Now and post COVID-19, the remote work skills we need are not just technical, they are also “power skills”; the transferable and behavioural skills that are often apparent from our disposition, our nature and how we behave (and feel inside!) in our work life.

In other words, how we feel, behave and interact at work. Our true “work presence”. These skills were originally called soft or transferable skills, I prefer the term “power skills” coined by John Bersin in Oct 2019. Many of these skills are based on our Emotional Intelligence. The good news being that, similar to the more technical skills, they can be learned and improved upon once we know what is needed and where exactly to focus.

Think of it this way; a Software Engineer may be the best in class at coding but unable to communicate socially, present his/her work, interact effectively with peers, understand team dynamics, collaborate effectively and potentially not seek to notice these gaps and make the necessary improvements. In fact, they could have the hard skills but be lacking in skills that are transferable, related to personality, approach, and how he/she actually presents themselves, impacting negatively on their “work presence”, self-development and advancement career wise. Remote Work practices often present the microcosm view of this, as these types of skills are paramount to underpinning remote work best practice and approach.

Data shows that technology giants like Google have recognised the value of these skills, with research showing that their highest performing teams were not full of engineers and data scientists, but interdisciplinary groups that benefited heavily from members who brought strong soft-skills to the collaborative process (Source: Forbes).

See below for a summary of the Emotional Intelligence domains and competencies, strongly linked to these “power skills”:

Further acknowledgement and investigation into these skills and traits has been conducted by Roberta Sawatzky and Ian MacRae, looking at the personality traits and performance of Remote Workers, in summary “The personality profile of remote workers shows that they tend to be highly conscientious, resilient to stress and keen to learn” - read the full research report here.

Here are some suggestions to help you approach an audit and reflection of your “power skills”:

1. Read some more on these skills here, in the Harvard Business Review.

2. Make a list and describe how you understand those skills and traits, from your own perspective and your own approach to work.

3. Reflect on this list with input from a manager, team mate or trusted friend/colleague.

4. Notice the gap: Make a list of any potential improvements.

5. Take action: How can you take positive action to improve on these skills, where needed?

6. Future view: Think about what might be in demand in relation to these skills in your work sector/market. Work that into any actions and approaches you may take.

Listen to my podcast interview with Ryan on the Teammate/Apart podcast on the various skills needed to support effective Remote Work practices.

Further reading: check out my interview with Bree @ Shield Geo which discusses this in relation to Remote Work and Early Career Professionals.