses the importance of doing your homework too. “Know what the company’s short and long term goals are and how you can add value to them. And research the market to find out what it pays someone with your experience and qualifications.”

7. Have a plan B (and be ready to look elsewhere) Much as the idea of being told ‘No’ may turn your stomach, Clara says it’s important to be ready for rejection – without expecting it. “Always have a plan B” she advises. “Companies are not always able or willing to promote employees at certain times. It happens. So what would your next steps be if your request for a promotion was met with a ‘No’?” If you’re knocked back, try not to take it personally – it really is just business. At the very least, your boss knows that you’re willing, ready and able to up-skill – and it also might be a good time to shop around, says Dr Carberry. “Research shows that one of the best ways to get a pay raise is to switch organisations between three and five years after you started there. Less than three years may be too little time to develop the most marketable skills and after five years people become tied to the organisation.” So maybe if your time is up, and you’re not getting that promotion, it’s best to take your newly sharpened skills elsewhere.

Thursday, July 19, 2018

How To Reduce Human Errors

How To Reduce Human Errors

The Culture Perspective by Karen Zimmermann on Tuesday the 10th of July, 2018.

How To Reduce Human Errors ; The Culture Perspective

“Mistakes are always forgivable, if someone has the courage to admit them.” - Bruce Lee

People make mistakes. We always have and we always will. To be able to answer the question “How To Reduce Human Errors?”, you’ll first need to know WHY we are making mistakes.

Why are we making mistakes?

1. Physiology You may be fatigued, have a low physical condition, feel stressed, have issues at home or you are used to certain routines.

2. Environment Many people require your attention (distraction), the systems are outdated, there is not enough light, the temperature is too high or too low or you are afraid to honestly report issues due to the organizational culture.

3. Task You may have insufficient experience, received incomplete information, are responsible but not authorized to make decisions, or there is a mismatch between the person and the task. The reason why we are making mistakes is that….. we are human beings. You don’t go to work thinking “Today, I feel like making a mistake”. Instead, you go to work, and many different issues require your attention. When trying to solve human errors, we tend to look at the “easy to solve” reasons. You update the procedure, train personnel. Thankfully, this is no longer accepted by the regulatory authorities.

But how do you do proper Human Error Reduction?

The complexity of Human Errors I would like you to meet Brian (not his real name). Brian is a line operator. With his salary and bonus, he provides for his wife and children. Last week, he had a tough conversation with his supervisor. He was disappointed in Brian’s output. Overwhelmed by this pressure, John’s team had missed a blue capsule during line clearance. He noticed this tablet during manufacturing of the next batch; Isotretinoin red/orange colored soft capsules. In a split second, he picked up the capsule and placed it aside. He continued manufacturing without reporting the incident. Of course, this is not acceptable. Brian should have informed his supervisor, a deviation report should have been initiated and followed by a thorough investigation. Yet, his choice is understandable. Reporting this line clearance issue would have resulted in a deviation on Brian’s name, less output and financial consequences affecting his family. The story of Brian is illustrating the complexity of human error reduction. Brian has indicated several times that the old machines are very difficult to clean. It is impossible to guarantee that no tablets or capsules have been overlooked. Yet, no real preventive action has been taken other than additional training and long painstaking checklists. Insufficient torches and mirrors to properly inspect the machines, result in losing time searching for materials. And on that specific day, he also had a massive headache, and not feeling at ease due to his supervisor’s warnings. Conclusion? Brian’s story is not unique. At PCS, this is what we see happening in most organizations: updating procedures hoping it solves the problem. But human error reduction is complex and challenging, it is part of the organizational culture. It requires leadership and an atmosphere of openness and honesty. And as Brian said later on “I do understand that not all issues can be solved at once. But being part of improving the process and getting support makes me feel responsible.” How to continue? You may wish to answer the following questions about your organization: How do we look at human errors? As a symptom, or as errors that should be removed as soon as possible? Are human errors openly discussed and welcomed as opportunities to improve the system? Are managers and supervisors trained on human psychology?

Kind regards, Karen Zimmermann

Tuesday, June 19, 2018

Unlimited Holidays!

