Importance Of Soft Skills In Engineering

I asked 7 levels of engineers to share the most important skill for their level. L3 New Grad (Uriel Sejas): 🏋♀️ Skill: Learn from existing patterns to solve common problems. 🦉 Advice: Leverage engineers on other teams who may help unblock you. L4 Mid-level Engineer (Dipika Tiwari): 🏋♀️ Skill: Efficient log analysis to identify and debug issues. 🦉 Advice: Keep notes on your work so you become increasingly self-sufficient. L5 Senior Engineer (Richard Chen): 🏋♀️ Skill: Align project expectations and ensure projects benefit both the company and your growth. 🦉 Advice: Build strong relationships with people you work with, helping them where possible. L6 Staff Engineer (Sam Nguyen): 🏋♀️ Skill: Level up your team and ensure they internalize feedback to become independent. 🦉 Advice: Learn the problems in the org by talking to many people. L7 Senior Staff Engineer (Kaushik Gopal): 🏋♀️ Skill: Instead of just doing eng work, spend time identifying, executing, and measuring impact. 🦉 Advice: Talk to different stakeholders (business, customer support, PM) to identify areas where the company struggles. L8 Principal Engineer (Chantat Eksombatchai): 🏋♀️ Skill: Effective technical communication to delegate tasks effectively and collaborate with others. 🦉 Advice: Principal engineers are role models for an entire org and therefore determine the culture. L9 Distinguished Engineer (Andrew Zhai): 🏋♀️ Skill: Combine strong business acumen with technical expertise to lead large, impactful projects. 🦉 Advice: Pursue the most impactful projects and navigate the company to make them happen. Full video: https://lnkd.in/gbCKPPji

I've trained 10,000s of engineers - from developers in Brazil to Fortune100 teams in US to government employees in UK. These 8 𝘁𝗿𝗮𝗶𝘁𝘀 𝘀𝗲𝗽𝗮𝗿𝗮𝘁𝗲 𝗴𝗼𝗼𝗱 𝗲𝗻𝗴𝗶𝗻𝗲𝗲𝗿𝘀 𝗳𝗿𝗼𝗺 𝗲𝘅𝗰𝗲𝗽𝘁𝗶𝗼𝗻𝗮𝗹 𝗼𝗻𝗲𝘀: Here's the thing - AI is reshaping how we build and deploy software. But it's not replacing the engineers who have these skills. If you're a manager, you need to know what truly matters. And if you're an engineer, these are your career insurance. 1) 𝗔𝗰𝘁𝗶𝗼𝗻 𝗕𝗶𝗮𝘀 ↳ Most engineers wait for perfect requirements. ↳ Top performers release fast and iterate based on actual user feedback. 2) 𝗧𝗶𝗺𝗲 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗠𝗮𝘀𝘁𝗲𝗿 ↳ They don't just manage their calendar - they protect their focus. ↳ They say no to unnecessary meetings and protect deep work time. 3) 𝗣𝗿𝗼𝗳𝗶𝗰𝗶𝗲𝗻𝘁 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 ↳ They translate technical complexity into clear language. ↳ No jargon. No waffle. Just clarity that aligns everyone on a team. 4) 𝗖𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝘁 𝗖𝘂𝗿𝗶𝗼𝘀𝗶𝘁𝘆 ↳ They never stop asking "why is it built this way?" ↳ They question existing architectures and dig below the surface. 5) 𝗗𝗮𝗶𝗹𝘆 𝗗𝗶𝘀𝗰𝗶𝗽𝗹𝗶𝗻𝗲 ↳ Motivation disappears. Systems stay. ↳ They build habits that keep them shipping even on rough days. 6) 𝗔𝗻𝗮𝗹𝘆𝘁𝗶𝗰𝗮𝗹 𝗧𝗵𝗶𝗻𝗸𝗶𝗻𝗴 ↳ They break complex systems into understandable parts. ↳ They spot patterns others miss and make decisions with logic, not gut feel. 7) 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗔𝘄𝗮𝗿𝗲𝗻𝗲𝘀𝘀 ↳ Not everyone needs an MBA, but understanding the business impact of technical decisions is crucial. ↳ These engineers connect their work to actual valuable outcomes. 8) 𝗦𝗼𝗰𝗶𝗮𝗹 𝗜𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗲 ↳ Building trust across teams - dev, ops, security, product. ↳ They persuade without manipulation and get buy-in that moves projects forward. AI can generate code and automate deployments. But it can't replicate these human skills. 👀 If you're hiring engineers, look for these traits. 🧪 If you're building your career, start developing them now. They're what make you irreplaceable. Want more real talk about DevOps careers? Subscribe to our newsletter: https://bit.ly/4ndJVEy ♻️ Repost this to help engineers in your network thrive.

