Module - Soft Skills Reloaded

©SílviaMachado2016
SOFT SKILLS
RELOADED
by
Sílvia Machado
January 2016
COURSE CONTENT SUPPORTED BY
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A person can have the greatest idea in
the world – completely different and
novel – but if that person can’t convince
enough other people, it doesn’t matter.
Gregory Berns
Neuroscientist, entrepreneur, professor and author

4
At the end of this course you will be able to...
 know what are soft skills
 understand the importance of soft skills in implementing and managing a business
 know what are the most important stakeholders involved in an entrepreneur initiative and their
expectations
 communicate effectively in business environments
 manage some technics in order to persuade people
 apply tested design principles to presentation documents
 improve presentation skills
 understand what emotional intelligence is, its benefits and challenges
 understand what empathy is and why is it important in an entrepreneurship context
 recognize different styles of leadership
 know the principles for negotiating effectively
 improve your networking capabilities

5
Course’s structure
1 Introduction
2 Communication & persuasion
3 Presentations that matter
4 Emotional intelligence
5 Leadership
6 Negotiation
7 Networking

7
Recommended reading I/II
Alison Wood Brooks (2015): Emotion and the Art of
Negotiation. Harvard Business Review,
December.
Anthony L Suchman (2006): A New Theoretical
Foundation for Relationship-centered Care:
Complex Responsive Processes of Relating.
Journal of General Internal Medicine, Jan;
21(Suppl 1): S40–S44
Bill Bonnstetter (2012): New Research: The Skills That
Make an Entrepreneur. Harvard Business
Review, December.
Bill Bonnstetter (2013): The Skills Most Entrepreneurs
Lack. Harvard Business Review, April.
Carmine Gallo (2010): The Presentation Secrets of Steve
Jobs: How to Be Insanely Great in Front of Any
Audience. New York: McGraw-Hill.
Daniel Goleman (2000): Leadership That Gets Results.
Harvard Business Review, March-April.
Daniel Goleman (2004): What Makes a Leader? Harvard
Business Review, January.
Daniel Goleman (2013): Focus: The Hidden Driver of
Excellence. New York: HarperCollins Publishers.
Deepak Malhotra (2015): Control the Negotiation Before
It Begins. Harvard Business Review, December.
Garr Reynolds (2008): Presentation Zen: Simple Ideas on
Presentation Design and Delivery. Berkeley: New
Riders.

8
Recommended reading II/II
Garr Reynolds (2011): The Naked Presenter: Delivering
Powerful Presentations With or Without Slides.
Berkeley: New Riders.
Harvard Business Essentials: Negotiation (2003). Boston:
Harvard Business School Publishing.
Harvard Business Press Pocket Mentor: Persuading
People (2008). Boston: Harvard Business School
Publishing.
Nancy Duarte (2010): Resonate: Present Visual Stories
that Transform Audiences. New Jersey: John
Wiley & Sons.
Nick Wreden (2002): How to Make Your Case in 30
Seconds or Less. Harvard Management
Communication Letter, January.
Robin Williams (2008): The Non-Designer’s Design Book:
3rd edition. Berkeley: Peachpit Press.
Stephen Kosslyn (2007): Clear and to the Point: 8
Psychological Principles for Compelling
PowerPoint Presentations. New York: Oxford
University Press.
Stewart Friedman (2008): Total Leadership: Be a Better
Leader, Have a Richer Life. Boston: Harvard
Business School Publishing.
Travis Bradberry and Jean Greaves (2009): Emotional
Intelligence 2.0. San Diego: TalentSmart.

