BENEFITS OF IMPLEMENTING THE SOFT STUFF

I f executives, entrepreneurs, managers, individual contributors, and those preparing for (and helping to prepare others for) these roles were to cultivate effective communication and relationship building, the so-called soft stuff, a number of good outcomes can emerge.

First, execution might be faster, better, and simpler if the purpose and strategic direction of an organization is clear up, down, and across the organization. Leaders could get better results if they understand the business strategy and how their teams contribute to its successful execution. Furthermore, as business conditions change, organizations could be more nimble in refreshing their strategy and moving ahead without losing traction.

Second, executives—both in large organizations and small start-ups— would be better informed, be closer to the action, and be more accountable. Their willingness and ability to both lead and listen would set an example for the rest of the organization, keep them in touch with reality, and help them to move their businesses ahead.

Third, employee engagement could remain high despite turbulence in the marketplace. With confidence that their leaders are making and communicating sound decisions, people are more likely to stay the course and focus on how to make the organization succeed. A more engaged workforce performs better and gets better results.18 Relationships create "stickiness," which increases the likelihood that talented people will stay with the organization. This applies for the future employees who are now at universities as well as those already in the employment market. Given the pace of the business environment, globalization, and the benefits (and dangers) of remote connectedness through social media and the Internet, many leaders know that the soft stuff of relationships and communication will be even more important in the future.

Finally, organizations would be positioned for leadership continuity. A work environment that fosters engagement and develops social capital while getting business results is likely to be more attractive to the next generation of leadership talent, who is likely to be less hierarchical than the current generation of leadership.

THE SOFT STUFF IS INDEED THE HARD STUFF

The workplace of the 21st century is a demanding and complex environment. As organizations globalize, industries grow, companies consolidate, and competition intensifies, success is likely to become increasingly elusive. Though there is no substitute for technical competence and expertise, the true winners of the future may be those who can overcome differences, cultivate agreement, and move with others into the future. That, then, is both the challenge and the opportunity. The future is yours.

NOTES

Many thanks to Bianca Jochimsen for her outstanding assistance with this chapter.

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