In my recent conversations with CXOs, I have noticed an increased need to focus on teams “as a whole.” It’s no longer just about being resilient or adaptive; now, it’s about how quickly teams can shift their thinking, embrace ambiguity, and reframe challenges as opportunities. As organizations face rapid change and uncertainty, cognitive flexibility is emerging as a key skill for success.  Cognitive Flexibility is the ability to switch between thinking about different concepts and adapt to new, unexpected situations. In other words, it’s mental agility, something crucial in today’s BANI world [Brittle, Anxious, Non-linear, and Incomprehensible]. Why it matters now: ·      AI and Automation: As technology reshapes roles, those with cognitive flexibility can pivot their skills and adjust their thinking faster. ·      Complex Problem-Solving: Organizations are facing more multi-dimensional problems than ever, requiring teams that can navigate the non-linear, chaotic nature of BANI. ·      Leadership: Flexible leaders are better equipped to handle brittle systems, manage anxieties within their teams, and navigate unpredictable environments. How to nurture cognitive flexibility in your teams? ·      Encourage cross-functional collaboration to expose teams to new perspectives. ·      Embrace continuous learning, create environments where people can experiment and evolve. ·      Promote reflection, pause to reframe challenges and think about alternative approaches. In a world shaped by complexity and uncertainty, cognitive flexibility might just be the ultimate competitive advantage. How are you building this in your teams? #OrganizationalPsychology #CognitiveFlexibility #BANI #FutureOfWork #Leadership #ChangeManagement #Innovation #leadershipcoach

Psychological safety is fundamental to engineering risk reduction. And yet, it’s still misunderstood. Too often, when I speak to leaders in engineering and tech, they assume psychological safety means being soft. Or that it’s about everyone agreeing, avoiding conflict, or tiptoeing around feelings. But here’s the reality. 🛠 In high-risk environments, psychological safety is critical infrastructure. 🛠 It’s what allows a junior engineer to say “I think that’s the wrong spec.” 🛠 Or a site supervisor to question a rushed timeline. Because when people don’t feel safe to speak up, mistakes hide. Risks compound. And systems fail. In engineering, we build in redundancy. We stress-test materials. So why wouldn’t we stress-test culture too? In The SAFE Leader training, we help organisations translate psychological safety from abstract value into embedded behaviour. It’s not fluff. It’s function. The most high-performing teams I’ve worked with aren’t just technically brilliant. They know how to listen, challenge, and course-correct together. __ Where have you seen psychological safety in action, or a lack of it? Let’s unpack what makes it work.

