Читать книгу The Power of Choice - Michael C. Hyter - Страница 11

AS INDIVIDUALS CONTEMPLATE their potential for success, they often wonder what's required. Individuals understandably want to know which skills will best advance their careers and earn just rewards for the effort. Women and others who are underrepresented in their organizations' leadership sometimes have additional concerns: Do I have to work twice as hard because of my race, gender, or background in order to be recognized and rewarded? Do some folks get better opportunities because of who they know rather than the skills they've developed?

At Korn Ferry, we've researched different kinds of organizations and the nuances of their cultures, and we've found there is a consistent pattern to the career trajectory of professionals whose skills are most developed and who are most respected. Regardless of their background or experience, and whether they've worked in large or small organizations, in for‐profits or nonprofits, or in traditional or cutting‐edge industries, successful professionals have all built their credibility and value by developing in three areas:

 Technical Skills. Technical proficiency is having the operational and analytical skills required to do a job. It refers to a person's capability to do a job accurately, reliably, and efficiently, whether it's a highly process‐driven set of responsibilities, such as issuing invoices, or a highly creative one, such as designing a new ad campaign. Individuals who are technically proficient are knowledgeable about their field of endeavor and are able to do their jobs with a high degree of excellence in order to succeed. If these professionals hadn't made the effort and commitment that enabled them to be very good at their jobs, there's little likelihood they would have been offered the opportunity to do more.However, the mistake many professionals make, especially women and traditionally underrepresented groups, is to believe that technical skill alone guarantees they'll be recognized and rewarded. After developing a foundation of expertise in a field, professionals have to learn how to use that expertise in a manner that mobilizes others to act on their ideas. This is why the next two areas of competency are as important as technical competence.

 Relational Skills. Relational skills are the capability to relate to others and have others relate to you, whether or not you like one another. Organizations are made up of individuals who are expected to work together effectively. Because most people prefer to work with others they know and feel comfortable with, professionals who have developed relational skills, who can navigate across a wide variety of people and circumstances, tend to be the most sought after.

 Influential Skills. Influential proficiency is the capability to engineer mutually satisfactory solutions to problems. It requires the skills to sell ideas and to navigate an organization effectively in order to get things done. Individuals who can shape outcomes and engineer the engagement of others add more value to the organization than those who bring technical skills alone.

Organizations' expectations of individuals' contributions change over time. After professionals master the technical requirements of their role, the organization looks to them to influence the work of others and do more to advance the business's objectives. While professionals must be technically competent in order to be credible, relational and influence skills tend to differentiate individuals who experience the greatest growth and satisfaction in their careers from those who are perceived as good, but not stellar, performers. (See Figure 1.1.)

Figure 1.1

These three fundamental competencies are the secret sauce of success and should be the focus of your development as a professional. Let's look a little more closely at each of these requirements.