Leadership styles have changed steadily over the past two decades. This change was brought about by the generational shift in the composition of the workforce, leading to a change in the demographics of leadership. As the veteran generation and baby boomers begin to retire, the military management style is also retiring in favor of the softer side of leadership that millennials bring to the table.
This more comforting style of leadership has been propagated by many of today's most prolific authors and leadership advisors. Why? Because we realize that people , as opposed to leading initiatives or leading projects, ultimately requires soft skills. Not only that, but these soft skills can be developed.
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In today's business climate, you quickly become a dinosaur if you believe that the personal side of leadership is unnecessary or unimportant. You manage people, not robots. To be a good human leader, you must recognize that people are human, full of frailties, and influenced by influences and events outside of work. Part of being human makes mistakes. The solution is not punishment, but to help them identify areas where they can improve.
Managing the personal portion of leadership while achieving goals and meeting deadlines requires the art of leadership , as opposed to science. As a leader, you manage results and results. But results don't come without connections, relationships, and personal investment.
If you're not getting the results you want, it might just be the soft stuff you're missing. Here are the five soft leadership skills that most directly affect results and how leaders can develop them:
1. They have emotional intelligence.
Leaders with developed emotional intelligence have the ability to effectively sense, appreciate, and apply the power and heightened sense of emotions to facilitate higher levels of collaboration and productivity. Success is the combination of self-awareness – recognizing your own moods and emotions – with self-regulation – the ability to control disturbing emotions – and finally motivation – an intrinsic desire to effectively accomplish your goals.
Acute emotional intelligence allows managers to regulate their own moods and behaviors so that they have a more favorable impact on others. It also helps leaders recognize and take advantage of personal conflicts among their employees, and help resolve the issue by offering empathy and additional resources as needed. Self-awareness means whatever is bothering you doesn't become a team issue and helps others recognize and do the same.
Potential Results:Increased productivity and camaraderie at employees who don't allow their personal issues or weaknesses to rule their workday.
2. They are good communicators.
Under the guise of doing things , leaders often don't take enough time to hone how they interact with others and deliver their messages, verbally or in writing.
People in general tend to be sensitive about how they want people communicate with them, but they are less sensitive to recognizing the ways in which others want to be communicated. For example, if an outgoing, fast-paced person rushes an introverted colleague into the room for a quick decision on a complicated work plan, that person is likely to shut down and not fully get the message.
Developing skills communication skills goes beyond writing or speaking. It is also the ability to adjust the way you communicate so that the other person receives the message you want. This creates clarity in communication, which reduces opportunities for misunderstanding.
Potential results:A team that functions well without being distracted by misunderstandings and ineffective communication.
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3. They are coaches.
People don't like being told what to do or talk or order. The command and control management model is obsolete.
Employee coaching is more about facilitating and supporting a person's professional growth, rather than giving direction for a straight line between where they are and what what they have to do. This approach requires more skill and finesse than command and control. The goal of the leader as a coach is to help the team independently learn, grow, and create results.
Leaders who are coaches will identify what holds people back from being effective and will give them the tools to teach themselves, instead of just telling them.
When a dominant style is used, it almost always creates a barrier for employee engagement. If you constantly tell your employees what to do, it could prevent them from taking more initiative and a self-starting approach to work. It's also creating an expectation in the workplace that your employees won't have to think about because they'll be told what to do.
Potential results:Employees who can solve problems, create innovation and eventually drive .
4. They have interpersonal skills.
A leader with effective interpersonal skills is respectful of employees and has the ability to build relationships easily. This leader tries to see the situation from the other person's point of view, actively listening to understand the ideas being presented and showing empathy when needed.
Leaders with strong interpersonal skills can also help their teams to cultivate relationships by encouraging understanding and reflection. These leaders are also sensitive to diversity issues, celebrate distinctions and help facilitate relationships between those who may be different.
There is team strength in different viewpoints, varied approaches to issues and ideas inspired by distinct life experiences. Interpersonal skills develop relationships that add to team richness and effectiveness.
Potential Results:Improved relationships and team gelation to achieve group goals and increase performance.
5. They are other-oriented.
Think of the best manager you've ever had. Chances are, this manager likes you. This skill is about being other-oriented rather than self-oriented. A leader who values others will take the time to connect with employees, to make them feel important, heard, understood and valued.
Appreciating others also involves acknowledging employees for their ideas and contributions to team or project. If you make a habit of showing appreciation to every member of your team on a monthly or even quarterly basis, you will see a significant shift in employee retention and production.
Potential Results:employees who work harder and are more dedicated.
These five skills naturally fit together, but when you aggregate and practice them, you will be a better leader – and even a better person. It's important to recognize that while some may consider these skills to be "soft", they are anything but. Strengthening these skills will result in more efficiency, productivity, and better results for your team. And that goes straight to the end result.
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