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<v Speaker 1>Welcome to Hacking Your Leadership. I'm Chris and I'm Lorenzo.

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<v Speaker 1>And Lorenzo on this episode, I want to talk about

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<v Speaker 1>a new study that was done by Deloitte recently on

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<v Speaker 1>the types of skills that people are looking for in

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<v Speaker 1>the workplace. And I think this is it was really

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<v Speaker 1>eye opening and kind of a new way of looking

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<v Speaker 1>at things, because we've talked a lot on the on

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<v Speaker 1>the podcast over the years about how, you know, leaders

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<v Speaker 1>shouldn't just be investing in their people in terms of

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<v Speaker 1>making them better for the job. They should be making

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<v Speaker 1>them better people, better applicants for otherir jobs, you know,

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<v Speaker 1>kind of life skills, that kind of thing. And and

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<v Speaker 1>if you look at the the kind of skills that

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<v Speaker 1>companies typically incorporate into a curriculum for people, the ones

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<v Speaker 1>that are leadership based, and and you know, kind of

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<v Speaker 1>the the softer skills empathy and human connection. Those types

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<v Speaker 1>of skills are usually a large part of the of

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<v Speaker 1>the training that leaders get with organizations, but not as

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<v Speaker 1>much for people in non leadership roles. And this study

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<v Speaker 1>from Deloitte said that individual employees in non leadership roles

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<v Speaker 1>are starving for these skills too. This study says that

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<v Speaker 1>the top three skills that employees report wanting in these

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<v Speaker 1>are non leadership employees. The top three are teamwork, communication,

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<v Speaker 1>and leadership, and that the you know, the kind of

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<v Speaker 1>technical skills and the skills of the job itself fall

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<v Speaker 1>far lower on the list of things that they want

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<v Speaker 1>to learn. And you know, it's one of those like

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<v Speaker 1>kind of obvious does but something that you know, I

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<v Speaker 1>think a lot of organizations don't think about in terms of,

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<v Speaker 1>you know, who who do they invest this time and

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<v Speaker 1>effort into and what is the fallout for not giving

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<v Speaker 1>it to the people who are currently in non leadership roles.

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<v Speaker 2>Yeah, I'm with you on this one. It's kind of

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<v Speaker 2>like it makes a ton of sense when you think

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<v Speaker 2>about what people are looking to maybe get training on,

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<v Speaker 2>and when you say like teamwork and communication, like that

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<v Speaker 2>is ninety percent, I'm sure of their day to day

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<v Speaker 2>which is you know what I mean, like, yeah, how

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<v Speaker 2>do we work better together, how do we communicate more effectively?

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<v Speaker 2>How do you know, how do we do things that

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<v Speaker 2>allow us to to get the work done and feel

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<v Speaker 2>good about how we're doing it. And then of course

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<v Speaker 2>then then it gets into the leadership aspects or into

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<v Speaker 2>the like the technical job aspects of it. But I

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<v Speaker 2>think it's it's such an important thing to take away

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<v Speaker 2>and to understand, especially when we talk a lot about

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<v Speaker 2>leadership and then creating spaces, like how are you creating

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<v Speaker 2>these spaces for people to work well together? How are

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<v Speaker 2>you helping them to manage their relationships they have with

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<v Speaker 2>their peers? How do you reward and recognize great teamwork

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<v Speaker 2>when it comes to you know, teams working well together

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<v Speaker 2>to accomplish the goal at hand. Like these are all

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<v Speaker 2>things that I think as we get more of these

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<v Speaker 2>types of surveys and insights, you know, we're I think

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<v Speaker 2>we're seeing a more truer understanding of what people want

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<v Speaker 2>and what they're looking for at work. I think if

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<v Speaker 2>you maybe rewound the tape on this twenty thirty years ago,

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<v Speaker 2>people would be selecting the obvious answers or what they

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<v Speaker 2>think that they should answer, you know what I mean, Like,

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<v Speaker 2>that's that's what I believe. I think we're getting more

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<v Speaker 2>kind of authenticity and transparency to what matters most to

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<v Speaker 2>a lot of people, and that is the day to

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<v Speaker 2>day and that is the ability to function well with

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<v Speaker 2>peers on a team and enjoy that time with them.

