Читать книгу The Power of Choice - Michael C. Hyter - Страница 16

I've found that many professionals from a variety of backgrounds initially balk at this emphasis on relational and influence skills. After all, technical skills are easier to measure and evaluate. Organizations place a lot of emphasis on technical skills when outlining required credentials or explaining the rationale behind certain promotion decisions. Yet, in practice, the more subjective relational and influence skills often determine who is given new opportunities. When you choose to develop these skills, you have more control over your own career. You're better able to create momentum and make a bigger impact.

Given their importance, I've devoted entire chapters to relational and influence skills. Chapter 6 is about how to develop meaningful connections based on trust and shared objectives. In Chapter 7, I offer guidance on how to develop the influence skills that allow you to shape your reality rather than react to it.

The good news is that these relational and influence skills are learnable. No matter what assumptions you've made about your capability to be a socially graceful or compelling personality, you can become more adept at making connections and mobilizing the minds and actions of others. It will require your effort and attention. It will require practice and making some mistakes along the way. The payoff, however, will be a greater capacity to have a meaningful impact—on your own behalf and on behalf of your organization.