Soft
Skills
for
People
Managers
AT
A
GLANCE
01 – 34
01
Active
Listening
02
Clear
Communication
03
Expectation
Setting
04
Persuasion
&
Influence
05
Context
Setting
06
Empathy
07
Self
-
Awareness
08
Emotional
Regulation
09
Social
Awareness
10
Humility
11
Coaching
&
Mentoring
12
Growth
Mindset
13
Teaching
&
Explaining
14
Career
Advocacy
15
Curious
Questioning
16
Delegation
17
Trust
-
Building
18
Empowerment
19
Psychological
Safety
20
Reliability
21
Constructive
Feedback
22
Receiving
Feedback
23
Recognition
&
Appreciation
24
Accountability
25
Decisiveness
26
Conflict
Resolution
27
Difficult
Conversations
28
Negotiation
29
Change
Leadership
30
Composure
Under
Pressure
31
Inclusivity
&
Belonging
32
Fairness
&
Consistency
33
Cross
-
Cultural
Awareness
34
Motivation
&
Inspiration
1 / 7
01
Communication
&
Influence
Getting
information
in
,
out
,
and
understood
—
the
base
layer
every
other
skill
sits
on
.
01
Active
Listening
Hear
the
whole
message
before
forming
a
response
,
then
play
it
back
in
your
own
words
so
the
person
knows
they
were
actually
heard
.
02
Clear
,
Direct
Communication
Say
the
thing
plainly
and
early
—
in
writing
and
in
person
—
instead
of
burying
the
point
under
context
,
caveats
,
and
hedging
.
03
Expectation
Setting
Define
what
finished
looks
like
,
by
when
,
and
who
decides
—
before
the
work
starts
,
not
after
it
goes
sideways
.
04
Persuasion
&
Influence
Build
the
case
on
the
listener
'
s
terms
,
using
their
priorities
and
constraints
as
the
argument
rather
than
your
own
.
05
Context
&
Storytelling
Connect
routine
work
to
why
it
matters
,
so
people
can
make
good
calls
on
your
behalf
without
checking
with
you
first
.
2 / 7
02
Emotional
Intelligence
Reading
yourself
and
other
people
accurately
—
and
not
letting
either
one
run
the
room
.
06
Empathy
Recognize
what
someone
is
feeling
and
why
it
makes
sense
to
them
,
and
let
that
shape
your
response
without
taking
over
the
conversation
.
07
Self
-
Awareness
Know
your
own
triggers
,
defaults
,
and
effect
on
other
people
—
especially
under
pressure
,
and
especially
when
you
'
re
the
most
senior
person
in
the
room
.
08
Emotional
Regulation
Stay
steady
when
you
'
re
frustrated
or
anxious
,
absorbing
the
heat
of
a
moment
instead
of
passing
it
down
to
the
team
.
09
Social
Awareness
Read
the
room
—
notice
who
has
gone
quiet
,
who
keeps
getting
spoken
over
,
and
what
nobody
is
saying
out
loud
.
10
Humility
Say
"
I
don
'
t
know
"
and
"
I
was
wrong
"
quickly
,
and
be
visibly
changed
by
people
who
understand
the
work
better
than
you
do
.
3 / 7
03
Coaching
&
Development
Growing
the
people
on
your
team
faster
than
they
would
grow
on
their
own
.
11
Coaching
&
Mentoring
Ask
the
question
that
helps
someone
reach
their
own
answer
,
rather
than
handing
over
yours
and
calling
it
done
.
12
Growth
Mindset
Treat
ability
as
developable
—
meet
a
mistake
with
what
it
teaches
,
not
with
who
it
implicates
.
13
Teaching
&
Explaining
Break
complex
work
into
steps
a
person
can
act
on
today
,
then
check
that
it
actually
landed
before
moving
on
.
14
Career
Advocacy
Know
each
person
'
s
ambitions
and
spend
your
own
credibility
opening
doors
,
making
introductions
,
and
putting
their
name
forward
.