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<v Speaker 1>Yeah, I think. I think another art part of this

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<v Speaker 1>too is that the skills needed not from the not

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<v Speaker 1>the human side of things, but the job skills needed

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<v Speaker 1>to do whatever whatever the processes or the technical aspects

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<v Speaker 1>are of the job. The training to go through the

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<v Speaker 1>day to day process of the job, not in relation

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<v Speaker 1>to other people, but just in relation to the to

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<v Speaker 1>the job itself. Those skills change far more quickly now

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<v Speaker 1>than they did a while back. And so you know,

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<v Speaker 1>if you if you were, you know, learning a job

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<v Speaker 1>thirty years ago, obviously you want to put more time

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<v Speaker 1>into doing that thing better and better and better, because

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<v Speaker 1>the more efficient and the better you got at it,

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<v Speaker 1>you could hold onto those things for you know, a

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<v Speaker 1>decade or two decades before a new system was in place,

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<v Speaker 1>or a more efficient system was in place or something.

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<v Speaker 1>You know, these things are happening so much more quickly

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<v Speaker 1>in many organizations now that you encounter the law of

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<v Speaker 1>diminishing returns when it comes to trying to get better

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<v Speaker 1>at doing something. You know, Proficient at doing something is

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<v Speaker 1>often good enough, you know, as opposed to a mastery

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<v Speaker 1>of something when when it's clear that it was it

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<v Speaker 1>was new six months ago and it was. It replaced

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<v Speaker 1>the other thing a year before that. You know, there's

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<v Speaker 1>only so much you really can you put into that.

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<v Speaker 1>But these skills, these these human centric qualities like teamwork

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<v Speaker 1>and communication and empathy and you know, leader ship, those

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<v Speaker 1>are the things that will endure regardless of what the

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<v Speaker 1>processes of the job are. We're one of the quotes

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<v Speaker 1>in this article by Anthony Stephanie's the chief Learning officer

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<v Speaker 1>at Deloitte. He says organizations that emphasize technical training at

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<v Speaker 1>the expense of enduring human capabilities like divergent thinking, emotional agility,

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<v Speaker 1>resilience could end up impeding innovation and leaving employees ill

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<v Speaker 1>equipped to lead teams, adapt to market opportunities and fully

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<v Speaker 1>harness the potential of technology. And that says it right there.

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<v Speaker 1>I mean, this is it's are you are you teaching

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<v Speaker 1>people how to do a job or are you teaching

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<v Speaker 1>people how to do jobs? And that's the biggest difference.

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<v Speaker 1>It's like, you know, I remember why when my kids

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<v Speaker 1>transitioned from you know, kindergarten to first grade, they they

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<v Speaker 1>said that the teacher said that the biggest change is

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<v Speaker 1>that they're going from learning to read to reading to

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<v Speaker 1>learn and that was a huge jump because you know it,

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<v Speaker 1>there's less time being spent on learning to read. It's

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<v Speaker 1>an assumption that they know how to read so that

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<v Speaker 1>they could learn other things. They could utilize the tool

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<v Speaker 1>of reading to learn other things. I look at this

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<v Speaker 1>as the exact same way. If we're teaching people how

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<v Speaker 1>to lead, if we're teaching people how to communicate, if

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<v Speaker 1>we're teaching people how to have teamwork, then regardless of

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<v Speaker 1>the company they're with, or the team that they're on,

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<v Speaker 1>or what the technology is doing, they'll be able to

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<v Speaker 1>be they will be more equipped to do it with

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<v Speaker 1>those skills. But if we're just teaching them how to

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<v Speaker 1>do whatever that job is now, then those skills become

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<v Speaker 1>irrelevant the time the next time the job changes, or

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<v Speaker 1>the next time the technology becomes out of date, or

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<v Speaker 1>the next time that you know, a more efficient process

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<v Speaker 1>replaces it. So, you know, the companies that really invest

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<v Speaker 1>in this not just for their leaders, but for people

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<v Speaker 1>who they hope to become leaders someday, those are the

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<v Speaker 1>companies that I think are setting themselves up for success.

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<v Speaker 2>Yeah. I think we talk a lot about you know,

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<v Speaker 2>kind of just all the time, building pipeline, building talent

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<v Speaker 2>pipeline and what are you doing organizationally to actually do that?

