The skills that REALLY make the difference

I started a LinkedIn conversation this week on where the professional bodies (professions involved in business and IT change such as business analysis, project management) are with inner development and growth.

I started this following a comment from Craig Rollason suggesting that he considers me part of the "BA tree of knowledge". He inspired me to reflect on what this could mean. This was said despite me having not undertaken a BA role for several years now.

And, to be honest, I find it difficult to motivate myself when I see the roles advertised despite additional income being very handy right now.

There is a focus on 'hard' skills and experience as if these are the only things that matter.

The 'skills' I'm talking about are very apparent when they are missing.

I don't trust that person

It will often manifest itself when someone talks about how they don't trust another individual.

If you are not judged trustworthy it is going to be hard to be effective in your job.

I have been working on trust for a few years now.

I started with learning how to trust myself. I didn't know that I didn't trust myself but it became clear when analysis wouldn't work when facing ambiguous and unpredictable situations in my life

It works well when there is no clear right answer and intuition is the appropriate 'tool'.

As part of forging a new path there have been plenty of situations which have required me to make intuitive choices.

So why might you not trust another person?

• because they put themselves first
• they play a political game where they are only concerned about their success
• they don't respect you - this could include not listening to you; not giving you their time; or making promises they don't keep

Sometimes people make excuses for this behaviour. They don't have enough time, for example.

It can be confusing as these excuses might well be reasonable.

This is where respecting oneself is important.

If an individual respects themself they will know when someone has good reasons or when someone is not showing them respect.

This situation can lead to missing an opportunity to help the business by utilising someone's full capabilities.

The lack of trust will also breed cynicism and disengagement. The job becomes transactional.

In these circumstances, individuals will offer 'just enough' to keep their job or go somewhere where they are valued. Healthy challenge disappears and group think takes over.

In some cases it can lead to tribunals which cost an average of ￡8,500.

According to the latest Gallup Employee Engagement report $8.9 trillion is lost in global GDP due to low engagement

Self-awareness (which is mentioned in the Inner Development Goals ) is key for navigating these situations:

Self-awareness

Ability to be in reflective contact with own thoughts, feelings and desires; having a realistic self-image and ability to regulate oneself.

As is presence

So, these skills/qualities/traits should be part of the BA 'tree of knowledge'.

These can be cultivated over time with practice. They do require persistent effort as it is like building a muscle.

Individuals who have developed these skills and are aware of what is necessary for a high performing team will naturally form respectful and effective working relationships with their peers.

Organisations like Inner Development Goals and the organisations I am involved in - Business Unusual and Earthaconter Community - prioritise and actively practice development of these skills (amongst others).

What do you think? Have I got it wrong?

What other inner qualities do you think professional organisations such as IIBA should be promoting?

This article lead to a four part series on Trust in the Workplace.

The first article is Navigating Trust, Presence and Personal Responsibility in the Workplace - https://www.dhirubhai.net/pulse/trust-workplace-part-1-navigating-presence-personal-alex-papworth-g6ije/