💡 Can emotional intelligence drive engineering success? ⁣ I believe it can... ⁣ ... and it does.⁣ ⁣ After years in complex turbomachinery and hydraulic systems, I’ve seen time and again that 𝘵𝘦𝘤𝘩𝘯𝘪𝘤𝘢𝘭 𝑝𝘳𝘦𝘤𝘪𝘴𝘪𝘰𝘯 is only part of the story. The other part? 𝘗𝘦𝘰𝑝𝘭𝘦.⁣ ⁣ Their fears, ideas, pressure, insight, and how we lead and listen through it all.⁣ ⁣ This article, 𝘚𝘰𝘧𝘵 𝘚𝘬𝘪𝘭𝘭𝘴 𝘪𝘯 𝘏𝘢𝘳𝘥 𝘚𝘺𝘴𝘵𝘦𝘮𝘴: 𝘏𝘰𝘸 𝘌𝘮𝘰𝘵𝘪𝘰𝘯𝘢𝘭 𝘐𝘯𝘵𝘦𝘭𝘭𝘪𝘨𝘦𝘯𝘤𝘦 𝘋𝘳𝘪𝘷𝘦𝘴 𝘊𝘰𝘮𝑝𝘭𝘦𝘹 𝘌𝘯𝘨𝘪𝘯𝘦𝘦𝘳𝘪𝘯𝘨 𝘗𝘳𝘰𝘫𝘦𝘤𝘵𝘴, reflects on the power of empathy in technical fields, and why soft skills are not “nice to have”, they’re mission critical.⁣ ⁣ 💬 I’d love to hear your perspective:⁣ Have you seen emotional intelligence change the course of a project?⁣ What kind of leadership do you believe the future of #engineering needs?⁣ ⁣ 👇 Read the full article here and join the conversation:⁣ ⁣ #leadership #WomenInSTEM #EmpoweringWomen2025 #WaterEngineering

Dealing with conflict and disagreement is the key to a high performing team. Leaders should embrace it and continually practice resolving conflict effectively. When conflict is suppressed or ignored, it cuts your leadership effectiveness by about 90%. Leaders who avoid conflict end up caretakers of a broken system that masks the real problems. As a leader, if you can’t see the real problems, then you can’t take action to address them. The problems never get resolved and the team is crippled until someone is willing to face the conflict. Conflict doesn’t feel nice, and everyone would prefer to get along. A leader can continually force everyone to “get along” where team members artificially suppress their opinions. Unfortunately everyone getting along is a fantasy!.Each team member is an individual, with a unique background, set of experiences and personalities. They will often have different viewpoints. When leading software engineers and engineering leaders, those different viewpoints are actually incredibly valuable. Solving problems as an engineer requires fairly significant brainpower. Solving problems well, where systems are reliable, secure, scalable, simple and easy to maintain takes even more brainpower! As a leader in software engineering, you need to gather those viewpoints and help the team work through them. They will disagree with each other and people will get a bit worked up sometimes. It’s not personal though in most cases. Most engineers care a great deal about doing great work. If engineers are blocked from voicing their concerns, either actively via the leader or passively via culture, that brainpower won’t be effectively deployed. Problems will not get solved well. Talented people will leave, your code will degrade, systems will become brittle and hard to change. You will not deliver significant customer value over the long term. Teams should be improving themselves, improving their systems, holding each other to account and acticely working towards high performance. These outcomes only happen through conflict, disagreement and resolution. It’s the leader’s responsibility to ensure that teams embrace the uncomfortable work to get to successful outcomes.

In a world where AI masters logic, your creativity is your superpower. Here's why: Recent studies show that while AI excels at processing data, it struggles with the innate adaptability humans naturally possess. The secret? Cognitive flexibility. It's not just about having a high IQ anymore. In today's VUCA environment (Volatile, Uncertain, Complex, and Ambiguous), your ability to adapt and think differently is what sets you apart. 1. Volatility demands creative solutions. 2. Uncertainty requires imaginative thinking. 3. Complexity needs curious minds. 4. Ambiguity calls for empathetic understanding. I've seen this firsthand: In one of the most successful projects I have participated in, I faced a challenge where the traditional approach didn't work. The breakthrough didn't come solely from technical expertise. It came from: Curiosity - Asking "Why?" until we uncovered the root cause. Imagination - Envisioning solutions beyond conventional boundaries. Empathy - Understanding stakeholder perspectives deeply. Research confirms this: While AI can generate creative responses, the best human ideas still match or exceed those of AI. Why? Because true innovation requires more than processing power. It requires your unique human perspective. The WEF emphasizes this: In our rapidly evolving landscape, your ability to think differently and adapt quickly outweighs raw intelligence. Think about it:  • AI can analyze data but can't ask, "Why not?"  • AI can generate options, but it can't imagine the impossible  • AI can simulate emotions, but it can't truly empathize The future belongs to those who can combine technical expertise with cognitive flexibility. But here's the real deal: How do you cultivate these skills daily? Share your approach: • How do you stay curious in routine tasks? • When did imagination lead to a breakthrough? • How has empathy changed your decision-making? → If this inspires you, hit 'Follow' for more, and ♺ share it to help others on their journeys!

