Seven “Harder Skills” That Will Help You Grow as a Leader
by Amy Potthast
In a recent Opinionator blog post from the New York Times, Gerald Chertavian—founder of Year Up, a fellowship program in the business sector—distinguishes between hard skills and “harder skills.”
“The merely hard skills are things that many training programs cover—for IT, it might be using software applications or installing hardware. The harder skills are more nuanced. They involve questions like: Do you know how to communicate in a team?...If you don’t have enough work, do you know to be proactive and ask for more?”
I agree. The nuanced people skills are so much harder—some take courage (like asserting yourself or effectively handling conflict); others take wisdom (like saying no gracefully, and leading others). All of them are essential for developing yourself as a leader—and will help your employer see you as a leader.
Here are seven valuable “harder skills” to pay attention to:
Communicating up
I don’t know your boss. But I’d like to think that she (or he) has your best interests at heart and is a safe risk when it comes to letting her know what you need. Whether it’s more responsibility, more specific feedback on your work, flex time, clearer priorities and instructions, fewer interruptions, or a weekly check-in—please let her know. She can’t read your mind — but she might be eager to champion you and your work, if you let her know what you need.
Growing from conflict situations in the office
Conflict can affect your ability to lead – for the better or for the worse. When you’re not getting what you need at the office, speak up. Let others know how you’re feeling and what you need from them. In general, just like your boss can’t read your mind, you can’t read others. In conflict situations, communicate your unmet needs first (it may help to point to your astrological sign or Meyers Briggs personality type, i.e., “As an introvert, I find I need...”). Then find out what your coworkers are experiencing. Knowing what each person needs in a conflict is the first step to brainstorming viable options that work for everyone.
Leading others
Leading can take many forms, not just managing others: asking incisive questions in meetings, offering thoughtful insights into a problem, speaking up, looking for new responsibilities, supporting team mates instead of competing, initiating new projects, admitting you could have been more effective, ensuring all voices are heard in a group decision, connecting with other organizations, teaching coworkers about a new technology, and doing your job well.
Networking to connect
In the nonprofit sector, networking is not smarmy. It’s an act of giving, of engaging in your community. What do others need, and how can you help? Think of it as “connecting”— first, connecting with people and organizations yourself—and later connecting other people and organizations with each other. Building connections within your community establishes you as a leader.
Saying no without causing hard feelings
It helps to establish policies for your work so that you can turn to them and behave consistently with everyone who makes an ask of your or your organization. When you have clear policies (or simply ground rules for yourself), you can point them out rather than saying no (which sounds harsh).
Documenting your accomplishments creatively
Without taking what’s proprietary, hang on to your work. Photos, writing samples, screenshots, action plans, statistics, meeting agendas, outreach materials, marketing plans, etc.—if you created it, hang on to a copy of it so that you can share select items with a future hiring team—as evidence that you have what it takes in to succeed in your next job.
Pursuing training for your role and issue
Since you were honest on your resume and in your interview, your employer is familiar with your assets and your areas of growth so he (or she) will be happy to see you growing. Keep an eye out for training and networking opportunities that enhance your “hard” and “harder” skills and that educate you about relevant issues. For example, you may find conferences for young leaders relevant for you. Then ask for funding and/or time off to attend.
It’s your mastery of the harder skills that will in the end contribute to your unique brand as a leader— effective, insightful, invaluable to your organization—even if these skills don’t get as much play on your resume. So it’s worth it, as a young professional, to think about how you’re going to build the harder skills on the job.
