Generative AI (GenAI) isn’t a future technology impacting the tech sector. It’s a reality right now with enormous implications for how we work and what outcomes we can expect from our teams.
The effects are already observable in the workplace, impacting:
- Employer-candidate interactions
- Employee experience
- Skill development
- Team collaboration
- Leadership and decision-making
While many people are enthusiastic about GenAI’s promise, it is important to emphasize that critical people skills, including critical thinking, communication, and collaboration, will be core differentiators in the workplace in the technology industry, and across many fields.
According to Deloitte’s Global Technology Study of more than 1,000 global tech leaders, leadership skills and problem-solving/decision-making are the top two skills cited as critical for the tech sector to thrive in the next two years.
In other words, technical skills will be important but also par for the course. Everyone will have them (or, with the help of artificial intelligence, they can have them). Human skills will be the key differentiator for success in the tech sector.
Employment in human-skill intensive roles is expected to grow 3x faster compared to less human-skill intensive roles.
Put differently, people skills are more critical than ever in the tech industry.
The Enduring Value of People Skills
People or soft skills unlock effective coordination and collaboration among team members.
They encompass various abilities, including communication, collaboration, empathy, active listening, problem-solving, and critical thinking.
They are also differentiators in an increasingly GenAI-powered workplace where tasks are automated, augmented, and data-driven.
However, while GenAI can automate some tasks and analyze data, it cannot replace the human element in leadership, decision-making, and innovation.
That’s why one Forbes analysis of essential tech leader skills lists communication and interpersonal skills as the top traits. Additionally, one Deloitte analysis found that 92 percent of companies say that soft skills matter as much or more than hard skills.
This makes sense because people skills allow leaders to communicate ideas effectively, solve problems creatively, and navigate complex interpersonal dynamics.
How to Cultivate People Skills at Work
Tech teams need to prioritize the development of people skills alongside technical skills. While there is no magic formula, here are a few concrete steps.
Begin with self-awareness. This involves looking inward at yourself:
- How do you show up?
- Is your work high-quality?
- Do you plan and lead meetings with clear outcomes?
- Is your communication clear?
- Do you resolve conflicts with others effectively?
Next, take a skills-based approach. Team leaders can step back to define the specific people skills and abilities that are absolutely necessary and then take a skills inventory to understand the current state and any gaps.
Next, tech teams can implement a plan to develop and hone specific skills. Skills training can be integrated on the job through mentorship programs, coaching sessions, online resources, and targeted skill-development workshops focused on building communication, collaboration, and critical thinking skills.
Organizational leaders can create opportunities for employees to practice these skills. This requires leaders to make a commitment and investment in developing their workforce.
To master people skills, leaders can emphasize developing self-awareness, focus, intentionality, and continuous practice.
Gaining perspective outside the daily routine allows individuals to assess what is working well, what is not, and how to implement changes within themselves, their teams, or the organization.
Leaders can inspire the development of soft skills in a few ways.
First, create an environment where learning and experimentation are allowed.
This does not have to be formal. Consider the Google 20 percent policy, which allows employees to dedicate 20 percent of their time each week to what they think will benefit the organization the most. This gives people permission and empowerment to learn, grow, and innovate.
Leaders can also cultivate these skills directly with their employees by holding quarterly check-ins with employees to outline development goals, discuss progress and growth plans, and align on specific skills to enhance.
There is no greater return than investing in yourself. Challenge yourself to select one “soft skill” subject or topic of interest and then push yourself to go deep: read the book, the blog, the white paper, take the training course to master the fundamentals, and level up yourself and your team.
Propelling People Skills in Ourselves and Others
In a world of increasing technological power, leaders within the tech space should be mindful of the people skills required to organize, align, and engage their talent.
The ability to get meaningful work done through others is the mark of the most effective leaders and organizations.
This is easier said than done.
After all, soft skills may feel soft, but they are often the hardest to learn and master.