9
Time for discussion
Questions
on the lecturer
on module description

10
THANK YOU
FOR QUESTIONS OR COMMENTS PLEASE CONTACT
Sílvia Machado
profsilviamachado@gmail.com
FOR YOUR ATTENTION

INTRODUCTION
Module: Soft Skills Reloaded
Lecturer: Sílvia Machado
Date: January 2016

A person can have the greatest idea in the world
– completely different and novel –
but if that person can’t convince enough other people,
it doesn’t matter.
Gregory Berns

13
At the end of this lecture you will be able to...
 Know what are soft skills
 Understand the importance of soft skills in implementing and
managing a business
 Know what are the most important stakeholders involved in an
entrepreneur initiative and their expectations

14
Typically, what do fund managers expect
from new businesses?
Two flops
Seven
Also-rans
One star
From any 10 investments
B u t t h e y a r e o n l y l o o k i n g f o r w i n n e r s .

15
It’s not easy to be a successful entrepreneur…
Startup failure rates range from 75%to 95%, and some are even higher
failed to return
investors’ money75% fell short of goals
like revenue or
break-even
95%
Source: study by Shikhar Ghosh, Harvard Business School: more than 2.000 fledgling enterprises that received at least $1 million in venture capital
funding from 2004 through 2010

Failure is the norm.
Shikhar Ghosh
Lecturer at Harvard BS and top executive at some eight technology-based start-ups

17
What are venture capitalists looking for
when reading a business plan?
For the idea
33%
For the management 33%
For the money
34%
Source: Venture Capital Report, UK

18
Before making the leap to a startup,
ask these questions
How much funding
does the company
have?
How does the firm’s
product or service fit
into its industry?
What business
experience do the
principals bring to the
table?
What’s the growth
plan for the business
3, 6, 9, and 12
months out?
Is there an exit
strategy?

19
Ingredients for building
successful businesses
Behaviors
AttitudesValues

Entrepreneurs tend to be
single-minded with their strategies
— wanting the venture to be all about the technology
or all about the sales,
without taking time to form a balanced plan.
Shikhar Ghosh

21
The skills that make an entrepreneur
Source: Target Training International, Harvard Business Review

22
The qualities that serial entrepreneurs
lack most
Source: Target Training International, Harvard Business Review

23
THANK YOU
Sílvia Machado
FOR YOUR ATTENTION

COMMUNICATION
& PERSUASION
Date: January 2016

Be distinct… or extinct.
Tom Peters

26
An entrepreneur needs to be insanely great
in front of any audience
Steve Jobs
in Macworld Expo 2007

27
 communicate effectively in business environments
 manage some technics in order to persuade people

28
Communication defined
Communication is
the process of exchanging
ideas, facts or opinions
by two or more persons.

29
The communication process
Communicator
•Who?
Message
•Say what?
Medium
•Through
which
channel?
Receiver
•To whom?
Effect
•Impact

30
Good communicators listen and observeSuccessfulcommunication
Listening
Observing
Speaking
Speech
Writing
Non-verbal

31
Non-verbal signals reflect attitudes and
responses
Non-verbal communication
Facial expression Body language

32
ALMOST 80% OF OUR COMMUNICATIONS ARE
EXPRESSED THROUGH BODY LANGUAGE

33
Ten ways to use body language for effective
communication
Control the
emotions
behind it
Open
stance
Arms by
the side
Open
hands
Good
posture
Shoulders
back
Lean
forward
Relaxed
face
Smile
Soft
eyes

34
Most people respond to non-verbal
communication signals
Behaviour Reason Circumstances Responses
Leaning forward Concentration
Increased emphasis
Important meeting
Negotiation
Make points clearly
State your own case
Leaning back Taking time to think
Inviting expansion
Looking for conclusion
After a proposition/ explanation
Towards end of meeting
Allow silence thought
Wait for others to speak firs
Clasping both hands behind neck Extreme confidence
Relaxation
Non-threatening situations
In charge of situations
Maintain openness of situation
Be positive about your own case
Straight gaze
No head movement
Failing attention
Dislike what is communicated
Lack of cooperation
Disputed occasions
Unwelcome instructions
Ask for reactions/feelings
Ask for suggestions
Narrowing eyes Disapproval
Disbelief
Dislike
Expects to challenge
Patience may be short
Allows expression of opinion
Shows that you acknowledge
difference
Give your reasons
Source: Adapted from Communication Skills, 1996, by Carter Wendy

