Unveiling the Real Power Behind Power Skills: The Role of Attributes in Organizational Success
I recently read "The Attributes" by Rich Diviney and it got me thinking about a lot of the conversations I have with organisations on a daily basis. Do we actually mean "Attributes" when we talk about wanting to develop "Power Skills" in our people?
Let me explain.....
In the dynamic landscape of today's business world, organizations are placing an increasing emphasis on developing "power skills" within their workforce. These skills, often deemed essential for effective leadership and team performance, include qualities such as emotional intelligence, adaptability, and teamwork. However, a closer examination reveals that when organizations talk about power skills, they are actually referring to something deeper and more intrinsic: attributes.
Power Skills vs. Attributes: A Crucial Distinction
The term "power skills" is used to describe a set of abilities that are critical for success in the modern workplace. These include leadership, communication, problem-solving, and emotional intelligence. While these skills are undeniably important, they are often rooted in more fundamental, inherent qualities known as attributes.
Skills are learned abilities that can be trained and improved over time. They are tangible, teachable, and often specific to a particular task or job function. Examples include proficiency in software, project management techniques, or sales strategies. Because skills are visible and measurable, organizations have traditionally focused on skill development through training programs and certifications.
In contrast, attributes are inherent qualities that determine how we behave and react in various situations. These are less visible but equally, if not more, important. Attributes include traits such as adaptability, resilience, perseverance, and situational awareness. While skills enable us to perform tasks, attributes drive how we handle pressure, overcome challenges, and work with others.
Organizations Seek Attributes Under the Guise of Power Skills
When organizations emphasize the development of power skills, what they are truly seeking are employees who possess the right attributes. For example:
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The Importance of Attributes in the Workplace
Attributes are especially vital in high-pressure situations where skills alone are insufficient. In such scenarios, attributes like resilience, decisiveness, and integrity determine whether individuals can lead effectively, make sound decisions, and maintain their composure.
Moreover, attributes drive how people interact with others and their ability to work collaboratively within teams. For example, integrity fosters trust and reliability, while empathy enhances communication and teamwork. These attributes are essential for creating a positive organizational culture and achieving long-term success.
Measuring and Developing Attributes
One of the challenges organizations face is the intangible nature of attributes. Unlike skills, which can be easily measured and assessed, attributes require more nuanced evaluation methods. However, this does not mean they cannot be assessed or developed. Tools such as 360-degree feedback, behavioral interviews, and self-assessment frameworks can help identify key attributes in employees.
By incorporating attribute assessment into their development programs, organizations can ensure they are nurturing the right qualities in their workforce. This approach leads to a more comprehensive understanding of an individual's capabilities and potential.
Conclusion
When organizations express a desire for power skills, they are inherently seeking the underlying attributes that drive exceptional performance. Attributes such as adaptability, resilience, and emotional intelligence are the true drivers of success in today's complex business environment.
Recognizing and developing these attributes within the workforce is crucial for fostering effective leadership, enhancing team performance, and navigating the challenges of a rapidly changing world. By focusing on attributes, organizations can unlock the full potential of their people, creating a resilient, adaptable, and high-performing workforce ready to meet any challenge.
Founder of The Attributes | Retired Navy SEAL | Speaker for Optimal Performance, Resilience & Stress Inoculation | Optimist with Simon Sinek Inc.
5 个月Nick Christian - this is a great article, thank you for writing it! I think that you highlight the very relevant point that organizations and teams having been trying to name this stuff for years (power skills, soft skills, etc...) but we are basically talking about Attributes. As Brian Hackett mentions, it was, in part, the influence of the work he and Louis were doing that allowed the exploration of this stuff. Optimal performance in any endeavor comes first from what we uniquely bring to the table....understanding it and then capitalizing on it.
Connecting leaders who want to learn with their peers.
6 个月In the era of "skills" yes we need to understand attributes. Full disclosure I am friends with Rich Diviney and Kristen Diviney. I met Rich when we helped him set up his mind gym for his team. I'd like to think his work on The Attributes was somewhat influenced by his meeting Dr Louis Csoka, a pioneer in optimal performance training. Mike Lerario, MLD was there from the beginning. If I was planning a leadership development program, I'd have Rich and Mike as guest speakers.
Sales Director @ SSON
6 个月I read this book too! I was curious how Rich described attributes as 'innate abilities' where something would have always been present. Things like emotional intelligence & resilience, imo, can be upskilled or even created through somewhat unique experiences. But, how would one differentiate that learning exp. from something routine like power/hard-skills (courses, certifications, program completion, etc.)
Well written Nick Christian. While we cannot change intrinsic qualities- we can train ourselves to demonstrate different behaviors at work which can help drive desired business outcomes.