How would you feel about your employees deciding when and how long their holiday leave should be?
Most organisations not only track how much of their annual leave employees use, they track their daily hours.
Individuals who work a five-day workweek are obligated to receive 28-days off per year
However, that is less than 10 percent of the days in the year and is likely not enough time for holidays, doctor appointments, obligations to children and family members, and simply time to relax, when needed.
Many employees end up saving their annual leave for emergencies, ending up with unclaimed paid holiday days.
Others simply don’t want to ask their manager for a day off, believing it will reflect poorly on their commitment to work.
About one percent of companies, according to Bloomberg, started offering unlimited time off to their employees.
This includes Netflix, Groupon, HubSpot, and, most recently, The Virgin Group. Sir Richard Branson, founder and chairman of The Virgin Group, announced that he will implement this “non-policy” for employees in his U.K. and NYC offices, and, if it goes well, he will want his subsidiaries to follow this example, as well.
Most managers would balk at giving their staff the power to decide when to take time off, but is it possible that this policy can provide benefits to your firm?
In this article, we will argue that unlimited holidays can benefit your organisation in the following ways:
Less Stress
Feeling as if you are unable to take a day off when you need to is very stressful.
This lack of balance between one’s personal and professional lives leads to marital and relationship problems and guilt about missing out in children’s lives.
These issues cause anxiety for employees, which increases more and more with time.
Stressed employees underperform at work because they are too overwhelmed and tired to concentrate and complete their tasks.
When a company offers an unlimited holiday policy, employees are free to take a day off when they need it.
Whether it is for a doctor’s appointment, a quick out-of-town holiday, or simply a day to relax after a hard project, the freedom to pick their own time off reduces employees’ stress and promotes their well being.
When employees are less stressed, they are more creative, more energetic, and more happy at work!
Increased Loyalty
Offering an unlimited holiday policy will make your employees much more loyal to you.
After all, since only one percent of companies worldwide are offering this perk, your staff will think twice before leaving your firm for a competitor.
While the main reason that people switch jobs is a better salary package, it will be hard to go back to having to ask for approval on a total of 28 days off per year after being able to decide when and how much holiday leave to take.
More Responsibility
When you allow your staff to decide for themselves when and for how long to take their annual leave, they have to prove that they are responsible enough to do it.
They must either complete their tasks before their holiday, after they come back or come to some sort of arrangement with their colleagues.
Your employees will need to become more responsible over their own workload, and how to manage it.
Instead of having a manager check in with them daily and assign their tasks, they will need to be on top of their own projects, work in teams with others, and keep track of their own schedules to make sure nothing falls through the cracks.
This will benefit the company by creative responsible, engaged and self-motivated employees!
To your success!
Sean McPheat

Monday, May 21, 2018

Breaking the Interview Rules!

Candidates are used to it. Most candidates will answer an interviewer's question in a sentence or two and then fall silent, waiting for the next question.
The interviewer is likely to ask another question in that silence, and the candidate will answer, and so on.
I encourage you to make your interviews more natural and conversational by doing these three things:

1. Don't wait for the interviewer to ask you a question before speaking (examples below).

2. Answer some of the interviewer's questions with a tag (a question inside your answer) to gently nudge your interviewer off the script. Here's an example: "I did a mix of customer support and sales support things in my last job. Is this job more involved with customer support, or sales support?"

3. Take every opportunity you can (for instance, when you are asked an open-ended question like "Tell me about yourself!") to get off the script and into a human conversation. Ask a question about the role, or ask your interviewer to tell you more about the organization and its culture.

The more free-wheeling and relaxed the interview conversation is, the more comfortable you and your interviewer will be. You will be more memorable. You will be in your power. Go ahead and break the old rule that says you must sit silently and wait for your interviewer to speak first!
Here are three ways to start a conversation with your interviewer as you sit down in the interview room (rather than waiting for him or her to start the interview):
Thanks for inviting me. I'd love to hear about your history with the company! (Almost everyone likes to talk about themselves, and doing so will also make your interviewer more relaxed)."
"You must be busy with [a project you read about on the company's website, or a recent news item]."
"I'm glad to meet you! I'm interested to hear about your role, if you've got a moment to share."

