Job titles and tools change. But problem solving, explaining decisions and reliable teamwork may help across several jobs. Such skills are not an alternative to specialist knowledge. Rather they can help you use specialist knowledge.
Do not think of ‘adaptability’ or ‘good communication’ as qualities you either have or lack. Instead, look at the specific behaviour associated with each and then practise this in the work you do. As you do, build a record of what results from this behaviour.
1. Communicate to achieve the decision or action required
Effective communication starts with knowing the intended audience. What do they need to know, do or decide? For example, a manager looking to approve a project will require different information than a team member carrying out a task. Put the decision and action required at the start and then provide relevant information.
Try reducing a regular update to three pieces: the current state, a relevant risk and the next action to be taken. Ask a reader what they think you need from them. If this does not match what you intended then adapt your message.
Communication also includes listening. Take time to summarise the requirements before you start a complex task, and ask about any ambiguities. For more sensitive conversations, use our framework for difficult conversations.
2. Think critically about information
Critical thinking means considering the assumptions and evidence that support a decision or action. Where does information come from? What does the information say? What information is missing? A confident presentation is not necessarily evidence that a decision or action is sound.
When evaluating a recommendation, separate facts from interpretations and predictions, and consider whether the examples given are representative. Also consider if there is an alternative explanation for the information given. You do not need to question all information given publicly. Instead focus on those pieces of information that could have the most influence on the decision or action.
Practise this on a relatively small decision you make at work. Set out the options available, the evidence for each option, assumptions made and what would make you change your decision. This creates a record of your reasoning, not just an opinion.
3. Collaborate with clear agreements
Collaborating does not just mean being agreeable. There should be clarity around ownership and dependencies and also how disagreements will be handled. A helpful colleague can still set boundaries and highlight risks.
At the start of a collaborative task, agree the success criteria of the task, who is responsible for each part of the task and when ownership of work is transferred. Explain what you need from others and ask what they need from you. Inform others of any changes early.
A useful practice is to end meetings with decisions, owners and dates. Also check that those assigned ownership of tasks understand and can carry them out.
4. Organise around priorities
Organisation means making important work visible and manageable. This does not mean replying to all messages as they come. Instead, have a list of commitments that can be relied upon and for each important task note the next action to be taken.
When there are competing requests, clarify priority rather than silently committing to all. For example, you could say “I can either complete the report today or begin the new analysis. Which should come first?” Also explain the trade-off and set a realistic time frame.
Practise this by looking at the commitments you have for tomorrow before finishing the day. Set a small number of priorities, identify dependencies and leave room for the unexpected.
5. Adapt through learning
Adapting means being able to respond to new information whilst still being aware of the objective. Adapting does not mean accepting every change blindly. When a change occurs ask what problem this change is intended to solve and what learning you need.
Break unfamiliar work into an achievable first step. Seek feedback early enough to make changes before you have put too much time into the task. Keep a short record of what worked so that a second attempt can start from the learning gained.
When priorities conflict and change is constant seek clarification. More personal resilience cannot create a stable plan when an organisation is not clear about what is important.
6. Use digital tools with judgement
Digital literacy involves using digital tools and being aware of data, limitations and privacy. Be able to search for reliable information, manage files, collaborate safely and check outputs. The best tool to use will depend on the task and not the novelty of the tool.
AI tools can support brainstorming and drafting, however outputs from these tools may contain errors. Follow your employer’s guidance around the use of these tools and only enter personal, customer or confidential information with appropriate levels of authorisation. Also check any claims made in outputs and take responsibility for the work produced.
Choose one recurring task and improve your way of completing it using a tool that is already used by others in your team. Consider whether this reduces effort or errors. Do not learn a new feature simply because it is available.
Show skills through evidence
Making a claim such as ‘excellent communicator’ is not enough. Instead show an example such as ‘rewrote the project briefing to clearly show the decision, risks and next steps’. When writing an application or review consider the situation, how you contributed and the outcomes of your contribution.
Ensure that your examples are accurate. If the outcomes are shared by a team note only your contribution and do not claim all contributions of the team. If there are no numerical results make a specific mention of an observable improvement rather than invent a number.
Choose one skill to practise
Choose the skill that could make the biggest contribution to a current task. Identify one piece of behaviour, one opportunity to demonstrate this behaviour and one source of feedback. Then form a short professional development plan around these elements.
It is not necessary to develop all skills at once. Practising one skill at a time allows you to identify a clear next step and provide stronger evidence of your skills.