35
Abusiness owner uses communication
skills all the time
Pitching an idea to potential investors
Dealing with potential advertisers
Teaching users how to use your product or service
Interviewing a potential candidate for a job in your company
Working out a new contract with a group of lawyers
Calling your employee’s attention
Negotiating more favourable terms with your suppliers
Proposing a new web design to your developers

36
Four ways not to persuade
They attempt to make their case with an up-front, hard sell
Howexecutivesfailatpersuasion
They resist compromise
They think the secret of persuasion lies in presenting great arguments
They assume persuasion is a one-shot effort
Source: The Necessary Art of Persuasion, by Jay A. Conger, HBR May– June 1998.

Like power,
persuasion can be a force for enormous good
in an organization.
It can pull people together,
move ideas forward, galvanize change,
and forge constructive solutions.
To do all that, however,
people must understand persuasion for what it is
– not convincing and selling,
but learning and negotiating.
Jay A. Conger

39
Time for discussion
Questions & answers

40
THANK YOU
Sílvia Machado
FOR YOUR ATTENTION

PRESENTATIONS
THAT MATTER
Date: January 2016

To express yourself as you are
is the most important thing.
Shunryu Suzuki

43
 apply tested design principles to presentation documents
 improve presentation skills

44
Building presentations that
communicate a message effectively
1
Prepare to
speak to a
particular
audience
2
Show and
tell
3
Plan in
advance
how you
will direct
the
audience’s
attention
4
Don’t lose
your basic
message
by
providing
either too
much or too
little
information
5
Prepare
your slides
to function
as your
notes; don’t
rely on your
memory
6
Use the full
range of
communi-
cation
options
7
Build in
breaks that
allow the
audience to
“come up
for air”
8
Prepare for
questions

45
A successful talk is a
little miracle:
people see the world
differently afterward.

46
Introduction
Start with a bang
Build on the audience’s knowledge and concerns when you explain why your topic is important
Define the topic by providing a concrete example
Tell the audience what you want them to conclude
Provide a road map
1
2
3
4
5

47
The body of the presentation

48
D O N ’ T P R O J E C T T O O M U C H E G O

49
The wrap-up
Repeat the opening
outline
Prepare text and
graphics to emphasize
your conclusions
Set up a snappy
ending

50
Delivering the presentation
1
Speak to
– not at –
your
audience
2
Face the
audience
3
Don’t
rush it
4
Know
what you
can skip
5
Respond
to
questions

51
Stories fascinate us.

52
From the principles to the point
Principle of relevance
Principle of appropriate knowledge
Principle of salience
Principle of discriminability
Principle of perceptual organization
Principle of compatibility
Principle of informative changes
Principle of capacity limitations

53
Chris Anderson
curator of TED

54
10 ways to ruin a presentation
Common
mistakes that
TED advises its
speakers to avoid

55
Take a really long time to explain what your talk is about.
Speak slowly and dramatically. Why talk when you can orate?
Make sure you subtly let everyone know how important you are.
Refer to your book repeatedly. Even better, quote yourself from it.
Cram your slides with numerous text bullet points and multiple fonts.
1
2
3
4
5

56
Use lots of unexplained technical jargon to make yourself sound smart.
Speak at great length about the history of your organization.
Don’t bother rehearsing to check how long your talk is running.
Sound as if you’re reciting your talk from memory.
Never, ever make eye contact with anyone in the audience.
6
7
8
9
10

57
Presentations rise or fall on
the quality of
the idea,
the narrative, and the
passion of the speaker.

58
It’s about substance,
not speaking style
or multimedia pyrotechnics.

59
Nerves
are not a disaster.
The audience
expects
you to be nervous.

60
Presentations in action
Individual presentations
of
business plans
already developed

61
Some web references
www.ted.com (TED Talks: amazing presentations)
http://on.ted.com/Turere (Richard Turere’s presentation)
www.youtube.com/watch?v=c_m2F_ph_uU (Steve Jobs: 2007 iPhone presentation)
www.youtube.com/watch?v=_KN-5zmvjAo (Steve Jobs introduces iPad - 2010)
www.colourlovers.com (colour combinations)
www.shutterstock.com + www.istockphoto.com (royalty-free images)