You are not trying to take over the conversation and control it, but rather through your friendly and open manner to give the interviewer social permission to put the script aside. Interviewers across the U.S. and around the world tell me that they're dying to get off the script but that most candidates are trained to followed the scripted approach.
Most candidates dare not disrupt the traditional interviewer/candidate dynamic -- but I hope you will!

Of course, there are other interviewers who would rather die than give up their interview script. They love it. They swear by it. They write to me to defend the stupidest interview questions you can imagine.

God bless them. They are on their paths. Your job is to spot people like that and steer clear of them. If you get a bad vibe from the people you meet on a job interview, it's a signal from Mother Nature. Don't take the job.

Here are ten interviewing rules you can break now -- and you must, if you want to get as much out of a job interview as you deserve to get.

1. Break the rule that says you have to sit across the table from the interviewer, hands folded and back straight, and crisply answer each question before going quiet and waiting for the next question.

2. Break the rule that says you have to wait for a predetermined spot in the interview agenda -- typically near the end of the interview -- to ask questions. If your question is organic to the conversation, ask it when you think of it.

3. Break the rule that says you have to keep your answers strictly on point like an oral exam in school. You can always answer a question with a quick story, even if it's not a story-type question like, "Tell me about a time when..." If the interviewer asks you how long you've been using Excel, for instance, you can tell a story about how you used Excel to rock the house. Then you can ask the interviewer, "How will the person in this job use Excel?"
The interviewer may not know the answer! Their question "How long have you used Excel?" was a dumb question because they were only collecting data points like "One year," "Two years," and so on. That won't help them decide which candidates truly understand Excel. Your story, by contrast, will stand out in the interviewer's mind.

4. Break the rule that says your interview demeanor should be deferential and meek. If you are naturally meek, go ahead and meek your brains out.  If you are not meek and you feel stupid trying to play a meek character, don't do it. Only the people who get you, deserve you after all.

5. Break the rule that tells you to keep quiet about an energetic disturbance in the room. Sometimes a job seeker goes on an interview and realizes that the job is a terrible fit for them. They'd hate the job, but they don't say anything. They are trained to stick it out through the whole interview, even if they are scheduled to meet three or four different people.

You don't have to do that. You can name the elephant in the room. It's a great thing to do.
You can tell the person you're with, "It's fantastic to meet you, but it's obvious that this isn't the right role for me. I hate to waste your time. What do you think we should do?"
They might say, "Don't worry! If you are game, we'd love to keep talking with you because we always have different job openings becoming available. Does that sound okay?"
Speak your truth. Don't stay silent if there's something that needs to be said. You will open up the energy by speaking up, and you and everybody around you will benefit.

6. Break the rule that says you have to tell the interviewer whatever they want to know. Don't give away personal information like your current salary, your managers' contact info or your marital/parental status just because the interviewer asks for it. Anyone who has taken a mojo crushing job before will tell you that there are worse things than other month of unemployment. Walk away from organizations that don't respect your privacy.

7. Break the rule that says you can't take a pause. If your conversation goes on and on, go ahead and ask for a quick break. Get a drink of water or a cup of tea or coffee. It is easy for interviewers to forget that a candidate may have been sitting in dusty rooms for hours.

8. Break the rule that says you must wait around in windowless conference rooms while people figure out what to do with you. Break the rule that you must overlook any impoliteness on the part of your interviewers, be infinitely patient with an organization's incompetence and put up with bad treatment. You don't have to do any of those things.
You can get up and leave the interview if things get really bad.
When you enter the interview facility, keep track of your location relative to the exit, no matter how many twists and turns you take.  Also, do not hesitate to ask anyone you see, "Where is the exit, please?" rather than wander around in a strange building trying to escape.

9. Break the rule that says you must try to be the applicant the interviewer was expecting to meet. Sometimes, you'll be in an interview conversation and see a flick of surprise mixed with disappointment on the interviewer's face.
Sometimes there is even a flash of irritation on the interviewer's face, as though they are thinking, "How dare you walk in here not being from the person I envisioned?"
You may see the interviewer's face change when you answer a question differently than they expected you to.
That's fine. Don't make a course correction. There is nothing to correct. Let your interviewer get the learning Mother Nature wants him or her to have. You  are already more memorable for not having been the cookie-cutter candidate the interviewer pictured in their mind.
That's a victory!