🎯 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴 𝗗𝗮𝘁𝗮 𝗥𝗼𝗹𝗲𝘀 𝗪𝗵𝘆 𝗦𝗸𝗶𝗹𝗹𝘀 𝗠𝗮𝘁𝘁𝗲𝗿 𝗠𝗼𝗿𝗲 𝗧𝗵𝗮𝗻 𝗟𝗮𝗯𝗲𝗹𝘀 In data roles, titles may seem similar, but the responsibilities behind them are very different. The visual highlights a key point: Data Scientists, ML Engineers, and Data Analysts work on related problems, yet their skills, expectations, and impact are uniquely distinct. Whether you're just starting out or already building your career, here’s a clear and practical breakdown of how these roles differ — and how they work together. 🔍 𝟭. 𝗗𝗮𝘁𝗮 𝗔𝗻𝗮𝗹𝘆𝘀𝘁 — 𝗧𝘂𝗿𝗻𝗶𝗻𝗴 𝗗𝗮𝘁𝗮 𝗜𝗻𝘁𝗼 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴 A Data Analyst focuses on exploration, reporting, and dashboards that help teams make informed decisions. 𝗖𝗼𝗿𝗲 𝗦𝗸𝗶𝗹𝗹𝘀: • SQL querying • Data cleaning & transformation • Business-focused insights • Reporting & visualization (Power BI, Tableau, Excel) 𝗜𝗺𝗽𝗮𝗰𝘁: Helps organizations understand what is happening and why. 🤖 𝟮. 𝗠𝗮𝗰𝗵𝗶𝗻𝗲 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝗘𝗻𝗴𝗶𝗻𝗲𝗲𝗿 — 𝗧𝘂𝗿𝗻𝗶𝗻𝗴 𝗠𝗼𝗱𝗲𝗹𝘀 𝗜𝗻𝘁𝗼 𝗣𝗿𝗼𝗱𝘂𝗰𝘁𝘀 ML Engineers bridge the gap between models and production systems. 𝗖𝗼𝗿𝗲 𝗦𝗸𝗶𝗹𝗹𝘀: • Model training & optimization • Deep learning frameworks (TensorFlow, PyTorch) • MLOps, cloud platforms, CI/CD • Scalable deployment 𝗜𝗺𝗽𝗮𝗰𝘁: Builds real-world systems that learn and adapt in production. 🧠 𝟯. 𝗗𝗮𝘁𝗮 𝗦𝗰𝗶𝗲𝗻𝘁𝗶𝘀𝘁 — 𝗧𝘂𝗿𝗻𝗶𝗻𝗴 𝗣𝗿𝗼𝗯𝗹𝗲𝗺𝘀 𝗜𝗻𝘁𝗼 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝘁 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀 Data Scientists combine analytical thinking, modeling, experimentation, and domain knowledge to create data-driven solutions. 𝗖𝗼𝗿𝗲 𝗦𝗸𝗶𝗹𝗹𝘀: • Statistical modeling • Experiment design • Machine learning (supervised & unsupervised) • Python, R, big data frameworks • End-to-end problem solving 𝗜𝗺𝗽𝗮𝗰𝘁: Drives innovation, builds predictive intelligence, and creates measurable business value. 🌐 𝗧𝗵𝗲 𝗕𝗶𝗴 𝗣𝗶𝗰𝘁𝘂𝗿𝗲 These roles aren't about hierarchy — they're about collaboration. • Analysts bring clarity. • ML Engineers bring scalability. • Data Scientists bring intelligence. Together, they power the full data lifecycle. 💡 𝗜𝗳 𝘆𝗼𝘂'𝗿𝗲 𝗲𝗻𝘁𝗲𝗿𝗶𝗻𝗴 𝘁𝗵𝗲 𝗳𝗶𝗲𝗹𝗱: Start with foundational skills (Python, SQL, statistics). Choose a role based on what excites you: insights, modeling, or engineering. Then continuously build projects that showcase your thinking. 🚀 𝗙𝗶𝗻𝗮𝗹 𝗧𝗵𝗼𝘂𝗴𝗵𝘁 The future belongs to professionals who can combine skills across these roles — not just hold a title, but deliver impact. If you're learning data today, you're building one of the most important skillsets of the decade. 𝗕𝗼𝗻𝘂𝘀 𝗧𝗶𝗽:- Sharpen your Data Science skills with 𝗧𝗲𝗰𝗵𝗩𝗶𝗱𝘃𝗮𝗻! Explore hands-on courses in ML, SQL, Python, and more—gain real-world experience and stay industry-ready.📚 𝗘𝘅𝗽𝗹𝗼𝗿𝗲 𝗵𝗲𝗿𝗲:-https://lnkd.in/d46Eqtux

