LinkedIn has recently released a list of the top 10 most in-demand skills for organizations by 2024. Topping the chart is adaptability, seen as an important skill in the field of AI followed by skills such as communication, customer service, leadership, project management, management, analytics, teamwork, sales, problem-solving, and research.
Based on my experience with employee engagement results, leadership assessments, and management development, communication is a skill that is consistently ranked as the most important organizational skill. Even those who are experts in communication can continue to learn and improve this skill. While I do not disagree with the LinkedIn list, I personally believe that management and collaboration should have been given higher priority and I will explain why.
Management Challenges in the Era of Remote Work
The COVID-19 pandemic has forced many knowledge workers to work from home, posing a significant challenge for managers who were already juggling multiple responsibilities. However, there was no management playbook available to guide the transition to a virtual or hybrid work environment. Both new and experienced managers struggled to engage their teams effectively in the virtual world. Additionally, when organizations demanded a return to physical work environments, some employees resisted the idea, preferring to continue working from home. This created a further challenge for managers who were already struggling to deal with these issues, and their management skills were put to the test.
The Covid-19 pandemic has had a significant impact on team collaboration and engagement. With remote work becoming the norm, managers have had to find new ways to encourage collaboration and engagement among team members. This has often been a process of trial and error, with some managers succeeding while others struggle to sustain their efforts.
Fostering Collaboration in Virtual and Hybrid Work Environments
Collaboration is a skill that many people understand the concept of but struggle to explain its specific components. It involves multiple skills such as communication, engagement, facilitation, teamwork, learning, trust, and accountability. Organizations highly value collaboration skills but would often request coaching and feedback training for their managers instead. I believe that organizations should be developing collaboration skills as the most important aspect of collaboration is the ability to engage a team.
I understand that in today’s era, adaptability is seen as a crucial skill in the field of AI. However, we must also consider the different requirements of managers and team members beyond AI. In one organization I worked with, managers were primarily focused on their own objectives regarding organizational priorities and assigning tasks to their teams. Nonetheless, after participating in a leadership development program that included various development activities, they realized that collaboration was the key to engaging their teams on key priorities. They concluded that it did not matter if the collaboration was virtual, physical, or a hybrid mode.
Integrating AI Skills with Human-Centric Approaches
Focusing solely on AI and its related skills is not an effective strategy for team or organizational success. AI is a tool that has many potential applications across various fields and industries that could improve and optimize work related tasks. But it remains an application. Instead, it is more productive to learn how to re-engage teams through collaboration and accountability, which can lead to better learning, communication, and engagement in the long run. To achieve this, managers need to be developed in a pragmatic, hands-on way that is relatable to their team environment. They should put their own agendas aside and experience teamwork by building trust, communication, and collaboration. This developmental agenda will improve organizational capabilities through ongoing conversations.
By Stephanie Messier, CEO of HR å la carte
Stephanie Messier is an HR consultant based in Ontario, Canada. She is the CEO of HR å la carte, a virtual HR consulting company that provides fractional HR and recruitment support. Stephanie holds a master’s degree specializing in the future of work and 20+ years of experience in HR, including a role as Vice President, Global Organizational Effectiveness at Genworth Financial (previously GE Financial Insurance). Outside of her day-to-day duties, she is a mentor for young women entrepreneurs as part of Futurpreneur Canada.