10. Above all, break the rule that says the interview is a dog and pony show during which you, the applicant, get to prove that you are worthy of employment.
A job interview is a two-way street. You are checking the organization and its representatives out as much as they are checking you out. If you feel insulted, dismissed or treated badly at the interview, things will not get better once you get the job.
Take heed of red flags, and take off!

A job interview is nothing to dread. You have no one to impress.
You are you, and you are awesome. The people who interview you may appreciate your brand of jazz or they may not. Who cares what they think? They are bit players in your movie.

The right employer for you is out there. You will know when you meet them.
In the meantime, focus on the amazing path you have already followed and the many people you have helped. It will be easier for everyone to see your awesomeness when you feel it yourself!

Liz Ryan is CEO/founder of Human Workplace and author of Reinvention Roadmap. Follow her on Twitter and read Forbes columns. Liz's book Reinvention Roadmap is here.

11 Signs That You Lack Emotional Intelligence

When emotional intelligence (EQ) first appeared to the masses, it served as the missing link in a
peculiar finding: people with average IQs outperform those with the highest IQs 70% of the
time. This anomaly threw a massive wrench into the broadly held assumption that IQ was the
sole source of success.

Decades of research now point to emotional intelligence as being the critical factor that sets star
performers apart from the rest of the pack. The connection is so strong that 90% of top
performers have high emotional intelligence.

No doubt emotional intelligence is more rare than book smarts, but my experience says it is
actually more important in the making of a leader. You just can’t ignore it.” – Jack Welch

Emotional intelligence is the “something” in each of us that is a bit intangible. It affects how we
manage behaviour, navigate social complexities, and make personal decisions to achieve positive
Despite the significance of EQ, its intangible nature makes it very difficult to know how much
you have and what you can do to improve if you’re lacking. You can always take a scientifically
validated test, such as the one that comes with the Emotional Intelligence 2.0 book.

Unfortunately, quality (scientifically valid) EQ tests aren’t free. So, I’ve analysed the data from the
million-plus people Talent-smart has tested in order to identify the behaviours that are the
hallmarks of a low EQ. These are the behaviour that you want to eliminate from your repertoire.
You get stressed easily. When you stuff your feelings, they quickly build into the
uncomfortable sensations of tension, stress, and anxiety. Unaddressed emotions strain the mind
and body. Your emotional intelligence skills help make stress more manageable by enabling you
to spot and tackle tough situations before things escalate.

People who fail to use their emotional intelligence skills are more likely to turn to other, less
effective means of managing their mood. They are twice as likely to experience anxiety,
depression, substance abuse, and even thoughts of suicide.

You have difficulty asserting yourself. People with high EQ s balance good manners, empathy,
and kindness with the ability to assert themselves and establish boundaries. This tactful
combination is ideal for handling conflict. When most people are crossed, they default to
passive or aggressive behaviour. Emotionally intelligent people remain balanced and assertive by
steering themselves away from unfiltered emotional reactions. This enables them to neutralize
difficult and toxic people without creating enemies.

You have a limited emotional vocabulary. All people experience emotions, but it is a select
few who can accurately identify them as they occur. Our research shows that only 36% of people
can do this, which is problematic because unlabelled emotions often go misunderstood, which
leads to irrational choices and counterproductive actions. People with high EQ master their
emotions because they understand them, and they use an extensive vocabulary of feelings to do
so. While many people might describe themselves as simply feeling “bad,” emotionally
intelligent people can pinpoint whether they feel “irritable,” “frustrated,” “downtrodden,” or
anxious.” The more specific your word choice, the better insight you have into exactly how you
are feeling, what caused it, and what you should do about it.