62
THANK YOU
Sílvia Machado
FOR YOUR ATTENTION

EMOTIONAL INTELLIGENCE
Date: January 2016

Many people with IQs of 160
work for people with IQs of 100,
if the former have poor intrapersonal intelligence
and the latter have a high one.
Daniel Goleman

65
 Understand what emotional intelligence is, its benefits and
challenges
 Understand what empathy is and why is it important in an
entrepreneurship context

66
Emotional Intelligence defined
Daniel Goleman in Harvard Business Review, March-April 2000
The ability to manage ourselves and our
relationships effectively.

67
Emotional Intelligence consists of four
fundamental capabilities
Self-
awareness
Self-
management
Social
awareness
Social skill

68
Each capability is composed of specific
sets of competencies

69
Defusing an emotionally charged
conversation with a colleague
By Anthony L Suchman (2006): A New Theoretical Foundation for Relationship-centered Care: Complex Responsive Processes of Relating.
Journal of General Internal Medicine, Jan.
PEARLS:Usingrelationship-buildingstatementsfor makingthe conversation moreproductive
Partnership
• “I really want
to work on this
with you.”
• “I bet we can
figure this out
together.”
Empathy
• “I can feel
your
enthusiasm
as you talk.”
• “I can hear
your
concern.”
Acknowledgement
• “You clearly
put a lot of
work into this.”
• “You invested
in this, and it
shows.”
Respect
• “I’ve always
appreciated
your
creativity.”
• “There’s no
doubt you
know a lot
about this.”
Legitimation
• “This would
be hard for
anyone.”
• “Who
wouldn’t be
worried about
something
like this?”
Support
• “I’d like to
help you with
this.”
• “I want to see
you succeed.”

70
Technology is causing us more stress
(*) author of The 4-Hour Workweek: Escape 9-5, Live Anywhere, and Join the New Rich.
Tips from Tim Ferriss *
To avoidnegativefeelings associatedwith technology, take stepsto controlit
Turn off your devices
for shorts
periods of time
• Your life won't
implode, but expect
a period of
withdrawal or
anxiety.
Leave your mobile
phone and PDA at
home one day a week
• Maybe Saturdays.
Devise a
"not-to-do list"
• For instance, don't
check email before
10 a.m. Attempt to
set some limits.
Accept the fact you
can't respond to 500
emails a day
• A big part is getting
over yourself. You
don't have a
superhuman email
checking ability.
Learn moderation
• Make a note of how
many times a day
you check your
email, or you scan
your social
networking sites.
Realize when you
have a problem, and
make a practice of
not being a slave to
your devices.

71
8 habits that help you stay calm, cool,
and collected in any storm
By Christopher Bergland, endurance athlete, coach, author, and political activist.
Harnessingthe vagusnerve and keepingit engagedto create grace underpressure
Visualize the
Vagus Nerve
Practice, practice,
practice
Create flow by
balancing skill and
challenge
Reframe priorities
and values
Use neuroplasticity
to re-wire habits of
positive thinking
Seek daily
physicality
Anxiety is
contagious: avoid
anxious people
Foster loving &
kindness

72
Time for discussion
Questions & answers

73
THANK YOU
Sílvia Machado
FOR YOUR ATTENTION

LEADERSHIP
Date: January 2016

Leadership is ultimately about
creating a way for people
to contribute to making
something extraordinary happen.
Alan Keith, Lucas Digital

76
 Recognize different styles of leadership

77
Great Man Theory suggests that the
capacity for leadership is inborn
Characteristics
Charisma
Confidence
Intelligence
HonestyIntegrity
Creativity
Social skills

