Chief Learning Officer- September 2008

Even if you can identify your own behavior properly, you won’t change unless you’re willing. a competent jerk to a loveable star, it won’t happen.” Interpersonal Skills Interpersonal skills always are important, but now there’s a new imperative. “We’re really dealing in a global environment, and you have to be able to deal with people who haven’t grown up in or experienced or been immersed in a culture like yours,” Wojcik said. Also, with the growing emphasis on social networking and the younger generations’ penchant for collaboration, more and more companies are seeing the team become the preferred work unit. Understandably, working well with others is that much more important in this collaborative environment, Collins said. “I honestly think that a person’s success is based almost solely on their ability — especially at a leadership level — to get things done through others, which involves so many of the interpersonal skills that we all use every day, whether they’re tremendously honed and highly ﬂexible or whether they’re kind of more hardwired,” Wojcik said. Yet, interpersonal skills impact more than just individual productivity. Collins pointed to Tracom studies that tied interpersonal skills to bottom-line successes. “They’re ﬁnding that [hospital employees] who do a better job relating to their patients can run more proﬁtable practices, have better patient retention rates,” he said. “Even in a profession that’s as highly specialized as the medical profession, they’re ﬁnding that this notion of interpersonal skills, or understanding people’s behaviors and working more effectively with them, is becoming more and more important.” According to a survey on the effectiveness of interpersonal skills training conducted by Tracom, nearly 60 percent of respondents said performance had been affected negatively by personal style differences. Sixty-two percent of http://www.KnowledgeAdvisors.com http://www.KnowledgeAdvisors.com

Table of Contents Feed for the Digital Edition of Chief Learning Officer- September 2008

Chief Learning Officer Editor’s Letter Contents Connections Imperatives Selling Up, Selling Down Strategies Take Five Lifestyle Learning: Improve the Bottom Line With Behavioral Education Tracom’s Social Style Model CLO Profile IOL: Determining the Impact of Learning Communicating With the Boss About Impact Mission Accomplished? Measuring Success of Corporate Universities Borrowing Measurement Practices From Investors Value Creation With Human Capital Investment Business Impact Analysis at Chrysler Learning or Performance Enhancement: Which Is It? Best Practices in Global Project Management Training Case Study Business Intelligence Advertisers’ Index Editorial Resources In Conclusion

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