Researches show that the lion share of success comes from soft skills than technical.
Sadly, many professionals over depend on their technical skills.
And thus, neglect to develop their soft skills proactively and in turn pay dire prices individually and cause havoc in their organizations.
Common complaints such as high turnover, conflict, lack of synergy, and low levels of productivity in many of today's organizations come down to lack of certain soft skills.
This book is based on the story of a successful professional, Dan Murphy who works for a multinational research organization- Global Health Research (GHR).
Dan was promoted to lead a multimillion dollar project because of his superb technical skills as a researcher.
Unfortunately, due to lack of certain soft skills, problems started to prop up.
He couldn't get along with his peers, and lead his team members.
After several attempt to help, verbal warnings, and then a written one for his file, his immediate boss- Susan Jeffrey, decided to remove him from leading the project.
However, since Dan was one of the superstar researchers at GHR, this caused havoc and forced the CEO- Paul Gray, to intervene.
Finally, Paul negotiated a deal, which required Dan to attend a three-part Soft Skills Development program, and to work with a mentor in order to continue lead the project.
The book narrates how the problem began, the negotiations, and the main discussion points from the mentoring sessions.
The first part of the book covers the discussions among Dan, Susan, and Paul.
Introductions of the remaining three parts (Mastering Self, Getting Along, and Leading Others) narrate the discussions between the trainer and attendees of the program.
The 12 chapters narrate Dan's one-on-one mentoring sessions with his mentor- Rafael Arthur.
The main discussion points of each mentoring session include: 1.
Four key lessons he learned; 2.
Some of the assessments, processes, models, and/or tools he found helpful; and 3.
Immediate actions.
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