When you applied for your first job as a PADI Scuba Instructor you probably listed all the courses that you have done, what skills you have mastered, what courses you have attended, even your accomplishments at school. And these are all important to get a job. Just as you as an Instructor needs to have the knowledge and skills to dive, so do as an example dentists need to know how to fill holes in your teeth and perform root canal treatment.
Beyond the technical skills expected from a dentist, which dentist do you go to? The one who is pleasant and takes time to answer your questions; or the one who treats you like a number in a long line of numbered mouths?
In these situations, and all the others like them, it’s the soft skills that matter.
While your technical skills may get your foot in the door, your people skills are what open most of the doors to come. Your work ethic, your attitude, your communication skills, your emotional intelligence and a whole host of other personal attributes are the soft skills that are crucial for career success.
With these soft skills you can excel as a leader. Problem solving, delegating, motivating, and team building are all much easier if you have good soft skills. Knowing how to get along with people – and displaying a positive attitude – are crucial for success.
The problem is, the importance of these soft skills is often undervalued, and there is far less training provided for them than hard skills. For some reason, dive centres seem to expect people know how to behave on the job. They tend to assume that everyone knows and understands the importance of being on time, taking initiative, being friendly, and producing high quality work.
However, when you look around your own dive centre, it is usually fairly easy to find those employees lacking soft skills. They are the ones unwilling to accept any kind of change, the ones unable to properly manage subordinates, and the ones constantly upset about one thing or another (whether in their professional or personal life).
What should a manager do with employees lacking these skills? Fire them? Just put up with them? Why not help them develop the skills?
Assuming that soft skills are universal leads to much frustration. That’s why it’s so important to focus as much on soft skills training and development as you do on traditional hard skills.
Soft skills can’t be learned by just studying about them. They have to be learned through a process of change that can be difficult and uncomfortable at times, but it can have dramatic effects on your company’s bottom line. The following six-step process is a basic overview:
1. WILLINGNESS TO CHANGE
While this isn’t a big step, it is an important prerequisite. You cannot force people to become more self-aware; they must be willing to begin the process of change themselves. If this basic building block is not present, there isn’t much that can be learned through this process. If this is the case in your dive centre, there are many good resources available for creating “readiness for change.”
While learning soft skills is not simply “book learning,” there still must be an aspect of education on best practices. Reading books like Stephen Covey’s Seven Habits of Highly Effective People and Marshall Goldsmith’s What Got You Here Won’t Get You There are great starting places for learning the basics.
It is one thing to know the best practices—it is another to know how you measure up against them. Assessments help to evaluate where an employee stands (areas of strength and areas in need of improvement) as well as to describe the natural tendencies an individual has. It is important to include both self-assessments and assessments that include input from others as both types give important feedback. Does your dive centre even do staff assessments?
Once employees have learned more about themselves (strengths, faults, tendencies, etc.), it is necessary for them to reflect on what they have learned. Are they humble enough to realize they aren’t perfect? Are they willing to put in the effort to grow even though it may be difficult and uncomfortable? Can they understand their natural tendencies and see how they interact with others?
5. GOAL SETTING
Defining a clear vision for the future is an important next step, which should involve choosing three to five tangible goals to work toward. These goals should be developed from the information learned through the process (especially feedback from others), and then should be shared with others (supervisors, direct reports, peers) so observers are able to notice the changes and hold the employee accountable.
Soft skills do no good in a vacuum. They have to be put into practice in “real life” over a long period of time. Some failure is inevitable, but growth will come. After a few months, employees working toward change should revisit the goals with coworkers to gauge the progress being made.
This process can be done on an individual basis or in groups; it can be completed internally or with an outside facilitator; it can be used at work or at home—but the key takeaway is that it is a process. It’s different than book learning and can take some time, so be patient. In the end, the time invested will be worth it—both to the employees involved and the dive centres bottom line!