15
Curious
Questioning
Ask
"
what
'
s
making
this
hard
?"
instead
of
"
why
isn
'
t
this
done
?" —
and
mean
the
difference
.
4 / 7
04
Delegation
,
Trust
&
Empowerment
Handing
over
real
ownership
—
and
building
the
conditions
where
that
'
s
safe
to
accept
.
16
Delegation
Hand
over
the
outcome
and
the
authority
together
,
with
enough
context
to
decide
well
—
not
just
the
task
with
instructions
attached
.
17
Trust
-
Building
Be
consistent
and
predictable
;
do
what
you
said
you
would
,
especially
when
nobody
is
checking
up
on
you
.
18
Empowerment
Let
people
own
the
decisions
in
their
area
,
including
the
ones
you
would
have
made
differently
,
and
defend
those
calls
upward
.
19
Psychological
Safety
Make
it
genuinely
safe
to
raise
a
problem
,
admit
a
mistake
,
or
disagree
with
you
in
front
of
other
people
.
20
Reliability
&
Follow
-
Through
Close
the
loop
on
every
commitment
you
make
,
and
remember
what
you
promised
without
being
reminded
.
5 / 7
05
Feedback
,
Accountability
&
Performance
Keeping
the
standard
visible
and
the
information
flowing
—
in
both
directions
.
21
Constructive
Feedback
Describe
the
specific
behaviour
and
its
impact
,
soon
after
it
happens
,
in
private
,
with
a
path
forward
attached
.
22
Receiving
Feedback
Take
criticism
without
defending
,
thank
the
person
for
it
,
and
act
on
it
where
it
'
s
fair
—
visibly
.
23
Recognition
&
Appreciation
Name
the
specific
work
and
the
person
who
did
it
,
close
to
the
moment
it
happened
,
and
in
front
of
an
audience
when
it
counts
.
24
Accountability
Hold
the
same
standard
for
everyone
,
including
yourself
,
without
letting
it
slide
into
blame
or
public
correction
.
25
Decisiveness
&
Prioritization
Make
the
call
with
70%
of
the
information
,
state
the
trade
-
off
you
accepted
,
and
set
a
date
to
revisit
it
.
6 / 7
06
Conflict
,
Resilience
&
Change
What
the
job
asks
of
you
on
the
difficult
days
—
and
how
you
hold
the
line
through
them
.
26
Conflict
Resolution
Address
friction
between
people
early
and
directly
,
keeping
the
conversation
on
the
problem
rather
than
the
personalities
.
27
Difficult
Conversations
Prepare
properly
,
open
with
the
real
issue
,
listen
to
the
response
,
and
leave
with
an
agreed
next
step
—
even
when
it
'
s
uncomfortable
.
28
Negotiation
Find
the
outcome
both
sides
can
defend
to
their
own
stakeholders
,
rather
than
winning
the
room
and
losing
the
relationship
.
29
Adaptability
&
Change
Leadership
Explain
the
why
behind
change
,
absorb
the
frustration
it
creates
,
and
keep
the
direction
stable
while
the
plan
keeps
moving
.
30
Composure
Under
Pressure
Stay
calm
and
useful
in
a
crisis
,
so
the
team
has
something
steady
to
organize
itself
around
.
07
Team
Culture
&
Inclusion
The
daily
behaviour
that
decides
whether
a
team
is
a
group
of
individuals
or
an
actual
unit
.
31
Inclusivity
&
Belonging
Make
sure
the
quiet
,
the
new
,
and
the
different
voices
get
heard
,
credited
,
and
given
the
same
room
as
the
loudest
ones
.
32
Fairness
&
Consistency
Apply
the
same
rules
to
your
strongest
performer
and
your
newest
hire
—
and
be
able
to
explain
the
call
either
way
.
33
Cross
-
Cultural
Awareness
Adapt
your
communication
to
different
norms
around
directness
,
hierarchy
,
silence
,
and
open
disagreement
.
34
Motivation
&
Inspiration
Connect
the
work
to
something
the
team
actually
believes
in
,
and
hold
a
standard
worth
meeting
in
the
first
place
.
7 / 7