You make assumptions quickly and defend them vehemently. People who lack EQ form an
opinion quickly and then succumb to confirmation bias, meaning they gather evidence that
supports their opinion and ignore any evidence to the contrary. More often than not,
they argue, ad nauseam, to support it. This is especially dangerous for leaders, as their under-thought.
out ideas become the entire team’s strategy. Emotionally intelligent people let their
thoughts marinate, because they know that initial reactions are driven by emotions. They give
their thoughts time to develop and consider the possible consequences and counter-arguments.
Then, they communicate their developed idea in the most effective way possible, taking into
account the needs and opinions of their audience.

You hold grudges. The negative emotions that come with holding on to a grudge are actually a
stress response. Just thinking about the event sends your body into fight-or-flight mode, a
survival mechanism that forces you to stand up and fight or run for the hills when faced with a
threat. When a threat is imminent, this reaction is essential to your survival, but when a threat is
ancient history, holding on to that stress wreaks havoc on your body and can have devastating
health consequences over time. In fact, researchers at Emory University have shown that holding
on to stress contributes to high blood pressure and heart disease. Holding on to a grudge
means you’re holding on to stress, and emotionally intelligent people know to avoid this at all
costs. Letting go of a grudge not only makes you feel better now but can also improve your
You don’t let go of mistakes. Emotionally intelligent people distance themselves from their
mistakes, but they do so without forgetting them. By keeping their mistakes at a safe distance,
yet still handy enough to refer to, they are able to adapt and adjust for future success. It takes
refined self-awareness to walk this tightrope between dwelling and remembering. Dwelling too
long on your mistakes makes you anxious and gun shy, while forgetting about them completely
makes you bound to repeat them. The key to balance lies in your ability to transform failures
into nuggets of improvement. This creates the tendency to get right back up every time you fall

You often feel misunderstood. When you lack emotional intelligence, it’s hard to understand
how you come across to others. You feel misunderstood because you don’t deliver your
message in a way that people can understand. Even with practice, emotionally intelligent people
know that they don’t communicate every idea perfectly. They catch on when people don’t
understand what they are saying, adjust their approach, and re-communicate their idea in a way
that can be understood.

You don’t know your triggers. Everyone has triggers—situations and people that push their
buttons and cause them to act impulsively. Emotionally intelligent people study their triggers
and use this knowledge to sidestep situations and people before they get the best of them.
You don’t get angry. Emotional intelligence is not about being nice; it’s about managing your
emotions to achieve the best possible outcomes. Sometimes this means showing people that
you’re upset, sad, or frustrated. Constantly masking your emotions with happiness and positivity
isn’t genuine or productive. Emotionally intelligent people employ negative and positive
emotions intentionally in the appropriate situations.
You blame other people for how they make you feel. Emotions come from within. It’s
tempting to attribute how you feel to the actions of others, but you must take responsibility for
your emotions. No one can make you feel anything that you don’t want to. Thinking otherwise
only holds you back.

You’re easily offended. If you have a firm grasp of who you are, it’s difficult for someone to say
or do something that gets your goat. Emotionally intelligent people are self-confident and
open-minded, which create a pretty thick skin. You may even poke fun at yourself or let other
people make jokes about you because you are able to mentally draw the line between humor
and degradation.
Bringing It All Together
Unlike your IQ, your EQ is highly malleable. As you train your brain by repeatedly practising new
emotionally intelligent behaviours, it builds the pathways needed to make them into habits. As
your brain reinforces the use of these new behaviours, the connections supporting old,
destructive behaviours die off. Before long, you begin responding to your surroundings with
emotional intelligence without even having to think about it.

Dr. Travis Bradberry is the award-winning co-author of the #1 bestselling book, Emotional
Intelligence 2.0, and the co-founder of Talent Smart, the world's leading provider of emotional
intelligence tests, emotional intelligence training, and emotional intelligence certification,
serving more than 75% of Fortune 500 companies. His bestselling books have been translated
into 25 languages and are available in more than 150 countries.

