The importance of soft power in professional life
Recently, a senior manager at a multilateral development bank told me about problems she had been having with a lead consultant on a project. He had resigned without completing the assignment, and she needed to replace him. She said she was looking for someone ‘with common sense.’ She was even willing to hire a candidate with fewer technical qualifications, as long as he or she could deliver the work and facilitate the relationship with the government. Apparently, this particular consultant had been unreliable and unpredictable. For example, on one occasion he failed to show up at a workshop he was supposed to lead, having failed to notify his client in advance. She arrived at the workshop only to learn that he had left the country without warning!
While I wouldn’t say that this type of behavior is common, it is certainly something you come across when you work in the international development field. Indeed, I have seen stranger behavior, to wit: Exhibit A: a consultant team leader who spent the first 10 minutes of nearly every meeting with partners or government officials bragging about his qualifications, yet never actually delivered anything. On top of that, he threatened to sue counterparts from other organizations who disagreed with him, and essentially went about ruining relationships with almost every key partner. Exhibit B: a consultant- engineer who determined that an entire country’s gas infrastructure was substandard based on observing a single, rusty pipe; and whose understanding of sampling boiled down to “Let’s ask our local colleague to get in touch with his friends to see what they think.” Exhibit C: a senior manager at a bilateral organization whose capricious and unpredictable behavior played havoc with an evaluation, by, among other things, changing the scope of work well after the work started, and undermining her colleagues in front of the consultants. If you’ve spent any time in the development field, you will have stories of your own to tell.
These people may have had the technical skills and looked good on their CVs, but they were difficult to work with, and had a disruptive effect on the work. They lacked soft power. In some cases, they ended up squandering months of time and hundreds of thousands of dollars, not to mention putting at risk the usefulness of the work.
The point I want to make, though, is that in order to do good work, non-technical skills – such as common sense, the ability to communicate with others and present themselves well, plus a commitment to doing the work – are at least as important as the other kind – such as mastery of a subject, experience in a sector, or technical abilities.
Based on my 17 years working as a consultant in international development, I would boil down the qualities you need to the following:
- Knowledge
- Experience
- Common sense
- Communication skills
- Commitment
The first two I consider hard skills, and the last three soft skills. Try to cultivate each of them. Let’s take a closer look.
1. Knowledge
By knowledge I refer to the technical understanding about a subject that is gained from learning, study, and doing. It comes from formal education at university or in technical schools, training, continuing education, and staying up to date on the literature in the field. It is a core element of the specialization needed to accomplish a task, e.g. analyzing data, developing models, designing surveys, assessing a particular sector. For virtually any field you work in, there will be many courses, webinars, software programs, and training sessions, ranging in price from free to very expensive (thousands of dollars). As you assess these learning opportunities you will need to weigh the costs and benefits in terms of money and time. But this is how you invest in yourself!
2. Experience
Experience is what you get as you act in, and are acted upon, by the world. Your knowledge and assumptions are tested, and you find you have to adjust your approach to doing things. Drawing on experience enables you to make better decisions and work more efficiently. It is the whetstone against which you sharpen your theoretical knowledge. In the beginning, you will be inexperienced. If you are starting out, this is not held against you. It is normal and expected. On a team, or a consultancy, there will be a mix of more senior and more junior members. All are needed, like the cogs in a wheel, and there is a role to play for everyone .
3. Common sense
It turns out that common sense, as I discussed above, is a valuable and perhaps underrated commodity. At its most basic level it means acting as a reasonable person. It involves critical thinking. More advanced concepts of common sense could include seeing through complexity to the essence of a matter, connecting the dots, and framing and organizing information in a useful manner. Much of the time it boils down to the simple ability to reflect upon something, see what is needed, and do what is necessary to get results. Maybe this is not a satisfying explanation, but if you don’t understand the concept of common sense, this may be a problem.
4. Communication skills
The basic ability to have a conversation and get along with your colleagues and counterparts can carry you a long way in any field. People want to get a sense of who you are, whether you are trustworthy, and whether they will be able to cooperate with you. Under communication skills I would include not only to the ability speak in public and engage with colleagues and clients, but the ability to write well. This means conveying information, no matter how complicated or specialized, clearly, succinctly, and grammatically. If you want to build up your public speaking skills, I highly recommend joining a Toastmasters club near you. I have been a member of Toastmasters since 2011 and find it highly useful.