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<v Speaker 2>And I think sometimes we can, you know, we can

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<v Speaker 2>get stuck in some of the norms, or when you

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<v Speaker 2>start to have elements of success where you've got some

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<v Speaker 2>examples of kind of where the pipeline has maybe worked,

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<v Speaker 2>you start to get really comfortable and complacent, and I

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<v Speaker 2>think that that's where that's where it can get dangerous,

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<v Speaker 2>because then it's like, well, you're you're are you building

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<v Speaker 2>leaders for the future or are you building leaders for

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<v Speaker 2>the right now you know, when you need them in

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<v Speaker 2>the future. And then are you looking at maybe historical

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<v Speaker 2>examples of what it was to be a leader or

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<v Speaker 2>what it was to find success in an organization from

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<v Speaker 2>five or ten years ago, fifteen twenty years ago versus

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<v Speaker 2>where you are today and where you're going. And I

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<v Speaker 2>think these are the things that when you're really when

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<v Speaker 2>a company is really invested in understanding that there's a

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<v Speaker 2>lot of time, attention, and quite honestly money that's put

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<v Speaker 2>into figuring out how do you build for the leaders

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<v Speaker 2>of the future, and how are you staying close enough

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<v Speaker 2>to what's successful today and then modeling much of your

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<v Speaker 2>training and development programs to to what that looks like.

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<v Speaker 2>I think sometimes that's that's what I've witnessed anyway in

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<v Speaker 2>my career many times talking to other leaders across industries,

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<v Speaker 2>across organizations, is that like, you know, the same training

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<v Speaker 2>that they were doing for leaders, you know, five years ago,

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<v Speaker 2>is the same one today. You know, there's very little

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<v Speaker 2>change in what those programs look like. And when there

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<v Speaker 2>is change, it's usually either slow or it's all at

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<v Speaker 2>once and it's long overdue and it's you know, every

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<v Speaker 2>ten years or something like that, and then it's like, okay,

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<v Speaker 2>now you have this change. Now, great, now this feels

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<v Speaker 2>relevant for the moments. But if you're going to wait

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<v Speaker 2>another five or ten years to do it again, you're

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<v Speaker 2>going to be in exactly the same space. So I

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<v Speaker 2>think that just the you know, looking at this type

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<v Speaker 2>of you know, data and considering organizationally what you're doing,

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<v Speaker 2>and also like thinking about as a leader in the business,

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<v Speaker 2>how do you take this data in understanding and even

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<v Speaker 2>if you know your team were not a part of

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<v Speaker 2>any of this, these are questions that you can go ask.

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<v Speaker 2>These are things that you can go do to discover

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<v Speaker 2>how and where you should spend your time when it

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<v Speaker 2>comes to maybe the training and development of your current

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<v Speaker 2>team and in the team of the future.

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<v Speaker 1>Yeah, I think there's another element of this that I

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<v Speaker 1>want to touch on too, because I think about how

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<v Speaker 1>how I've learned or when I have learned how to

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<v Speaker 1>be a better teammate, a better leader, a better communicator.

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<v Speaker 1>When have I learned those things? And very little of

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<v Speaker 1>it was in formalized training from organizations that said this

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<v Speaker 1>is how you do these things. A lot of it

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<v Speaker 1>was learned by doing and failing and learning from those

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<v Speaker 1>failures and doing again. And a lot of it was

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<v Speaker 1>learned by watching the leaders who I reported to do

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<v Speaker 1>things both well and and not well. And then you're

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<v Speaker 1>reflecting on why I why I interpret that, is it

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<v Speaker 1>being done well or being done not well? And and

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<v Speaker 1>what I wanted to want to take from those things.

