of  Good “People Skills"
 
By Julie Adamen

Without a doubt, effective community managers must have good “people skills.” But what are good “people skills” really? We know it when we see it, but we often have a hard time defining it which often results in hiring the wrong persons for positions in community management.  I found a very good source to help us define “people skills” and break it down to something we can put our collective finger on.  The traits listed below are what good “People Skills” are composed of when applied to their fullest. These may help you identify whether or not the person you are interviewing is the right person for the job.  

Social: Show understanding, friendliness, and respect for feelings; assert oneself when appropriate; take an interest in what people say and why they think and act as they do.

Negotiation: Identify common goals among different parties in conflict; clearly present the facts and arguments of your position; listen to and understand other party's position; create possible ways to resolve conflict; make reasonable compromises.

Leadership: Communicate thoughts and feelings to justify a position; encourage or convince others; make positive use of rules or values; demonstrate ability to have others believe in and trust you because of your competence and honesty.

Teamwork: Work cooperatively with others; contribute to group with ideas and effort; do own share of work; encourage team members; resolve differences for the benefit of the team; responsibly challenge existing procedures, policies, or authorities.

Cultural Diversity: Work well with people having different ethnic, social, or educational backgrounds; understand the concerns of members of other ethnic and gender groups; base impressions on a person's behavior, not stereotypes; understand one's own culture and those of others and how they differ; respectfully help people in these groups make cultural adjustments when necessary.

I find this breakdown very applicable to our industry, whether you are looking at hiring inexperienced staff or other who have been around the industry a long time (maybe too long).

Reward Your Staff – Cheap!

Recently I bought a copy of “1001 Ways to Reward Employees” by Bob Nelson, Ph.D.  All executives should have a copy of this on their desks, especially those in our very frugal industry. These ideas come from thousands of companies throughout the world.  Here are just a few “rewards” that are inexpensive and relatively easy to implement:

• “The Surprise Hour Off.”  Once a week, pick an employee and give them an hour off. Tell them they’ve been working hard, and that you appreciate it – take an hour off, come back refreshed and ready to work some more. Give them a $5 gift certificate to Starbucks and send them on their way. (Crate and Barrel, Houston, TX).

• “Thanks a Million Award.”  Have someone who has done an outstanding job this week? Give them a thank you note taped to 10 $100 Grand candy bars. They can share the candy with others who helped them do that outstanding job. (Johnson Space Center, Houston, TX).

• “Meet with the President.” Once a month, meet with one or more employees at random to discuss matters of concern to the firm. (American General Life and Accident Insurance Co., Nashville, TN)

• “Weather Related” Gifts of Appreciation. Snowstorm have your employees in a funk? Try what the manager of TD Canada Trust in Dresden, Ohio did: Give each employee a gift pack, with individual notes of thanks. The packs contained a jug of washer fluid (“to keep your vision clear”), a snowbrush (“to help you stay on the journey ahead”) and a lock de-icer (“to provide a warm, comfortable experience”).

• Hot weather? Try what a team manager at International Paper in Eastover, SC does: Have a big box of freezer pops always on hand, and make sure that each person who has to go out in the heat gets one.

Dr. Nelson says, “It’s the daily interactions that add up to define our relationships at work. It’s the little things that managers do or do not do that can end up making a big difference in how others feel about working with them and about being a part of the organization.” I know from my own experience that recognizing an employee’s contribution makes for a happier, healthier work environment.  The executives who recognize this fact and then act upon it - even in seemingly small ways – will also reap the benefits, not only of a happier environment, but one of higher production, and less turnover.