I've studied CEOs for 30 years—strong 'people skills' comes down to 6 things: It's like 'playing chess'

I’ve spent over 30 years in corporate leadership position, including roles at The Coca-Cola Company, Hershey, and Ralston Purina. I’ve learned that what you say matters, but how you say it matters more.

In one of the most high-stakes workshops of my career, I found myself in Moscow navigating tense cultural differences, political disagreements, and unexpected personal jabs — all while trying to build a partnership between two global teams.

That experience reminded me that great leadership and success comes down to diplomacy, especially when the conversation gets quiet, emotions run high, or things take an uncomfortable turn. That’s where good people skills come in.

Here are the six practical habits I rely on for building strong people skills, whether I’m navigating conflict, coaching teams, or earning trust across cultures.

A wise man once told me, “Just because you think something doesn’t mean you need to say it.” I’ve learned to listen first, then take what I heard, let it sink in, and decide how to respond. Sometimes, the best response is no response. Like keeping the toothpaste in the tube, some thoughts are better left unsaid.