Throughout my career, I have had the opportunity to work alongside some brilliant co-workers and clients. Whether it has been inside a public accounting firm, or as an advisor to engineering and construction companies, I am often surrounded by folks with strong technical skills. Since my role has usually involved organizational development, strategy, or marketing and business development, I have heard time and again how “soft and fuzzy” topics such as relationships, emotional intelligence, and creativity and communication are less needful than the technical skills.
Susan Mazza, who writes a blog entitled Random Acts of Leadership, recognizes the dichotomy of “soft” versus “hard” skills in her recent post, “The Power of Soft.” She states in the post that, “the very need to distinguish “soft” vs. “hard” speaks to a paradigm that has long revered hard results as the only ones that really matter. Unless something can be quantified and measured the underlying belief is that it is somehow less valuable and hence of lesser importance.”
Whether I have been in conversations with a CFO, a business owner, or a VP of operations, I have heard over and again how that which cannot be measured must be insignificant and pale in priority. Mazza references a recent TED Talk by Dr. Brene’ Brown, “Leaning into Vulnerability” in which Brown shares how one of her research professors once stated, “If you cannot measure it, it doesn’t exist.” Mazza observes that many with advanced degrees subscribe to a scientific framework that assumes “measurable” is the only test for “real!”
Dr. Brown’s talk about vulnerability addressed the effort to view “soft” subjects with “hard” data. New insights have prevailed that challenge the long-held distinction within the business world of the value of each category of skills. Mazza’s view of the new awareness is that, “in our relentless pursuit to collect and analyze data, we all too often ignore the most important measure of all – our senses!”
The behavior we see and emotions we feel, according to Mazza, are the source of the most powerful tool we have as leaders and mangers – our ability to observe. She observes the following:
You have probably heard the phrase, “the tension was so thick you could cut it with a knife.” Can’t you feel that tension? How much productive work gets done when that kind of tension is present? Yet we often grind through what we see and feel through simple observation, knowing both the experience and the result are going to be less than satisfying.
Would having a mood Geiger Counter to assign the tension a number really make any difference?
By simply observing the mood and the impact it is having on your ability to fulfill your commitments, you are able to take action to make a difference in any moment. How to take that action is, of course, another subject.
The point here is the real power of soft comes from our innate ability to observe. So perhaps it’s time to give up our attachment to measuring all things and the belief that, “If you can’t measure it it doesn’t exist.” Why not start learning to better use the tools we have been born with – our senses – as an access to improving relationships, enhancing performance and creating great places to work?
The ability to navigate through tensions, create win-win scenarios, and build esprit de corps comes not from technical, “hard” skills, but from those soft and fuzzy assets that many C-suite executives and business owners underestimate. Think about your own organization and how greater respect for soft skills could make it a better place to work, where senses are valued equally with data and relationships that build goodwill are put on a pedestal.