If you are trying to get a job, or a better job, your chances of doing so will be greatly enhanced by the experience and education you place on your resume, but the “soft” skills that you demonstrate will distinguish and differentiate you from the gluttony of competitors who are vying for the same job.

But what are those skills?

Apparently, in spite of the flood of resumes that employers are receiving during a time when the market is saturated with job seekers, they are not as happy with their prospects as you might think.

This is according to a comprehensive survey conducted by Randall S. Hansen, Ph.D., and Katharine Hansen, Ph.D. Their survey is a distillation of many studies done on the skills universally sought by employers.

A portion of the skill list derived from their survey follows.

Communications Skills (listening, verbal, written). By far, the one skill mentioned most often by employers is the ability to listen, write, and speak effectively. Successful communication is critical in business.

Exceptional listener and communicator. Someone who effectively conveys information verbally and in writing.

Analytical/Research Skills. Deals with your ability to assess a situation, seek multiple perspectives, gather more information if necessary, and identify key issues that need to be addressed.

Highly analytical. Thinking with demonstrated talent for identifying, scrutinizing, improving, and streamlining complex work processes.

Computer/Technical Literacy. Almost all jobs now require some basic understanding of computer hardware and software, especially word processing, spreadsheets, and email.

Computer-literate performer. Competent with extensive software proficiency covering wide variety of applications.

Flexibility/Adaptability/Managing Multiple Priorities. Deals with your ability to manage multiple assignments and tasks, set priorities, and adapt to changing conditions and work assignments.

Flexible team player. Someone who thrives in environments requiring ability to effectively prioritize and juggle multiple concurrent projects.

Interpersonal Abilities. The ability to relate to your co-workers, inspire others to participate, and mitigate conflict with co-workers is essential given the amount of time spent at work each day.

Proven relationship-builder. Someone with unsurpassed interpersonal skills.

Leadership/Management Skills. While there is some debate about whether leadership is something people are born with, these skills deal with your ability to take charge and manage your co-workers.

Goal-driven leader. Someone who maintains a productive climate and confidently motivates, mobilizes, and coaches employees to meet high performance standards.

Multicultural Sensitivity/Awareness. There is possibly no bigger issue in the workplace than diversity, and job-seekers must demonstrate a sensitivity and awareness to other people and cultures.

Personable & Professional. Strengths include cultural sensitivity and an ability to build rapport with a diverse workforce in multicultural settings.

Planning/Organizing. Deals with your ability to design, plan, organize, and implement projects and tasks within an allotted time frame. Also involves goal-setting.

Results-driven achiever. Someone with exemplary planning and organizational skills, along with a high degree of detail orientation.

Problem-Solving/Reasoning/Creativity. Involves the ability to find solutions to problems using your creativity, reasoning, and past experiences along with the available information and resources.

Innovative problem-solver. Someone who can generate workable solutions and resolve complaints.

Teamwork. Because so many jobs involve working in one or more work-groups, you must have the ability to work with others in a professional manner while attempting to achieve a common goal.

Resourceful team player. Someone who excels at building trusting relationships with customers and colleagues.

As someone who specializes in career planning, I have to give kudos to Randall and Katharine for this meticulous list. It’s one of the best I’ve seen. If you are serious about finding a job, including and demonstrating the above skills on your resume, and highlighting them in your interviews, may be the key to opening the door to greater opportunities for you.

One of the skills that successful leaders need to master is a bit of a dirty word these days. It’s not the sort of thing they offer leadership training courses on, but it lies at the heart of most business relationships. What I’m talking about is office politics.

When we call someone ‘a political animal’, we’re often not being complimentary. We tend to mean that they’re manipulative and untrustworthy, maybe even immoral or dishonest.

A person who’s good at politics, in our eyes, is someone who likes to score points over others, who tries to scramble to the top of the heap over his or her colleagues.

But politics isn’t all about manipulation. There’s more to it than that. And whether we like it or not, politics is everywhere in the workplace and a good leader needs to know how to make the most of it.

So what does politics have to do with good leadership? Well, to start with, politics involves being aware of the effects your words and actions have on others. And – even more importantly – it also means knowing how to influence people.

In an earlier article, we touched on leading change as a political process, but let’s focus for a moment on your interpersonal political skills in leading change negotiating, persuading, influencing. These leadership skills are essential for success and survival.

In a way, introducing change into an organization is like running a political campaign. If you get it right, your people will support you and your decisions.

How to get your people to accept change:

1. First, set up your campaign team. This isn’t just your fellow leaders, who’ve helped you draw up the plan behind the scenes, it’s also the movers and shakers in your organization. You need to identify them carefully and well. These are the people who can influence OTHER people. Perhaps the people that you can’t reach. If the movers and shakers know about and support what you’re doing, the job will be that much easier.

2. Now prepare yourself. You and your fellow leaders have been working on the plan for a long time. You know how much work has gone into it, and you know how vital it is for your business. Now is the time to get everyone else on board. But be prepared: not everyone’s going to like it.