78
Behavioral theories state that great leaders
are made, not born
Country Club Manager Team Manager
Midle-of-Road
Manager
Focuses on
people's needs,
building
relationships
Focuses on building
participation and
support for a shared
purpose
Focuses on efficiency
of tasks and perations
Focuses on minimum
effort to get work done
Concern for Production HighLow
ConcernforPeopleHighLow
Focuses on balancing
work output and
moraleImpoverished
Manager
Authority-
Obedience
Manager
Blake & Mouton's Leadership Grid

79
Behavioral theories state that great leaders
are made, not born
Country Club Manager Team Manager
Midle-of-Road
Manager
Focuses on
people's needs,
building
relationships
Focuses on building
participation and
support for a shared
purpose
Focuses on efficiency
of tasks and perations
Focuses on minimum
effort to get work done
Concern for Production HighLow
ConcernforPeopleHighLow
Focuses on balancing
work output and
moraleImpoverished
Manager
Authority-
Obedience
Manager
Blake & Mouton's Leadership Grid

80
Contingency theories say that the environment
determines which style of leadership is best
suited for the situation
Coercive
• Coercive
leaders
demand
immediate
compliance
Authoritative
• Authoritative
leaders
mobilize
people
toward a
vision
Affiliative
• Affiliative
leaders create
emotional
bonds and
harmony
Democratic
• Democratic
leaders build
consensus
through
participation
Pacesetting
• Pacesetting
leaders
expect
excellence
and self-
direction
Coaching
• Coaching
leaders
develop
people for
the future

81
According to this theory, no leadership style is
best in all situations

82
According to this theory, no leadership style is
best in all situations

83
“There is no leadership.
Only effective management.”
Source: Vasconcellos e Sá, Jorge (2012); There is no leadership: Only effective management; Editora Vida Económica
Knowledge and skills
Temperament
Innate
Innate and can
be developed
+ developed
– innate
+ developed
– innate

84
Time for discussion
Questions & answers

85
THANK YOU
Sílvia Machado
FOR YOUR ATTENTION

NEGOTIATION
Date: January 2016

In business, you don't get
what you deserve,
you get what you negotiate.
Chester L Karrass

88
 know the principles for negotiating effectively

89
Fundamental framework for a
successful negotiation
The alternative to negotiation
The minimum threshold for a negotiated deal
How flexible a party is willing to be, and what trade-offs it is willing to make

90
How to establish that framework
BATNA
Reservation
price
ZOPA

91
The preferred course of action in the
absence of a deal
est
lternative
o a
egotiated
greement

92
Improving your position
Improve your
BATNA
Identify the other
side’s BATNA
Weaken the other
party’s BATNA

93
The reservation price
The walk-away
The least favourable
point at which one will
accept a deal

94
The set of agreements that potentially
satisfy both parties
one
f
ossible
greement

95
ZOPAillustrated
ZOPA
€250K €275K
Buyer’s reservation priceSeller’s reservation price

96
Tactics for getting the other side to negotiate
Offer incentives
Put a price on the status quo
Enlist support

97
Negotiation in action
Role-play simulation

98
THANK YOU
Sílvia Machado
FOR YOUR ATTENTION

Never waste a lunch.
Tom Peters

10
1
 improve your networking capabilities

10
2
Tips to help improve networking skills
Get off your computer
Forget you’re “working”
Set goals
Mind your manners
Elevator pitches still matter
Play to your weaknesses
Don’t hang onto business cards

10
3
We have 20 lunches per month.
240 per year.
20 opportunities to start new relationships;
20 opportunities to nurture or extend old relationships;
20 opportunities to patch up frayed relationships;
20 opportunities to "take a freak to lunch"—and learn something new;
20 opportunities to test an idea with a potential recruit-alliance partner;
20 opportunities to get to know someone in another function;
20 opportunities to ... pursue or make a sale ... to gain a convert-
champion for your idea or project.
By Tom Peters

10
4
Time for discussion
Questions & answers

10
5
THANK YOU
Sílvia Machado
FOR YOUR ATTENTION

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