module - soft skills reloaded

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SOFT SKILLS RELOADEDbySílvia Machado

January 2016

COURSE CONTENT SUPPORTED BY

[Insert your logo here]

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A person can have the greatest idea in the world – completely different and

novel – but if that person can’t convince enough other people, it doesn’t matter.

Gregory BernsNeuroscientist, entrepreneur, professor and author

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At the end of this course you will be able to...

know what are soft skills understand the importance of soft skills in implementing and managing a business know what are the most important stakeholders involved in an entrepreneur initiative and their

expectations communicate effectively in business environments manage some technics in order to persuade people apply tested design principles to presentation documents improve presentation skills understand what emotional intelligence is, its benefits and challenges understand what empathy is and why is it important in an entrepreneurship context recognize different styles of leadership know the principles for negotiating effectively improve your networking capabilities

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Course’s structure

1 Introduction

2 Communication & persuasion

3 Presentations that matter

4 Emotional intelligence

5 Leadership

6 Negotiation

7 Networking

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Recommended reading I/II

Alison Wood Brooks (2015): Emotion and the Art of Negotiation. Harvard Business Review, December.

Anthony L Suchman (2006): A New Theoretical Foundation for Relationship-centered Care: Complex Responsive Processes of Relating. Journal of General Internal Medicine, Jan; 21(Suppl 1): S40–S44

Bill Bonnstetter (2012): New Research: The Skills That Make an Entrepreneur. Harvard Business Review, December.

Bill Bonnstetter (2013): The Skills Most Entrepreneurs Lack. Harvard Business Review, April.

Carmine Gallo (2010): The Presentation Secrets of Steve Jobs: How to Be Insanely Great in Front of Any Audience. New York: McGraw-Hill.

Daniel Goleman (2000): Leadership That Gets Results. Harvard Business Review, March-April.

Daniel Goleman (2004): What Makes a Leader? Harvard Business Review, January.

Daniel Goleman (2013): Focus: The Hidden Driver of Excellence. New York: HarperCollins Publishers.

Deepak Malhotra (2015): Control the Negotiation Before It Begins. Harvard Business Review, December.

Garr Reynolds (2008): Presentation Zen: Simple Ideas on Presentation Design and Delivery. Berkeley: New Riders.

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Recommended reading II/II

Garr Reynolds (2011): The Naked Presenter: Delivering Powerful Presentations With or Without Slides. Berkeley: New Riders.

Harvard Business Essentials: Negotiation (2003). Boston: Harvard Business School Publishing.

Harvard Business Press Pocket Mentor: Persuading People (2008). Boston: Harvard Business School Publishing.

Nancy Duarte (2010): Resonate: Present Visual Stories that Transform Audiences. New Jersey: John Wiley & Sons.

Nick Wreden (2002): How to Make Your Case in 30 Seconds or Less. Harvard Management Communication Letter, January.

Robin Williams (2008): The Non-Designer’s Design Book: 3rd edition. Berkeley: Peachpit Press.

Stephen Kosslyn (2007): Clear and to the Point: 8 Psychological Principles for Compelling PowerPoint Presentations. New York: Oxford University Press.

Stewart Friedman (2008): Total Leadership: Be a Better Leader, Have a Richer Life. Boston: Harvard Business School Publishing.

Travis Bradberry and Jean Greaves (2009): Emotional Intelligence 2.0. San Diego: TalentSmart.

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?Time for discussion

Questionson the lectureron module description

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THANK YOU

FOR QUESTIONS OR COMMENTS PLEASE CONTACTSílvia [email protected]

FOR YOUR ATTENTION

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INTRODUCTION

Module: Soft Skills ReloadedLecturer: Sílvia MachadoDate: January 2016


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A person can have the greatest idea in the world – completely different and novel –

but if that person can’t convince enough other people, it doesn’t matter.

Gregory BernsNeuroscientist, entrepreneur, professor and author

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At the end of this lecture you will be able to...

Know what are soft skills

Understand the importance of soft skills in implementing and managing a business

Know what are the most important stakeholders involved in an entrepreneur initiative and their expectations

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Typically, what do fund managers expect from new businesses?

Two flops

SevenAlso-rans

One star

F rom any 10 i nves tments

B u t t h e y a r e o n l y l o o k i n g f o r w i n n e r s .

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It’s not easy to be a successful entrepreneur…

Startup failure rates range from 75% to 95%, and some are even higher

failed to return investors’ money75% fell short of goals

like revenue or break-even

95%

Source: study by Shikhar Ghosh, Harvard Business School: more than 2.000 fledgling enterprises that received at least $1 million in venture capital funding from 2004 through 2010

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Failure is the norm.