5. Commitment
Commitment to doing the work is just what it sounds like. This is probably what people in the business world refer to as “passion”, which I myself consider a wholly inappropriate quality that should be kept for the opera or the bedroom. Lucy Kellaway of the Financial Times even argues that it is dangerous in the professional field. Emotional teammates are not the most reliable or stable. No, what you want to have is a commitment to doing top quality work, to meeting deadlines, to developing new skills, to learning new things, to being there when your colleagues need you. It is part of having a good work ethic.
The portfolio approach
These five qualities form the bulk of your portfolio of skills. Consider them the tools for building a career. Good luck!
How to launch a satisfying career in international development
I am often asked how to break into the field of international development. In this post I’m going to address this question. I’m going to assume that you are interested in doing interesting work and having a satisfying career as an independent consultant. In an effort to keep things short, I’m going to zero in on the three things I consider the most critical.
Get a graduate degree in a related field
Because of the vast number of issues covered in international development, a degree in practically any field, from economics to health to statistics to law to education, will be useful. However, degrees in some fields are likely to open up more opportunities than others. This is either because they are more broadly transferrable, or because there is a lot of work in this sector. In the first category I would include anything related to economics, statistics, sociology, public policy, or international relations. In the second category, I would include agriculture, health, education, finance, water and energy. However, the farther along you are in your career, the less the specific degree matters. When I work with team members who have at least 5 to 10 years of experience, what they studied all those years ago is often more of a conversation starter than anything else.
When you are just starting out, expect to have shorter contracts and do more work that involves research. If you don’t have a lot of experience yet, being hired to do a desk review may be a common entry point. This is not a bad thing at all, however. It enables you to become familiar with and build expertise in a particular subject, while demonstrating that you are reliable and have good writing skills. (This last is important). With time, you will start working as a specialist or team leader
Be willing to travel anywhere
Travel abroad is obviously a big part of a career in this field. For some assignments, it can mean a foreign posting, for others it may involve months on end away from home. However, in many cases trips last from one to several weeks.
The more willing you are to go to less desirable places and stay there for longer periods, the better your chances of finding work. Think of it as paying your dues. I have friends who, for family reasons, were unable to take on long-term assignments in challenging countries (like Iraq or Afghanistan) and were stymied in their career goals. I have others who spent a year or more in some of the world’s least desirable countries, and it opened doors for them.
Let people know you exist
Finally, people simply need to know that you exist. From a strictly mathematical perspective, the more people in the field who come across your CV or, better yet, meet you in person, the more likely you are to find work.
So put your CV in the public realm. You have various options here. For a monthly fee, you can post your CV on Devex.com and other websites, such as Assortis (for work in Europe). Create a LinkedIn profile. Many consulting firms also ask you to upload your CV and other data onto their company websites, which they then check when trying to find consultants. Applying to specific jobs is another way of getting noticed. Even if you don’t get the assignment – a fair number of job advertisements seem to be pro-forma, with a preferred candidate already selected – many organizations will keep your CV on file and may contact you about other opportunities in the future. Of course, if you have a blog or a book out there, or have won an award in your field, you have opened up a whole new platform on which to stand and let the world know who you are.
I have found that a highly effective way of addressing this existential issue is meeting people face to face. It may appear counterintuitive in our digital age, but making that personal connection remains important. Perhaps it is related to the fact that everyone is now adept at curating their online persona; meeting people in the flesh, where self-editing is more difficult, is a more reliable gauge of character. I have found work because I happened to meet someone at a party, because I shared an office with them for a few days, or because I was introduced to them at a dinner with friends. Of course, qualifications matter, but it seems that the crucial factor was first getting a sense of the person. This informality, and serendipity, still plays a large role in moving along the career path.
There are many ways of getting out and meeting people. Here are some:
- Attend events, seminars, BBLs in the international development field.
- Join a professional association (I belong to the American Evaluation Association and the Association for Public Policy Analysis and Management, among others) and attend their events and conferences
- Send out emails to people working in your field (blind calls). Although many won’t respond, some will. And those that do will tend to be the kind ones who are interested in helping others.
- Request informational meetings through people you know, and thus expand your circle of contacts.
- Go to more parties and dinners!
If you need some tips on taking a a healthy approach to and getting the most out of networking, , I recommend the book Make Your Contacts Count.
