top of page

How do you know when someone has the soft skills needed to communicate technical information to senior management? Are you Communicating with FINESSE?
How do you know when someone has the soft skills needed to communicate technical information to senior management?

A professional colleague recently asked me how much technical knowledge someone should have before giving a presentation to senior management. My two-part answer was, "Twenty-five percent of what they know, and soft skills are as important as the facts they know." Here's why.

 

Hard Skills

Hard skills refer to the technical knowledge and abilities acquired through education, training, and hands-on experience. These include programming, data analysis, engineering principles, and other specific competencies related to one's profession. Hard skills are measurable and often demonstrated through certifications, degrees, and work experience.

 

Soft Skills

Soft skills are interpersonal attributes that enable individuals to interact effectively and harmoniously with others. These include communication, empathy, teamwork, problem-solving, and time management. Unlike hard skills, soft skills are not easily quantifiable but are equally, if not more, essential in the workplace.

 

Managing Time in Front of Non-Technical Decision Makers

One of the most critical aspects of effective communication is managing time efficiently when presenting to decision makers—and that's all decision makers, regardless of their technical or non-technical backgrounds. The following six ways soft skills matter also impact another critical soft skill—time management.

 

1 - Be Prepared

Prepare thoroughly before the meeting. Trusted advisors prioritize the information and the audience. Nevertheless, understanding the information and the decision maker’s knowledge of it are both important.


From the example: This is where the rule of thumb of presenting only 25% of what you know comes in. Think about it the next time you do a presentation – are you leaving 75% in the tank? If not, you are probably not the right person to do the presentation.

 

2 - Focus on Key Messages

Decision-makers are often interested in the bigger picture, such as organizational impacts, customer concerns, potential benefits, and the associated risks. Prioritize these points and avoid delving into unnecessary details.


From the example: My professional colleague was familiar with the FINESSE fishbone diagram and knew that the first S stands for structure. But she did not know much more. Structuring your reports and presentations is essential for getting to the key messages in a timely manner. And you have several options.

 

3 - Use Visual Aids Effectively

Ensure that these visuals are clear, concise, and easily digestible. They need a key message and alternative text that makes your key points.


From the example:  There are six essential graphics within the I (illustrate) of FINESSE. Visuals and visualization are deeply rooted in soft skills.

 

4 - Encourage Questions and Interaction

Allowing most of your time for questions and two-way interaction shows respect for the decision makers. Plus, you work for them.


From the example: My conversation also included discussion around whether the presenter should handle the Q&A. Yes, that is the short answer. The longer answer is that Q&A is part of the soft skills used to structure the presentation.

 

5 - Practice Active Listening

Pay attention to the responses, promptly address concerns, and be flexible. Blah, blah, blah. That's the standard stuff.


From the example: As I told my professional friend, the most important things to listen for are the things that are not said. And that is a big-time soft skill.

 

6 - Be Empathetic

Empathy is a soft skill you are debatably born with and can also develop. Either way, remember that your presentation is about the decision maker, not about you. Why were you asked to present? It is almost certainly not for you to talk about yourself, your team, or how hard everyone worked.


From the example: My parting words to my friend were, as we say when Communicating with FINESSE, "No one cares about your data until first they understand how much you care about them."

 

Six Ways Soft Skills Matter

What qualifies someone to present technical information? My answer was, "Twenty-five percent of what they know, and their soft skills are as important as the facts they know." What do you think? Have you mastered the soft skills? Are you Communicating with FINESSE?


The FINESSE fishbone diagram depicts the seven causal factors for effectively communicating information with complexity and uncertainty. Communicating with FINESSE is a not-for-profit community of technical professionals dedicated to being highly effective communicators and facilitators. Learn more about our publications, webinars, and workshops. Join the community for free.




This year’s report delves into the dynamic nature of the maintenance and reliability field. JD Solomon Inc. provide practical solutions.
This year’s report delves into the dynamic nature of the maintenance and reliability field.

Upkeep has released its 2024 State of the Maintenance Community Report. This year’s report delves into the dynamic nature of the maintenance and reliability field as we navigate changing economic conditions, technological advancements, and evolving workforce needs.

 

UpKeep’s CEO, Ryan Chan, CMRP, takes a deep dive into the survey findings and addresses key topics such as the skilled workforce shortage, rising interest rates, maintenance spending, and shifts towards AI. A summary of the Chan’s remarks is available on YouTube.

 

The podcast included George Williams, Bob Latino, JD Solomon, and Chris Pepin.
The podcast included George Williams, Bob Latino, JD Solomon, and Chris Pepin.

The report was preceded by a podcast featuring industry experts George Williams from Reliability X, Bob Latino of Prelical, JD Solomon of JD Solomon Inc., and Chris Pepin of Progressive Reliability. 


The panel discussed skills gap concerns, maximizing existing assets, maintenance spending trends, artificial intelligence, and an in-depth discussion on decision-making processes.

 

 


UpKeep is the mobile-first CMMS/Enterprise Asset Management System helping maintenance teams deliver reliability for their facility. UpKeep has been named the #1 Maintenance Management Software by Gartner and has also been recognized as a top place to work in Los Angeles. UpKeep has over 160,000 registered users from small businesses to large enterprises including Yamaha, Jet.com, Unilever, and Constellation Brands.

JD Solomon Inc. provides solutions for program development, asset management, and facilitation at the nexus of facilities, infrastructure, and the environment. Sign up for monthly updates related to our firm.