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<v Speaker 1>And so I think a lot of this training that

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<v Speaker 1>employees are looking for, they it can't necessarily be done

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<v Speaker 1>in in the classroom or in the you know, the

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<v Speaker 1>formal environment. Some of it can, and and there's some

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<v Speaker 1>there are some important things you can learn through courses

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<v Speaker 1>you can take online or you know, you know, programs

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<v Speaker 1>that that companies can apply for and and make available,

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<v Speaker 1>you know, kind of virtual or digital courses for their

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<v Speaker 1>for their employees. Those are all great, but but just

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<v Speaker 1>putting your people in situations where they have to utilize

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<v Speaker 1>communication and teamwork and leadership skills even though it's not

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<v Speaker 1>necessarily a core port part of what their job is,

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<v Speaker 1>and then making sure that you don't just do that

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<v Speaker 1>from a standpoint of hope they learn from the mistakes,

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<v Speaker 1>but to debrief with them and follow up with them

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<v Speaker 1>and find out what was difficult, what was easy, What

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<v Speaker 1>do they love about that, what do they not like

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<v Speaker 1>about it, what was uncomfortable, what was very comfortable. These

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<v Speaker 1>are the situations that will help employers and individual team

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<v Speaker 1>leaders figure out what people on their team need, what

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<v Speaker 1>skills and need develop in what areas, and more importantly,

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<v Speaker 1>what people really gravitate towards certain things. You know, if

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<v Speaker 1>the places that you're putting your people in in order

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<v Speaker 1>to kind of test these skills or their or their

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<v Speaker 1>interest in them, if a person comes back and says,

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<v Speaker 1>that was the worst experience of my entire life, you know,

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<v Speaker 1>maybe that person isn't, you know, one of your future leaders,

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<v Speaker 1>but maybe they're fantastic at the job that they do.

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<v Speaker 1>And if a person comes back and says, wow, that

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<v Speaker 1>was very challenging, I want more, Give me more. Those

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<v Speaker 1>are the people you want to put more effort into,

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<v Speaker 1>you know, kind of refining those skills, because the human

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<v Speaker 1>skills are the ones that you will need in order

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<v Speaker 1>to move people up. And I'll tell you it's very

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<v Speaker 1>rare that the best salesperson is the best leader of salespeople,

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<v Speaker 1>or that the best engineer is the best leader of engineers.

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<v Speaker 1>The skills of sales and engineering and leadership are three

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<v Speaker 1>very very different skills that require very different skill sets,

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<v Speaker 1>and they have different people who gravitate towards them and

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<v Speaker 1>who are better at them. So, you know, the traditional

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<v Speaker 1>pipelines of looking at the best this in order to

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<v Speaker 1>lead the team of this that you're not going to

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<v Speaker 1>get the best leader of teams that way. The best

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<v Speaker 1>leaders are going to be the ones that you develop

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<v Speaker 1>through these processes of putting in the situations where they

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<v Speaker 1>can have the chance to showcase these skills.

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<v Speaker 2>YEP, completely agree with that, and with that it brings

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<v Speaker 2>us to this episodes one minute Hack. But first a

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<v Speaker 2>few words from our sponsors.

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<v Speaker 1>All right, for this episode one minute Hackers or want

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<v Speaker 1>you to do. In this article, the Anthony Stephan, the

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<v Speaker 1>chief leading officer for Deloitte, recommends a couple of things.

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<v Speaker 1>He says that the most important things that leaders, hr

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<v Speaker 1>leaders and team leaders can do is to listen to

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<v Speaker 1>employees dictate to them what that those employees need to

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<v Speaker 1>be successful, and so asking employees, what are you lacking?

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<v Speaker 1>What do you think you need in order to be

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<v Speaker 1>successful not just at your current job, but at this

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<v Speaker 1>company as a whole, or in life in general, whether

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<v Speaker 1>it's at this company or another one. What are individual

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<v Speaker 1>employees looking for? That's the first thing, and then the

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<v Speaker 1>second thing is making sure that the tools are set

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<v Speaker 1>up to allow the employees to get those kind of trainings.

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<v Speaker 1>And you can have formal mentorship programs that's one way,

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<v Speaker 1>but a lot of the ways that these skills are

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<v Speaker 1>honed and refined is just in interacting with other people.

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<v Speaker 1>And if their jobs are structured in a way where

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<v Speaker 1>there's less of that, it's your responsibility as a leader

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<v Speaker 1>to get them together in certain places, whether it's a

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<v Speaker 1>kind of a relaxed social event or you know, some

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<v Speaker 1>kind of of a team get together where there's collaboration,

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<v Speaker 1>whether there's you know, people talking to each other, talking

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<v Speaker 1>over each other. You know, these are the environments where

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<v Speaker 1>these skills are refined, because they're refined through making mistakes.