Shikhar GhoshLecturer at Harvard BS and top executive at some eight technology-based start-ups

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What are venture capitalists looking for when reading a business plan?

For the idea33%

For the management 33%

For the money34%

Source: Venture Capital Report, UK

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Before making the leap to a startup, ask these questions

How much funding does the company have?

How does the firm’s product or service fit into its industry?

What business experience do the principals bring to the table?

What’s the growth plan for the business 3, 6, 9, and 12 months out?

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Ingredients for building successful businesses

Behaviors

AttitudesValues

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Entrepreneurs tend to be single-minded with their strategies

— wanting the venture to be all about the technology or all about the sales,

without taking time to form a balanced plan.

Shikhar Ghosh

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The skills that make an entrepreneur

Source: Target Training International, Harvard Business Review

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The qualities that serial entrepreneurs lack most

Source: Target Training International, Harvard Business Review

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THANK YOU


FOR YOUR ATTENTION

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COMMUNICATION & PERSUASION



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Be distinct… or extinct.

Tom Peters

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An entrepreneur needs to be insanely great in front of any audience

Steve Jobsin Macworld Expo 2007

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communicate effectively in business environments

manage some technics in order to persuade people

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Communication defined

Communication is the process of exchanging ideas, facts or opinions by two or more persons.

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The communication process

Communicator

• Who?

Message

• Say what?

Medium

• Through which channel?

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Good communicators listen and observe

Successful communicationListening

Observing

SpeakingSpeech

Writing

Non-verbal

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Non-verbal signals reflect attitudes and responses

Non-verbal communication

Facial expression Body language

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ALMOST 80% OF OUR COMMUNICATIONS ARE EXPRESSED THROUGH BODY LANGUAGE

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Ten ways to use body language for effective communication

Control the emotions behind it Openstance

Arms bythe side

Openhands

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Most people respond to non-verbal communication signals

Behaviour Reason Circumstances Responses

Leaning forward ConcentrationIncreased emphasis

Important meetingNegotiation

Make points clearlyState your own case

Leaning back Taking time to thinkInviting expansionLooking for conclusion

After a proposition/ explanationTowards end of meeting

Allow silence thoughtWait for others to speak firs

Clasping both hands behind neck Extreme confidenceRelaxation

Non-threatening situationsIn charge of situations

Maintain openness of situationBe positive about your own case

Straight gazeNo head movement

Failing attentionDislike what is communicatedLack of cooperation

Disputed occasionsUnwelcome instructions

Ask for reactions/feelingsAsk for suggestions

Narrowing eyes DisapprovalDisbeliefDislike

Expects to challengePatience may be short

Allows expression of opinionShows that you acknowledge differenceGive your reasons

Source: Adapted from Communication Skills, 1996, by Carter Wendy

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A business owner uses communication skills all the time

Pitching an idea to potential investors

Dealing with potential advertisers

Teaching users how to use your product or service

Interviewing a potential candidate for a job in your company

Working out a new contract with a group of lawyers

Calling your employee’s attention

Negotiating more favourable terms with your suppliers

Proposing a new web design to your developers

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Four ways not to persuade

They attempt to make their case with an up-front, hard sell

How executives fail at persuasion

They resist compromise

They think the secret of persuasion lies in presenting great arguments

They assume persuasion is a one-shot effort

Source: The Necessary Art of Persuasion, by Jay A. Conger, HBR May– June 1998.

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Like power, persuasion can be a force for enormous good

in an organization. It can pull people together,

move ideas forward, galvanize change, and forge constructive solutions.

To do all that, however,people must understand persuasion for what it is

– not convincing and selling, but learning and negotiating.

Jay A. CongerNeuroscientist, entrepreneur, professor and author

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Questions & answers

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THANK YOU


FOR YOUR ATTENTION

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PRESENTATIONS THAT MATTER



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To express yourself as you are is the most important thing.

Shunryu Suzuki

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apply tested design principles to presentation documents

improve presentation skills

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Building presentations that communicate a message effectively

1

Prepare to speak to a particular audience

2

Show and tell

3

Plan in advance how you will direct

the audience’s attention

4

Don’t lose your basic

message by providing either too

much or too little

information

5

Prepare your slides to

function as your notes; don’t rely on your memory

6

Use the full range of

communi-cation

options

7

Build in breaks that allow the

audience to “come up for

air”

8

Prepare for questions

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A successful talk is a little miracle:

people see the world differently afterward.

