Technically competent, skilled and efficient people are often promoted into management and leadership positions, climbing through the ranks to senior positions without training or direction in soft skilling. These soft skills are what really motivate teams to achieve business goals. This paper looks at the three key soft skill areas that compel teams to follow leaders, namely manners, mentoring and motivation._x000D_
Our manners control our behaviour and attitudes and operate at a subconscious level. The manners that maketh the manager worth following' are discussed with the express purpose of bringing these to our consciousness. When we recognise those behaviours that alienate or inspire we can consciously behave in ways to lead our teams towards our goals._x000D_
Our attitude to mentoring and developing people around us speaks of our commitment to our people and our industry. Surprisingly, the more we give the more we get. Mentoring gives us an opportunity to leave a legacy, inspire commitment and build support within the mining community. How do we as managers provide mentoring within our teams? What are the mentoring behaviours that inspire learning and commitment to a manager's goals? When managers can identify an individual's unique mix of motivational drivers, they can understand how to motivate them. And motivated people are more likely to be retained and work towards the manager's goals. The soft skills used to understand and motivate within the three core motivation drivers (competence, expression and treatment) are presented._x000D_
This paper is designed to share straightforward soft skills for managers who have tread the technical route.