In another post, I’ll discuss some of the keys to getting repeated work in the field.
Good luck!
Freedom. Independence. These are inspiring words. But do you really want those things when it comes to your work? Because that is what it means to be an independent consultant, rather than a full-time employee.
I happen to enjoy consulting. I’ve been doing international development for 16 years in this capacity. It has led to a highly satisfying and rewarding career. I have no intention of throwing in the towel. I enjoy the independence as well as the travel. (My parents once told me I was named after Nils Holgersson, the little Swedish boy who flew around the world on a goose. Perhaps another case of nominative determinism?)
But this ‘lifestyle’ isn’t for everyone. Let’s begin with reasons not to work as a consultant:
- The most obvious advantages of full-time work are job security and benefits. If these are important to you, consulting won’t be up your alley. Relying on a slowly rising salary year in year out, regular bi-weekly deposits into your account – not to mention paid holidays, health insurance and other benefits –means one less source of stress in life. Even if job security isn’t what it used to be, full-time work is still far different being an independent contractor. As the latter, you often don’t know what you’ll be doing three to six months from now. And you may only have a ballpark estimate of what your annual income will be.
- You need or like structure in your working life. A staff position comes with stability, interactions with the same colleagues, responsibilities more or less clearly defined. The routine and structure of the workplace appeals to many people. It’s what forces them to get out of bed in the morning. If you have a hard time managing your time or motivating yourself, then working independently could prove to be dispiriting.
- You aspire to a leadership or management position. If you work within the structure of an organization, you can pursue a career track, moving up through the ranks and taking on more responsibilities as you build management and leadership skills. Working as a freelance doesn’t mean you can’t grow and take on more responsibilities. In this field, you can work either as a specialist, or a team leader, which does involve managing other consultants, budgeting, etc . On occasion, headhunters have asked me to apply for director positions at different institutions (I declined). So choosing the path of a consultant doesn’t necessarily take you out of the game. But most are simply not focused on climbing the career ladder.
- You value the status that comes with your title and being part of a (well-regarded) organization or company. Let’s face it, at some level, consultants are just guns for hire.
And now, reasons consulting can be a good career choice
- Consulting gives you a lot of freedom and flexibility with respect to where, what and with whom. You can work just about anywhere – from home, a café, the library, sometimes even the organization which has hired you, such as the World Bank or Inter-American Development Bank. One day here, the next day there, and then off to work in the Caribbean for a couple of weeks, where you set up your laptop by the pool or the beach. Over time, once you’ve built up your reputation, say, by producing reliable, competent and useful analysis, you can pick and choose what jobs to take on. You can say yes to work that looks interesting, and turn down other inquiries. And crucially, when you end up on assignment with a crazy, intolerable team member or manager, you can choose never to work with them again!
- You like the sense of adventure and possibility that comes from not knowing where you’ll be or what you’ll be doing a few months from now. This can keep work from getting routine and dull. You’ll work with an ever-changing mix of colleagues, and make new friends and connections along the way. You will build up a large and valuable network.
- You can increase your earnings. As a consultant, you face a soft earnings ceiling. Depending on how hard you work, the number of offers you get, and the rates you’re able to negotiate, you may be able to increase your annual earnings substantially. You’re not locked in. Experienced consultants can earn more than staff, even when taking the latters’ benefits into account. If you get enough contracts, and manage your projects well, there is no reason for earning less than them.
- Perhaps the best reason to work as a consultant is that most of the work is substantive, i.e. it is about addressing problems ‘out there’ in the world. For example, in the field of evaluation or policy analysis, you spend most of your time working to solve questions about a program, a project or a policy. Conversely, staff at the organizations that rely on consultants like you spend a considerable amount of their time on internal reporting, business development (e.g. writing proposals), budgeting, hiring consultants, and other administrative tasks. These tasks are important, presumably, but not directly related to the problems they are trying to solve beyond the walls of the organization.
I’ve focused on differences. But to be honest, consulting vs. full-time isn’t an either-or proposition. People switch back and forth depending on their career phase, their goals, their options, etc. For some, consulting is a stepping stone to full-time work, a chance to show what they can do, and for the organization to get to know someone before offering them a position. A considerable share of World Bank staff, for example, have worked previously as consultants. For others, it is a way of leaving behind the daily grind that working for an organization entails, and taking control of their lives again.