The Two Survival Instincts That Will Protect Your Job in Tough Economic Times When managers are asked “Who are the really productive people in this company?”, the answers invariably go something like this: “When I need to take care of an important customer, I call Betty.” “The best sales manager in the company is Bob, hands down.” “If I need to get a project cleaned up and completed fast, I call John, he’s amazing.” The same names come up again and again: the high-performers – the “go-to” individuals. In tough economic times companies build their organizations around these people and discharge the rest. What do these people have that gets them noticed? What gives them that kind of visibility and a reputation for excellence? Over the last few years the partners in the consulting firm Interpersonal Skills Laboratory have asked those questions of hundreds of managers who have been in the position of selecting only the best and brightest to staff their newly downsized organizations. In those surveys managers were asked to address the following: “List the personal characteristics, skills or competencies of those employees who will be most valuable to your organization.” If you have been involved in selecting employees to staff your re-sized company, what specific skills did you look for?” Give an example of a behavior that is most characteristic of an employee – with whom you have had personal experience – who you believe is indispensable to the company.” When the results were analyzed something surprising emerged. Almost no one referenced an employee’s technical skill. It seemed to be a given that the technical ability to do a job well was no longer, by itself, a distinguishing factor. Something else was at the top of those managers’ “must have” list – a set of qualities combining interpersonal facility and system understanding. These key capabilities are best described in two forms: Personal Initiative and the Capacity for Collaboration. These capabilities appear to be innate value choices, present in all of us – a kind of instinctive way of operating. As human beings we have both the inclination to take action and to seek achievement (personal initiative), and the inclination to associate with and cooperate with others for the common good (collaboration). We are concerned about doing what needs to be done for our own self-interest. At the same time, we are social beings – forming associations and relationships to meet our needs for connectedness with others. Eighty-two percent of all the respondents in these surveys identified some form of either Personal Initiative or the Capacity for Collaboration as a key capability for success inside the 21st century organization. And, although both competencies were seen as of high value, the most sought-after individual of all was the one who had both these competencies in balance. Personal Initiative: Becoming an Organization Driver Personal Initiative involves setting clear goals and pushing to achieve them. It is the belief that it is the active deed — accomplishment – that is most satisfying. Outward, energetic action defines this personal quality. In the surveys, those with the instinct of Personal Initiative were noted to have four distinct skills. Proactivity: a willingness to take the lead – to take the action necessary to move forward, rather than wait and react to circumstances as they unfold; a belief that success comes through dogged-determination and follow-through. An Internal Locus of Control: a belief that their fate is in their own hands; a comfortableness with independent action and a knack for overcoming any roadblocks that might get in the way. An Achievement-Orientation: an inclination to actively seek challenging assignments and opportunities that put them to the test; a desire to expand their abilities and sharpen their skills. Self-assurance and self-confidence are also part of this mix. Hope and Confidence: This quality is different than just rosy cheerfulness. Rather, it is the expectation that you can prevail over obstacles through your own efforts; a belief that with the right combination of effort and perseverance, success is just around the corner. These individuals tend to focus on what can happen rather than on the obstacles. Capacity for Collaboration: Getting the Right People on the Bus and Getting on With Them The Capacity for Collaboration describes a strong desire to include others when appropriate to leverage impact and involvement. This is the desire to work for the common good, accessing all the human resources in the organization. It’s a mindset of cooperation and interdependence. In the surveys, those with the instinct of the Capacity for Collaboration display three more specific skills. An Orientation Toward Others: a preference to work and make decisions with other people rather than toiling alone. Responsiveness to the needs of others: Like good caregivers in every avenue of life, those with the Capacity for Collaboration are skilled at listening and offering feedback. They cultivate a reputation as someone who rallies around others and helps when needed. Polished people skills: This is the ability to gain the trust, respect and confidence of different types of people all over the organization. It is a warm and inviting presence that draws others in. We all know that we have the ability to make the work of our colleagues easier or more difficult – if we have a mind to. The decision we make is largely determined by our willingness to take the personal initiative to solve work problems, and by our willingness to consider others and involve them when appropriate. These two “instincts” in combination establish our reputation as people of influence and worthy of respect. These two “survival instincts” are the building blocks that underlie everything that effective performers do. These “instincts” multiply our impact, they heighten our personal visibility, and they ensure that our technical skills are valued and utilized. When these instincts are in place, it becomes easier to get the job done. Other people in the organization line up behind us. They listen to what we have to say, and when times get tough, they want to make sure that we are on their team.
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