Soft Skills that lead to Hard Outcomes in High-Tech Organizations:
more productivity and client outcomes because of improved relationship skills, more idea generation and implementation because of better culture, more excitement for new initiatives, new solutions and change
Leading a high-tech organization has a special thrill to it: You’re at the forefront of what is possible. You’re delivering cutting-edge results, and you lead a workforce with extraordinary expertise. However, together with all the positives, there is a flipside. The following may sound familiar:
- Your staff is highly talented, but it’s sometimes hard to work with them
- They have good ideas but, at the same time, can easily alienate others
- Strong personalities that clash in conversations and meetings
- Individuals with a lot of pride about their expertise, which can be viewed by others as arrogance
- Self-motivation that is difficult to channel toward a team vision
How often do you accept a tradeoff between deep expertise and poor soft skills and believe that nothing can be done about this?
Why not have both: expertise and people skills?
Clients who power up the leadership in high-tech organizations,
report the following business results
Better Relationships with Customers: gain influence and impact
“Your training opened completely new doors to our team – and the surprise for us was that everyone, also our great introverts, could do it”
Improved Team Culture: your team gets along better and achieves higher productivity
“I had the first meaningful conversation with [XXX]”
More Effective Meetings: meetings produce more results and also foster the team atmosphere
“The little changes that you suggested for our meetings saved us a lot of time … we leave the meetings in much better spirits and feel it was a productive time”
Killer Presentations: presentations that get you to the desired outcomes, move the audience and spark decision-making
“I had no idea how what it feels like to fully hold the attention of an audience … finally we made the decisions we needed to move forward”