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Introduction

Start with a bang

Build on the audience’s knowledge and concerns when you explain why your topic is important

Define the topic by providing a concrete example

Tell the audience what you want them to conclude

Provide a road map

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The body of the presentation

Tell a story

Make a slide that draws attention to the first entry in your outline

Prepare an outline for each part that has two or more subparts

Prepare a slide to draw attention to the first subpart

Define key terms

Provide concrete, specific evidence to support your conclusions

Conclude each part and subpart with a summary

After each part or subpart, highlight the entry for the next part or subpart in the outline to signal its beginning

Prepare demonstrations

Consider marking your progress with a banner or other signpost

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D O N ’ T P R O J E C T T O O M U C H E G O

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The wrap-up

Repeat the opening outline Prepare text and graphics to emphasize your conclusions

Set up a snappy ending

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Delivering the presentation

1

Speak to – not

at – your

audience

2

Face the

audience

3

Don’t rush it

4

Know what you can skip

5

Respond to questions

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Stories fascinate us.

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From the principles to the point

Principle of relevance

Principle of appropriate knowledge

Principle of salience

Principle of discriminability

Principle of perceptual organization

Principle of compatibility

Principle of informative changes

Principle of capacity limitations

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Chris Andersoncurator of TED

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10 ways to ruin a presentation

Common mistakes that TED advises its speakers to avoid

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Take a really long time to explain what your talk is about.

Speak slowly and dramatically. Why talk when you can orate?

Make sure you subtly let everyone know how important you are.

Refer to your book repeatedly. Even better, quote yourself from it.

Cram your slides with numerous text bullet points and multiple fonts.

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Use lots of unexplained technical jargon to make yourself sound smart.

Speak at great length about the history of your organization.

Don’t bother rehearsing to check how long your talk is running.

Sound as if you’re reciting your talk from memory.

Never, ever make eye contact with anyone in the audience.

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Presentations rise or fall on the quality of

the idea, the narrative, and thepassion of the speaker.

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It’s about substance,

not speaking styleor multimedia pyrotechnics.

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Nerves are not a disaster.The audience expects you to be nervous.

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?Presentations in action

Individual presentations of

business plans already developed

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Some web references

www.ted.com (TED Talks: amazing presentations)

http://on.ted.com/Turere (Richard Turere’s presentation)

www.youtube.com/watch?v=c_m2F_ph_uU (Steve Jobs: 2007 iPhone presentation)

www.youtube.com/watch?v=_KN-5zmvjAo (Steve Jobs introduces iPad - 2010)

www.colourlovers.com (colour combinations)

www.shutterstock.com + www.istockphoto.com (royalty-free images)

http://www.ted.com/

http://on.ted.com/Turere

http://www.youtube.com/watch?v=c_m2F_ph_uU

http://www.youtube.com/watch?v=_KN-5zmvjAo

http://www.colourlovers.com/

http://www.istockphoto.com/

http://www.istockphoto.com/

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THANK YOU


FOR YOUR ATTENTION

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EMOTIONAL INTELLIGENCE



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Many people with IQs of 160 work for people with IQs of 100,

if the former have poor intrapersonal intelligence and the latter have a high one.

Daniel Goleman

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Understand what emotional intelligence is, its benefits and challenges

Understand what empathy is and why is it important in an entrepreneurship context

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Emotional Intelligence defined

Daniel Goleman in Harvard Business Review, March-April 2000

The ability to manage ourselves and our

relationships effectively.

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Emotional Intelligence consists of four fundamental capabilities


Self-awarene

ss

Self-manage

ment

Social awarene

ss

Social skill

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Each capability is composed of specific sets of competencies


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Defusing an emotionally charged conversation with a colleague

By Anthony L Suchman (2006): A New Theoretical Foundation for Relationship-centered Care: Complex Responsive Processes of Relating. Journal of General Internal Medicine, Jan.

PEARLS: Using relationship-building statements for making the conversation more productive

Partnership

• “I really want to work on this with you.”

• “I bet we can figure this out together.”

Empathy

• “I can feel your enthusiasm as you talk.”

• “I can hear your concern.”

Acknowledgement

• “You clearly put a lot of work into this.”

• “You invested in this, and it shows.”

Respect

• “I’ve always appreciated your creativity.”

• “There’s no doubt you know a lot about this.”

Legitimation

• “This would be hard for anyone.”

• “Who wouldn’t be worried about something like this?”

Support

• “I’d like to help you with this.”

• “I want to see you succeed.”

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Technology is causing us more stress

(*) author of The 4-Hour Workweek: Escape 9-5, Live Anywhere, and Join the New Rich.