Monday, April 23, 2018

55 Leadership Skills

Think back to a boss you had that you didn’t like. What was it about them that bothered you? What leadership skills were they lacking?
Did they ignore your suggestions? Did they task you with more work than was fair or right? Did they minimize your contributions and take the glory for themselves?
Maybe they weren’t good at explaining what they needed you to do and were impatient with you or got frustrated or angry with you when you made mistakes?
Odds are, if you’ve spent any time in the work force, you’ve either worked for, or come across someone who wasn’t a good leader.
On the other side of the fence, you have the opposite type of boss… a great leader that clearly possesses the necessary skills to be effective in her/his role.
Being a good leader is in a work place (or any situation, for that matter) is more than just bossing people around and having them do what you tell them to do. Yes, it does involve assigning tasks to people and making sure those tasks are completed, but being a good leader is much more than that, it takes leadership skills.

What Are Leadership Skills?

But what exactly are leadership skills? Well in order to understand leadership skills it helps to have a good grasp on the two main types of skills first. Skills can generally be broken down into two categories, hard skills and soft skills.
Knowing how to do your job and mastering the skills you need in order to perform that job are what are called hard skills. You learn these through training, education and experience.
In contrast, soft skills are usually interpersonal skills…or people skills. These can include things like listening skills and communication skills, to name a few.
In most cases (and for 99% of positions… not just leadership positions), companies look to hire individuals who have a certain combination of hard and soft skills that the company deems necessary to be effective in the job.
So how do hard and soft skills apply to leadership positions?
It is no different when hiring for leadership positions. The company is looking for the individual that best exemplifies the necessary leadership skills that will allow her/him to be a successful leader. In other words, there is a set of hard AND soft skills that are most desirable for candidates interviewing for leadership positions.
If you want to be hired for a leadership position, you need to identify what these leadership skills are and ensure that you are able to demonstrate them to your interviewer.
Don’t worry, we’ve pulled together a list of the top leadership skills hiring managers look for!

Our List of the Top 55 Leadership Skills

Here we’ve compiled a fairly comprehensive list of common leadership skills that hiring managers are often looking for:
  1. Analytical abilities
  2. Business sense
  3. Calculated risk taking
  4. Coaching experience
  5. Commitment
  6. Confidence
  7. Collaboration experience
  8. Commitment
  9. Communication skills
  10. Compassion
  11. Competitiveness
  12. Conflict management and resolution
  13. Constructive criticism and feedback
  14. Coordination experience
  15. Courage
  16. Creativity
  17. Critical Thinking
  18. Decision making
  19. Delegation
  20. Enthusiasm
  21. Flexibility
  22. Goal setting and completion
  23. Good judgement
  24. Honesty
  25. Humour
  26. Humility
  27. Initiative
  28. Inspirational
  29. Integrity
  30. Listening skills
  31. Logical thinking
  32. Management skills
  33. Motivational skills
  34. Multitasking abilities
  35. Negotiation skills
  36. Networking skills
  37. Non-verbal skills
  38. Open minded
  39. Optimism
  40. Organizational skills
  41. Passion
  42. Persuasiveness
  43. Planning and strategy skills
  44. Positivity
  45. Problem solving
  46. Relationship building
  47. Resourcefulness
  48. Respectful
  49. Self-confidence
  50. Self-motivation
  51. Supportive
  52. Team building
  53. Trustworthiness
  54. Verbal communication
  55. Vision for the future

Sample list of colleges, our clients have attended.

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Specialist Training

If you are a Corporate entity, SME, or a "not for profit" organisation with a specific niche training requirement, please contact us.

With our extensive national and world-wide network of training consultants, we are able to identify, source and fully arrange your training completely in line with your requirements.

Strategic Management

Strategic Management

We are very proud to deliver the only short course on strategic management available in Ireland. This course has been designed to be delivered in house and is specifically tailored for the Irish multi national IDA high value manufacturing and services sector. The programme is delivered over 20 hours as an integrated format over modules decided by the client. Strategy only works when everyone is on the same page and for this reason we offer this programme for each management forum to take advantage of this unique opportunity. It is fundamental knowledge that companies that have a strong foundation and understanding of strategy and how it shapes future sustainable success are the business units that achieve prolonged success within the greater company structure. Simply put, the business unit that talks the language of the CEO attracts the greatest interest and capital input. Success is always built on strategy. See a sample of our strategic training work.
Providing management solutions and training through consultancy contracts in operations and HR management.
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