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<v Speaker 1>And if as long as you have the psychological safety

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<v Speaker 1>that says that mistakes are okay, there are great opportunities

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<v Speaker 1>to let employees kind of figure this out and then

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<v Speaker 1>let you know or debrief with you on what went

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<v Speaker 1>well or what didn't go well.

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<v Speaker 2>Yeah, I think it's a great you know advice in

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<v Speaker 2>this hack. And we talked a little a little bit

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<v Speaker 2>about this earlier, but just the creating of the space

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<v Speaker 2>and the understanding that like what the team is going

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<v Speaker 2>to learn and how you're going to create a great

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<v Speaker 2>culture around not just doing the work today, but but

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<v Speaker 2>getting people to really have passion behind filling up a

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<v Speaker 2>talent pipeline, wanting to be in that talent pipeline, and

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<v Speaker 2>then understanding like how they would work together and how

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<v Speaker 2>as a you will listen to what they're looking for

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<v Speaker 2>and what they need and then making adjustments for that

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<v Speaker 2>is how you will continue to not only build great

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<v Speaker 2>talent and have great talent pipeline, but you'll have the

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<v Speaker 2>trust and you'll have the the ability to pivot in

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<v Speaker 2>the here and now, but also build skill that is

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<v Speaker 2>necessary longer term when it comes to the ongoing evolution

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<v Speaker 2>and changes that you will see when it comes to

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<v Speaker 2>the expectations of leaders of today and into the future.

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<v Speaker 2>So I think again, it's just like having an intention

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<v Speaker 2>to be able to have these spaces created and knowing

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<v Speaker 2>that most of where people are going to take in

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<v Speaker 2>the ability to have to build you know, teamwork and

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<v Speaker 2>to build trust is going to be in the informal

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<v Speaker 2>places of them really getting to know each other authentically

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<v Speaker 2>and being able to build connections that will allow them

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<v Speaker 2>to move better together forward right right.

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<v Speaker 1>And the last thing I want to put on this

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<v Speaker 1>and this is just I think it's very important here,

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<v Speaker 1>is that you know, of this survey that Deloitte did,

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<v Speaker 1>ninety four percent of the survey respondents said that younger

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<v Speaker 1>workers in particular need better human skills. Now, you know,

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<v Speaker 1>I want to make sure that we're sing this is

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<v Speaker 1>this is not a generational thing. This is not a

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<v Speaker 1>oh you know, this generation is terrible at this, and

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<v Speaker 1>this generation is not younger workers have less years doing

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<v Speaker 1>these things. These are skills that people get better at

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<v Speaker 1>because they do them, and and there's no way to

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<v Speaker 1>do them besides doing them. And if so, if if

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<v Speaker 1>you are a younger employee or you have a team

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<v Speaker 1>of people that are on the younger side of things,

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<v Speaker 1>they're probably not as good at these skills. Not because

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<v Speaker 1>they're This isn't a you know, their generations worse than

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<v Speaker 1>our generation. This is that they've just not been doing

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<v Speaker 1>it long enough. And it's your responsibility as a leader

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<v Speaker 1>to give them opportunities that are both organic and structured

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<v Speaker 1>to allow them to make themselves better at these skills

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<v Speaker 1>or to help them get better at these skills because

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<v Speaker 1>they're starving for them too. It's not just their coworkers

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<v Speaker 1>who are saying these younger people need to get better

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<v Speaker 1>at these skills. It's the people themselves who feel very

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<v Speaker 1>awkward and very ill equipped to interact in certain situations,

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<v Speaker 1>and it causes them to kind of withdraw further and

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<v Speaker 1>try to make less of a connection if they don't

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<v Speaker 1>know how to do it, or they don't have a

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<v Speaker 1>kind of a sponsor in this space. And so as

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<v Speaker 1>a leader, it's your responsibility to help them get there

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<v Speaker 1>and they'll reward your organization and your team in terms

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<v Speaker 1>of what they do for you with the engagement and

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<v Speaker 1>the productivity they can provide if they feel like they

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<v Speaker 1>have these skills and they can talk to people and

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<v Speaker 1>make connections with people.

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<v Speaker 2>Absolutely, and with that it brings us to the end

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<v Speaker 2>of this episode. This is how your leadership. I'm Lorenzo

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<v Speaker 2>and I'm Chris, and we'll talk to you all next time.