Tips from Tim Ferriss * To avoid negative feelings associated with technology, take steps to control it

Turn off your devices for shorts

periods of time

• Your life won't implode, but expect a period of withdrawal or anxiety.

Leave your mobile phone and PDA at home one day a

week

• Maybe Saturdays.

Devise a "not-to-do list"

• For instance, don't check email before 10 a.m. Attempt to set some limits.

Accept the fact you can't respond to 500

emails a day

• A big part is getting over yourself. You don't have a superhuman email checking ability.

Learn moderation

• Make a note of how many times a day you check your email, or you scan your social networking sites. Realize when you have a problem, and make a practice of not being a slave to your devices.

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8 habits that help you stay calm, cool, and collected in any storm

By Christopher Bergland, endurance athlete, coach, author, and political activist.

Harnessing the vagus nerve and keeping it engaged to create grace under pressure

Visualize the Vagus Nerve Practice, practice, practice

Create flow by balancing skill and challenge Reframe priorities and values

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Questions & answers

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THANK YOU


FOR YOUR ATTENTION

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Leadership is ultimately about creating a way for people to contribute to making

something extraordinary happen.

Alan Keith, Lucas Digital

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Great Man Theory suggests that the capacity for leadership is inborn

Characteristics

Charisma

Confidence

Intelligence

Honesty

Integrity

Creativity

Social skills

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Behavioral theories state that great leaders are made, not born

Country Club Manager

Team Manager

Midle-of-Road

Manager

Focuses on people's needs,

building relationships

Focuses on building participation and

support for a shared purpose

Focuses on efficiency of tasks and perations

Focuses on minimum effort to get work done

Concern for Production HighLow

Conc

ern

for P

eopl

eHi

ghLo

w

Focuses on balancing work output and

moraleImpoverished Manager

Authority-Obedience Manager

Blake & Mouton's Leadership Grid

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Behavioral theories state that great leaders are made, not born

Country Club Manager

Team Manager

Midle-of-Road

Manager

Focuses on people's needs,

building relationships

Focuses on building participation and

support for a shared purpose

Focuses on efficiency of tasks and perations

Focuses on minimum effort to get work done

Concern for Production HighLow

Conc

ern

for P

eopl

eHi

ghLo

w

Focuses on balancing work output and

moraleImpoverished Manager

Authority-Obedience Manager

Blake & Mouton's Leadership Grid

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Contingency theories say that the environment determines which style of leadership is best suited for the situation

Coercive•Coercive leaders demand immediate compliance

Authoritative

•Authoritative leaders mobilize people toward a vision

Affiliative•Affiliative leaders create emotional bonds and harmony

Democratic

•Democratic leaders build consensus through participation

Pacesetting

•Pacesetting leaders expect excellence and self-direction

Coaching•Coaching leaders develop people for the future

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“There is no leadership. Only effective management.”

Source: Vasconcellos e Sá, Jorge (2012); There is no leadership: Only effective management; Editora Vida Económica

Character Fortitude

Decision making (& execution)

Team-buildingThe effective

manager

Knowledge and skills

Temperament

Innate Innate and can be developed

+ developed– innate

+ developed– innate

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In business, you don't get what you deserve,

you get what you negotiate.

Chester L Karrass

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Fundamental framework for a successful negotiation

The alternative to negotiation

The minimum threshold for a negotiated deal

How flexible a party is willing to be, and what trade-offs it is willing to make

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The preferred course of action in the absence of a deal

estlternativeo aegotiatedgreement

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Improving your position

Improve your BATNA Identify the other side’s BATNA

Weaken the other party’s BATNA

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The reservation price

The walk-away

The least favourable point at which one will accept a deal

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ZOPA illustrated

ZOPA

€250K €275K

Buyer’s reservation priceSeller’s reservation price

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Tactics for getting the other side to negotiate

Offer incentives

Put a price on the status quo

Enlist support

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Tips to help improve networking skills

Get off your computer

Forget you’re “working”

Set goals

Mind your manners

Elevator pitches still matter

Play to your weaknesses

Don’t hang onto business cards

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We have 20 lunches per month. 240 per year.

20 opportunities to start new relationships;

20 opportunities to nurture or extend old relationships;

20 opportunities to patch up frayed relationships;

20 opportunities to "take a freak to lunch"—and learn something new;

20 opportunities to test an idea with a potential recruit-alliance partner;

20 opportunities to get to know someone in another function;

20 opportunities to ... pursue or make a sale ... to gain a convert-champion for your idea or project.

By Tom Peters

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