 


In 2021, UpKeep named JD Solomon as one of “100 People in Maintenance That You Should Follow.” Solomon is the founder of JD Solomon Inc., the creator of the FINESSE fishbone diagram, and co-creator of the Solomon-Oldach Asset Prioritization (SOAP) method. He currently serves as an Upkeep Ambassador to the community’s reliability and maintenance professionals.


The approach of trusted advisors to asking questions is fundamentally different from that of short-term persuaders or manipulators. Are you Communicating with FINESSE?
The approach of trusted advisors to asking questions is fundamentally different from that of short-term persuaders or manipulators.

Asking questions as a trusted advisor is a nuanced and deliberate process that unfolds over time. Trusted advisors guide decision makers on some of their biggest life and career decisions. Asking questions as a trusted advisor contrasts with persuasion or manipulation, where narratives and emotions carry the day (like buying a car or shirt). The long game approach of communicating as a trusted advisor requires empathy, patience, consistency, and an in-depth understanding of context. Remember, asking better questions as a trusted advisor is a long game.

 

"A trusted advisor gets one shot at credibility."

 

Building a Foundation of Trust

When asking questions as a trusted advisor, the primary focus is on building and maintaining a long-term relationship based on trust and mutual respect. Unlike one-off questions aimed at persuading or influencing a decision in the short term, trusted advisors ask questions demonstrating a deep understanding of needs, values, and long-term objectives.

 

This approach involves two key aspects.

 

Demonstrating Empathy and Understanding

Trusted advisors start by asking questions that show they genuinely care about the decision maker. That’s why having empathy is one of the seven bones in the FINESSE fishbone diagram. Trusted advisors are committed to understanding their decision makers' unique challenges and goals and putting those needs above their own.

 

Example: A trusted advisor might ask, "Can you share more about the key challenges you've faced in your industry and how they've influenced your current strategy?" This type of question shows a deep interest in the client's journey and helps establish a foundation of trust.

 

Focusing on Long-Term Goals and Values

While short-term questions often focus on immediate decisions or quick wins, trusted advisors prioritize questions that align with the decision maker’s long-term goals and values. Trusted advisors ask questions that seek to understand the context and why that context is important to the decision makers.


Example: Instead of asking, "How can we boost sales this quarter?" a trusted advisor might ask, "What are your long-term growth objectives, and how can we align our current initiatives to support those goals?" This approach makes sure that the advice given is consistent with the decision maker’s long-term vision, further solidifying the advisor's role as a trusted partner.

 

Navigating Complexity and Uncertainty

Trusted advisors are often called upon to guide complex and uncertain decisions. That's why the underpinning context of Communicating with FINESSE is communicating in high levels of complexity and uncertainty. The trusted advisor’s questioning techniques differ significantly from those used in short-term persuasion or manipulation. They are focusing on a comprehensive understanding of the situation and potential risks.

 

Encouraging Deep Reflection

Trusted advisors ask questions that encourage deep reflection and critical thinking In situations of complexity and uncertainty. They help decision makers explore different perspectives and consider various scenarios, enabling them to make more informed decisions.

 

Example:  A trusted advisor might ask, "What are the potential risks and benefits of each option we are considering, and how might they impact our long-term objectives?" Such questions help decision makers look beyond the immediate issue and consider broader implications, fostering a more thoughtful decision-making process.

 

Exploring Alternatives and Contingencies

Trusted advisors ensure that clients are aware of all alternatives and contingencies. They ask questions that prompt clients to think about different courses of action and prepare for potential challenges.

 

Example: Exploring alternatives and contingencies might include questions like, "What alternative strategies could we pursue if our initial plan doesn't yield the expected results?" or "How can we build flexibility into our plan to adapt to unforeseen changes?" By exploring these alternatives, trusted advisors help decision makers navigate uncertainty with greater confidence and resilience.

 

Prioritizing Open Dialogue and Collaboration

The nature of the questions trusted advisors ask fosters open dialogue and collaboration, creating an environment where decision makers feel comfortable sharing their thoughts and concerns.

 

Creating a Safe Space for Open Discussion

Trusted advisors prioritize creating a safe and open environment. Decision makers must feel comfortable discussing their concerns and uncertainties.

 

In a safe space for open discussion, trusted advisors can ask questions that invite honest feedback and encourage expressing thoughts freely.

 

Example: A trusted advisor might ask, "What are your biggest concerns about this project, and how can we address them together?"

 

However, if your decision makers feels like they are getting only part of the story or being persuaded and manipulated, forget about it. You only get one shot at creating a safe space for discussion, just as you get only one shot at credibility.

 

Facilitating Joint Problem-Solving

Trusted advisors focus on facilitating joint problem-solving. They ask questions to encourage decision makers to participate actively in the decision-making process, leveraging their expertise and insights.

 

Example:  A trusted advisor might ask, "What are some possible solutions you've considered, and how can we build on those ideas to develop a robust strategy?" This collaborative approach empowers decision makers.

 

However, if you force-feed solutions without any open problem-solving from decision makers, then forget about it. You are finished as a trusted advisor.

 

Better Questions, Trusted Advisors, and the Long Game

The approach of trusted advisors to asking questions is fundamentally different from that of short-term persuaders or manipulators. Empathy and putting the needs of the decision maker above your own are key. You get one shot at credibility. And you get one shot at asking good questions when it comes to developing trust and relationships as a trusted advisor. Asking questions about big decisions with complexity and uncertainty is a long game.



Communicating with FINESSE is a not-for-profit community of technical professionals dedicated to being highly effective communicators and facilitators. Learn more about our publications, webinars, and workshops. Join the community for free.



Experts
bottom of page