3. Let the debate go on. Listen to what everyone says: be careful not to spend all your time with people who agree with you. Your fiercest opponents are valuable people: they help you gauge the level of resistance, they set out the arguments you need to defeat, and, if they eventually come round to your way of thinking, they will be some of your most valuable supporters.

The politics of business:

1. Find allies in ALL parts of the organization: you can exchange vital information that you might otherwise not have access to. And you can form coalitions, so together you can influence current and future developments.

2. Intervene in the political processes of the organization: share agendas, influence decisions and decision-makers.

3. Make sure you’re not simply surrounded by ‘yes’ men and women. You need to listen to the devil’s advocates – that way, you’re less likely to make mistakes.

There’s more, of course, there’s more. But deal with office politics on a project by project basis and you won’t go too far wrong. Leadership is sometimes described as a contact sport. It isn’t so much what you know as who you know.

So let me ask you this: who do YOU know?

Introduction

Leaders need to seek better communication skills not only for themselves and their leadership teams, but as part of the organization’s culture.  Successful change management requires getting everyone moving in one new direction.

People will be talking with one another while you’re trying to drive change.  As a leader, you want to make sure those conversations are out in the open so that objections can be addressed and people will grow confident in your leadership.

Better Communication Skills at the Organization Level

What do we mean when we talk about the communication skills of an organization?  At the individual level, we know how to describe communication skills.  We talk about someone’s style, their subject matter knowledge, their ability to adapt their message to their target audience, their preparation, etc.

In an organization, better communication skills are something we seek to build in the culture.  To be specific, we’re seeking to create a cultural norm of frequent, open dialogue.  When that’s the norm, people feel safe in raising concerns and objections, knowing that they will be heard.

They also recognize that they are obligated to participate in dialogue, whether in meetings or less formally among their peers.  It’s part of their job, making sure they are contributing not only their labor but their expertise, insight and ideas whenever possible.

Leaders need to look out for the two biggest barriers to better communication skills in an organization: silence and violence.

Recognizing Silence

Very simply, silence means people are not participating in the dialogue.  Said another way, important conversations are not happening because people are choosing not to engage in them.

Why is silence a problem?

Hopefully you’ve hired smart people.  It only makes sense, then, that you want and need the insights of those smart people when you’re leading a change program.  Smart people always have thoughts and opinions.  When they go silent, you lose the benefit of knowing those thoughts and opinions.

Besides not having the input, when people are silent you don’t know where they stand.  Do they understand what you are trying to accomplish?  Are they committed to working with you and your team, or do they have reservations?  Without clear understanding and commitment, how will you bring these people along with you?

Addressing Silence

First and foremost, make sure you’ve created an environment where it’s safe to speak out.  Many people who turn to silence do so because they feel they may be ignored or worse yet criticized for speaking up.

Examine your behavior — what do you do when you are challenged?  Do you fight back right away?  Or do you give considered answers and act respectful when you disagree with the challenger?  Check the same behaviors in your leadership team, and within the organization in general.  You’ve got to make it safe for people to engage.  Your behavior will set the tone.

If you’re sure it’s safe and you see individuals are still reluctant to add their input to the dialogue of the organization, coach them individually.  Let them know how much their input is valued and needed, and thank them when they open up.

Recognizing Violence

In this context, violence can be described as the tendency of one or a few individuals to dominate conversations.  When there is violence, there is no chance for open dialogue.  The dominators, if there are more than one, may argue their points without effectively listening to one another.  And those who are not dominating the conversation will end up going silent, out of frustration or boredom.

So in the end, violence begets silence.  How do you address violence?

As a leader, maintain your own objectivity.  You’re a participant in the conversations taking place, but you must also be an observer.  Learn to step out of the discussion from time to time and assess what’s happening.  If you observe individuals dominating to the point where others are checking out, you need to intervene.

The degree of intervention depends on just how “violent” the dialogue is getting.  It can be as simple as reminding someone to ease up a little and open themselves up to push back from others.  Or it can go all the way to having to call a time out and taking people aside to help them see that their passion is overwhelming others and suppressing good dialogue.

The Result of Silence and Violence

One of two things is going to happen when you don’t have open dialogue in which everyone is actively engaged.

You’ll stall. Some strong people will argue and debate ad infinitum, while others check out.  And your change strategy goes no where.

You’ll move forward.  Not everyone will be participating, but strong people will drive and dominate the dialogue and the resulting actions.

Stalling will be very clear to you, and you’ll need to intervene to create safety, get people engaged, help break logjams, etc.

Moving forward might not seem so bad, but beware.  Depending on just how many people have gone silent, there may be a time bomb in your implementation plan.  When things go wrong, as they do in any change initiative, there will be a number of people who will have effectively positioned themselves to wash their hands of all responsibility.

As we noted earlier, just because they go silent doesn’t mean they don’t have input and opinions.  When the plan goes forward and they’ve been shouted down, or chose not to engage because they felt it wasn’t safe, they will be in a position to say “that wasn’t my idea”.

Even though such behavior should be unacceptable, it happens way too often.  Prevent it by setting expectations around organizational communication, specifically creating a shared value for open, honest dialogue without repercussion or disrespect.