Jonathan Albanil
COO
Dicka Logistics
/
Expert Contributor

Soft Skills Are the New Reality for Leaders to Evolve

By Jonathan Albanil | Tue, 08/09/2022 - 09:00

It is well known that the world has changed and with it the way in which the market requires services and products. The way sectors used to work is no longer the same as just three years ago. Terms like disruption, resilience and new normality have been added to our vocabulary. Those same terms gave rise to great articles that our colleagues shared and gave us wide and varied lessons that allowed us to have a different approach to what our business and political world was becoming.

Today, we have various tools that allow us to weigh this wave of the industrial revolution of the century and the post-pandemic era but, at the same time, we have found new fears and challenges to face. These include the resurgence of old and new variants of the pandemic, scarcity and disruption of supply chains, climate change, social adaptation challenges, and obsolescence of certain types of work. With the fear of not being able to adapt personally and collectively to a series of irreversible transformations, words like “stagflation” are loudly heard.

We have left behind something important, on which we should have focused and the basics on which we should prepare ourselves: our soft skills. These are skills that not all leaders have correctly developed but are necessary to live in this new stage. These include a combination of social skills, interpersonal communication, knowledge, and character traits that help one in their social and professional life.

It is not only important to have the knowledge but to know how to execute and share it. There are few professionals who are emotionally prepared to work in this new work environment. This is the core point of this article.

In 2022, there is more certainty about the challenges to be faced and more awareness of vulnerabilities and interdependence. The future is always uncertain but the uncertainty now is not so much about what, but about how, who, and until when? It is not a diagnostic problem, as there is enough information about the importance of the current moment and of the great transitions in progress, such as digital, green or labor. However, the inability to carry them out collectively and inclusively places us in a scenario of fracture.

The debate focuses on knowing where the limits of a possible irreversibility are: What type of leadership is best prepared to handle these transformations? What is the best formula to manage this process of change with the lowest possible social and economic costs?

We leaders are aware that we are not the only ones who have suffered changes, losses and increased fears. We must have the empathy to lead our teams with the firmness and fragility that accompanies the moment. In the same way, be aware that the speed of change in any sector has increased and we cannot afford to fall into the well-known state of "paralysis by analysis." Given this, we are reacting very quickly, aware that doing things right the first time is the main ingredient that the market is looking for.

And this today is no longer a differentiating factor; it is a basic given that all of our services or products in any industry must offer. Competition has increased and we must find a way to strengthen ties with our clients and our collaborators. In the logistics sector, when you are looking for a strategic ally, you look for the main characteristics that make you feel safe, including technology, sustainability, operational excellence, integration, compliance, agility, planning, flexibility, use of data and personalization. As of today, this is all found at Dicka Logistics.

But this goes beyond having it only in the company book. Today, we must share with our clients and business partners the certainty that we are ready for the new challenges, and not only as a company but as professionals surrounded by leaders capable of generating change, in addition to a work-in-conjunction process that provides security to our partners and colleagues.

We know that we must have employees with the appropriate skills, capable of acting as a link throughout the entire business process with the rest of the companies with which they participate. Some companies continue to hire workers who have rigorous training and professional experience but who lack social, emotional, organizational, and planning skills.

In an increasingly connected world, customers and people are establishing themselves as the new pillars of logistics. It is no longer just about having a big diploma framed on the wall but knowing how to harmonize a business and have the ability to resolve conflicts by correctly handling any type of inconvenience or tension at work.

A leader with these skills can lead different types of teams and will find the best communication channels. These skills will help ensure the company's growth is not frustrated by the adversities it faces. Otherwise, a leader who doesn’t have these skills can stop or fracture any type of process or even stall the growth of the company.

Dicka Logistics has faced the adversities of the current context by identifying the areas of opportunity, strategically planning business continuity, obtaining great achievements and always promoting the growth of its colleagues, without losing sight of the objective: to win through development and training in the skills identified in the supply chain environment for its executives (Client + Associates = Win).

Developing the aforementioned skills will help define if you are a team player capable of building a good relationship with colleagues and your clients. They also indicate whether you are capable of evolving and adapting.

Photo by:   Jonathan Albanil

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