In this multi-part blog series, we’re exploring the topic of “soft skills” and how to shift them into hard science. In part three, we explore how to measure and evaluate “soft skills”, using the example of behaviorally-anchored rating scales, or BARS.
In this multi-part blog series, we’re exploring the topic of “soft skills” and how to shift them into hard science. Part two focuses on gaining agreement across the organization as to our expectations related to “soft skills”.
In this multi-part blog series, we’re exploring the topic of “soft skills” and how to shift them into hard science. Part one emphasizes good operational definitions as the foundation of developing good “soft skills”.
Too often, organizational mission statements meet one of two fates: One, they are too long and convoluted, tucked away in an annual report or employee handbook, never to be heard of again, or… two, they are plastered on the walls, embedded in everyone’s email signature and on their coffee cups and pens, and yet no one understands how they contribute to the organization’s mission in the work that they are actually doing.
A sweet, short read, with a good lesson: Often, we get caught up in menial, tedious tasks that are thrust upon us by others, and that aren’t contributing to what we ultimately want to do, and those things usurp our energy and impede our ability to get where we want to be.
The first “CMO Reviews…” article goes to this classic! This book is a super quick read, and perhaps for a complete newbie manager, full of little gems. For my experienced OBM folks, or behavior analysts in general that understand “IT’S ALL THE SAME SCIENCE”, you may not get as much from the read. But for 35-45 minutes of effort, why not settle in with a cup of tea and take a break with this book?