IF YOU’RE LOOKING FOR A JOB, SHOW YOU ENGENDER THESE 7 PERSONALITY TRAITS IN YOUR RESUME AND OTHER JOB SEARCH TOOLS.
WE CAN HELP YOU DO IT.
This is part 4 of 7 of the “7 Traits Employers Value” series.
To review a bit, here are some of the previous Thursday’s opening paragraphs.
Over these past few weeks, I’ve been looking at 7 personality traits that are valued by employers in today’s uncertain world.
In the past most of us when we write our resumés focus on our hard skills. And in the past, this was OK. Even a good idea. But these days, when over a thousand people can easily apply for the same job you’re applying for, only discussing hard skills no longer creates uniqueness for you.
Historically, our hiring systems can seem to be “off” these days. One of the issues believed by employers and searchers alike is that “hard skills” are the traits that make sure the company runs at it’s best.
WHAT? HARD SKILLS DON’T MATTER?
And yes, someone needs to have the appropriate technical skills to do specific jobs. But I believe it is 7 “soft” personality traits that make the company go ’round. Employers value these 7 traits.
If you don’t have them, you can improve your own set of skills with acknowledgement and work.
Remember that it is the way you do what you do that counts most for what employers value today. No matter your role in the company, everyone is in sales at some point in the company’s existence. Anyone that ever deals with a customer, a future employee, or even a colleague is an ambassador for the firm’s culture and values.
For instance, what happens when there’s a customer emergency? What happens when that customer has gone off of the deep end for (apparently) no reason? What happens when your employee feels slighted in their job review? What happens when people need to work cross-departmentally with strangers?
What happens when you review a job posting, and you seem to have all the “i”s dotted, and the “t”s crossed, yet you don’t even get an interview?
What happens when you get interviews, but you don’t get the job; especially after several attempts with different companies?
Have you ever heard of people being hired for a job they were seemingly unqualified for? And to make matters worse, you were better qualified, and you didn’t get the job?
Some management consulting people call this “getting the right person on the bus, and then finding the right seat for them.” Domain knowledge can be taught – a strong set of personality traits cannot.
In the past, we’ve downplayed the 7 personality traits that employers now value.
THE 7 PERSONALITY TRAITS
Here is a list of the 7 personality traits employers value most – especially in “hot” situations (if you’d like to review previous posts, their headings below are actually links to those posts):
- Someone that actively listens and communicates well (diffuses conflict)
- People with emotional intelligence (EQ), and know how to manage their own emotions
- Patient people (humble people)
- “No Drama” folks (see numbers 2 and 3, above)
- People that can manage themselves
- People that can focus on a task
- People that can practice self-care during the workday (and be more effective as a result)
Let’s look at those one at a time, over the next few posts. Here’s number 4 of 7:
7.4. “No Drama” folks
In tonight’s blog post, we’ll talk about those who are non-drama-inducing folks. There is a thin line between being a person that can spot an issue and discuss it effectively, and a person that just wastes other people’s time.
At some point, most of us, being human, will get stuck inside our own heads. When we do this, we lose perspective on the current situation. It is at times like these that management really needs the other members of the team (that engender the 7 traits employers value discussed in points 1-3, above) to step up.
Anyway, talking about non-drama-inducing folks is probably easier in the context of discussing the opposite: drama-inducing folks.
Somewhere along the line you’ve probably met a few of these drama-inducing people. You know the type; they like to think everything is urgent and an emergency. Usually, all they do is create well, drama. In other words, these people are sort of like the cross between Chicken Little and the boy who cried “wolf!”
Just in case you don’t remember these 2 childhood stories, Chicken Little was the one running around saying “the sky is falling! The sky is falling! Everything is terrible! The sky is falling!”
then there’s The shepherd boy who cried “wolf!”
In the case of the shepherd boy who cried “wolf!”, he seemed to want to see how fast people in the village below would come running every time he was lonely or bored.
He thought that if he shouted to the villagers that a wolf was attacking the flock of sheep that he was tending, he’d have someone to talk to, and he wouldn’t be lonely anymore.
At some level, he also felt that this was very funny as well – in his mind, it was nothing more than a harmless prank.
As soon as the villagers would come running to help scare away the wolves that were there to kill his sheep, he would be laughing up in his nearby tree watchstation.
Each time he cried “wolf!” fewer and fewer villagers showed up to help.
You know where this is going. Finally one day a real wolf came and attacked the sheep and of course, got one. As you probably remember by now, no one came running when the shepherd boy cried “wolf!” because they’d been fooled so many times before.
So WHAT’S THE ALLEGORY TO THE WORKPLACE?
In the workplace, these people are characterized by those who like to bring their home problems to work with them to find allies.
Or they are the people that like to make sure everybody else in every other department on their floor knows what’s going on in his or her own department. They like to prattle on about how everything is bad or everything is terrible – especially their own boss. Oh, and for good measure they like to throw in how overworked they are, too.
At the very least, these people are distracting to others. At their worst, these people are toxic. They bring down the other people with whom they speak.
We need some of the people on the teams – the leaders – to step up and guide the train back onto the tracks. These are the people that have most or all of the 7 traits employers value.
THE BEST YOU CAN DO AS A MANAGER
As with anyone else on your team, these dramatic people deserve the same level of respect and opportunities to be coached and improved upon. We hope you can find a way to improve their attitudes, or they may need to be separated from the company.
THE POINT OF THE POST
To succeed in today’s workplace, you need to make sure you have most of these personality traits. It will help you reflect a positive approach to the company work, company policies, and company management.
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