Connection essential to thrive in today’s rapidly changing workplaces

Human skills, such as empathy, resilience, adaptability and creativity & innovation are essential to thrive in the 21st Century workplace. Employees increasingly expect organisations to help them develop these skills, according to research by KEPAGA published in June. KEPAGA has since spoken to a series of experts to understand what this looks like in practice. In the first of a series of articles, Kate Eglinton, Change Portfolio Lead for the Operations department at Landsec, tells us how human skills are essential for effective change management.

“...having empathy, being able to put yourself in the shoes of others and being able to successfully build connections is pretty essential for working well with others.”

- Kate Eglinton

Change is human! For any change within an organisation to be successful, whether that is introducing new work patterns or implementing a new technology, the organisation needs to take its people with it. That requires a deeper understanding of those people, their personal goals and how their personal journey connects with the direction the organisation is taking.

Consequently, it was no surprise to Eglinton that the ability to build connections and meaningful relationships emerged as the top skill individuals feel they need to thrive in the future world of work. Over 40% of respondents surveyed by KEPAGA ranked this as the most important skill needed at work, while another 25% included it in their top three most important skills.

‘It’s hard to say if it’s the most important skill,’ she told KEPAGA, ‘but I would say there’s no question that from a human perspective having empathy, being able to put yourself in the shoes of others and being able to successfully build connections is pretty essential for working well with others.’

Personal connection also increases the chances of longer lasting, more sustainable change. ‘Early involvement allows individuals to explore any new skills and capabilities needed through the change and how they align with the individual’s long-term ambitions,’ Eglinton comments. ‘In this way, change can lead to powerful opportunities for personal growth.’

Until now, many managers have often not fully appreciated the importance of getting to know the person behind the role and how that underpins the successful adoption of change, Eglinton believes. However, it is a topic she dedicates a lot of time to, encouraging leaders to take time to ask what really matters to an individual. ‘It’s critical to find out who they are, what matters to them and what support they need.’

‘I'm sure that people in lots of organisations write development plans, but probably half of those plans don't get delivered. If you can move beyond just skills and match the needs of the organisation with what the person really wants, creating a connection between the two, it’s hugely motivational for people to want to deliver. There are then dual benefits for the organisation.’

The importance of trust

None of this is possible without two things – trust and an understanding of how to help individuals to develop their human or soft skills.

“Make sure there’s an opportunity to be able to be truthful and honest.”

‘It takes a huge amount of understanding and trust between the two parties’ to have meaningful conversations about a person’s development needs. In any development conversation, it is tempting for people to tell their manager what they think the organisation wants to hear, e.g. saying that they need to be more involved in budgeting or strategy, or to take the lead on a large project, to be ready to take on a managerial role. They may not want a more senior role, or may actually benefit more from developing their resilience. However, individuals have to trust their manager to be able to say that without fear of judgement.

You need to ‘make sure there’s an opportunity to be able to be truthful and honest’, which is only possible if you ‘create a safe space’ where people can be ‘quite vulnerable’. If a leader or manager models this level of vulnerability then this can encourage those around them to open up and be truly authentic.

Soft skills development is business critical

Almost 90% of those surveyed by KEPAGA felt that organisations have a responsibility to equip individuals with all the skills they need in the modern workplace – that includes both technical and human skills. Eglinton agreed, describing it as ‘essential for businesses’.

‘Organisations are full of people. People have to get on with each other. They have to work collaboratively and have to solve problems and overcome hurdles. There’s often competing demands and competing priorities.’ Without being supported to develop their human skills, individuals will be unable to navigate these challenges effectively. With support, ‘businesses will be more successful and people will thrive as part of that.’

“Businesses will be more successful and people will thrive as part of that.”

Eglinton goes on to say that ‘businesses talk about development a lot – both technical skills and softer skills, or people skills. To break soft skills development down into meaningful actions can be challenging.’ KEPAGA’s whitepaper helps to do that, particularly questioning whether traditional development approaches are effective.

Like those surveyed by KEPAGA, Eglinton agrees that traditional classroom-style training has an important role to play – but not in isolation. A formal setting provides the chance to practice new skills in a safe space and then to get feedback on your personal style. Coaching gives individuals the chance to focus on how to apply those skills in situations that are particularly relevant for them. ‘But you need to combine it with real-life experience,’ she adds. The combination is important to reflect how different people learn.

How our brains tick

Eglinton goes on to note that there is a huge amount of academic research behind the development of various soft or human skills, such as empathy, resilience and creativity. Online or classroom training can offer the opportunity to delve into some of this theoretical knowledge that helps when it comes to putting new skills into practice.

We do not all need to become neuroscientists, but it can help to know how our brains work in order to have greater empathy and understanding for others. ‘We are all just human beings at the end of the day. Sometimes we forget that. We’re at the mercy of our own brains and how we respond to things.’ For example, knowing that we are (often unconsciously) five times more likely to seek out and respond to external threats than rewards, helps us understand why the uncertainty of change can feel so challenging for many people.

‘I spend a lot of time with leaders helping them understand it, because that understanding, then explains a lot of behaviour,’ e.g. whether an individual is stressed or showing signs of resistance to change. Being able to spot these signs can be the gateway to a supportive conversation which helps the individual navigate change and thrive. Ultimately, that is critical for the success of the organisation.

“We are all just human beings at the end of the day. Sometimes we forget that. We’re at the mercy of our own brains and how we respond to things.”

Written by Purplefully on behalf of KEPAGA Ltd