CNN.com - 'Soft skills' all part of the mix

The learning process must continue if MBA graduates are to master "soft skills," experts say.

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FT's Executive MBA Rankings
1. Wharton, U.S.
2. Kellogg, U.S.
3. Chicago GSB, U.S.
4. Stern, NY, U.S.
5. Fuqua, Duke, U.S.
6. Hong Kong UST, China
7. Columbia, U.S.
8. Instituto de Empresa, Spain
9. London Business School, UK
10. Tanaka, Imperial College, UK
Source: Financial Times 2005

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Executives taking the top EMBA courses in the U.S., Europe and Asia have average salaries of around $130,000 to $200,000.

A typical EMBA student is likely to be aged in the early 30s, with 6-10 years of working experience.

A top EMBA course can cost $100,000. Customized courses start at a few thousand dollars.

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(CNN) -- After years of intensive study, high-pressure examinations and the critique of their peers, MBA graduates understandably feel able to face just about anything the business world can throw at them.

But sometimes, say experts, their "soft skills" need work. They need to appreciate that it's not about being seen as the smartest person in the room.

Fresh from their studies, many MBA graduates enter senior roles in which they expect their knowledge and skills will stand them in good stead for the remainder of their careers.

But, despite the comprehensive range of subjects covered in MBA degree courses, some in the business community say the learning process must continue.

Graduates are being advised that, while much of the information learned during study is useful, it must be tempered with other skills, many of which can only be learned through on-the-job experience.

Former director with global consulting firm McKinsey and Company, Don Watters, says prospective employers are increasingly looking beyond impressive final marks and obvious displays of business theory knowledge. Often they are looking for evidence of so-called "softer skills".

Watters says it has been shown that the very best MBA graduates do not always become the best or most successful business managers. The skills needed to be a success in the classroom do not always make an easy transition into the real-world workplace.

Although retired from McKinsey, Watters still works with newly-hired staff at the firm, schooling them in company values and informing them of the skills they will require to succeed in the highly competitive company.

Founded in 1926, McKinsey remains at the top of the list for many aspiring graduates as a potential place of employment.

According to an annual survey conducted by U.S.-based academic sector research company Universum, the global consulting firm has been chosen as the preferred place of employment by MBA graduates for the 10th year in a row. The company employs more than 5000 management consultants around the globe.

Clear communication

Speaking at a recent seminar conducted at the Australian Graduate School of Management in Sydney, Watters nominated the ability to clearly communicate with people as a critical skill that can sometimes be lacking in MBA graduates.

He says that, while competence in areas such as strategy, organization and operations remain key, the ability to "easily engage with others" is also vitally important.

"What's often missing is not only the ability to bring ideas together but also to articulate their purpose clearly on paper, and succinctly," says Watters.

Graduates are also warned that, while it will be tempting to demonstrate the knowledge they have secured during their course at every available opportunity, sometimes it is better to hold back.

"It's not about seeming the smartest in the room, but finding the right answer," he says. "The solution is in seeking the answer together rather than imposing a personal or professional view point."

Skills needed include the ability to ask good and pertinent questions and actively engage people in constructive conversation. Often this is not the sort of environment that has been fostered within the business school environment.

Another softer skill Watters maintains is critical to an individual's success is the ability to engender a feeling of trust in business associates. This is important, both in relationships with clients or customers, but also within internal teams that must complete a given task.

Watters says in his experience, the more individuals are able to disclose about themselves in as business situation, the faster a relationship of trust can be created. Part of this is acknowledging when you are out of your comfort zone or don't have the needed information or skill.

"It is acceptable to admit you don't know, but will find out," he says. "You have to be user-friendly."

'Soft skills' all part of the mix

Graduates need to engage, build trust

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Clear communication