Too many engineers walk onto a construction site and simply look. But supervision isn’t about looking — it’s about seeing. They think that showing up in a reflective vest, nodding along, and following instructions is enough. It’s not. On site, your greatest asset isn’t your title — it’s your awareness. Can you see what others miss? Can you understand the technical reality unfolding before you? Supervision isn’t passive. Supervision is an advanced skill. A muscle. A responsibility. If you're supervising engineering works, you’re not there to decorate the site in a reflector jacket. You’re the eyes. The judgment. The first line of quality control. That means: ✅ Knowing what’s right — and why it’s right. ✅ Understanding procedures, not just memorizing them. ✅ Reading specs until they live at your fingertips. ✅ Noticing errors before they become disasters. Supervision is leadership. And leadership demands knowledge. Do you know how rebars should be placed? Can you spot incorrect stirrup angles? Can you tell how many PTR roller passes are needed for compaction? If not, it’s time to learn. f you want to grow fast as a site or project engineer, sharpen your supervision instincts. 1. Know the standard specs — don’t guess, read. 2. Seek to understand the “why” behind site instructions. Ask questions smartly. 3. Observe how experienced engineers give direction, and the reason behind it. 4. Train your eye to notice what others miss. Do not assume. 5. Practice connecting theory with what's happening on-site. And above all — read the damn specs. You won’t master this in one day. But in one year, with intent and discipline, you’ll know more than any classroom could teach you. So start today. Don't just flaunt the reflectors on site. Do not be a passive, invisible GE! Be sharp. Be curious. Be the engineer who sees. That’s the one who leads.

After 20 years in the Software Engineering field, I can tell who’s a senior, staff, or principal engineer in a meeting by observing their macro and soft skills. The difference isn’t just about technical knowledge or expertise but also about how they present themselves, influence others, and collaborate across the organization. Here’s how they stand apart: 1. Sponsorship     - Principal and Staff Engineers actively support other people’s ideas, even when they would have solved it differently.     - They give credit to others without needing the spotlight, allowing ideas to flourish.     - Confidence in backing bold and innovative solutions shows they value impact over personal gain. 2. Egoless Leadership     - Senior engineers begin learning the importance of admitting what they don’t know and owning their mistakes.     - Staff engineers embrace humility, recognizing that vulnerability builds credibility and trust within their teams.     - Principal engineers embody selfless leadership, understanding that leading isn't about control but enabling others to grow. 3. Openness to Influence     - Great engineers don’t just lead—they also follow when needed.     - They respect others' ownership of projects and provide support, even when they disagree with minor details.     - The best engineers know that alignment, rather than perfection, drives progress in the long term. They ask themselves, “Will this decision still matter to me in six months?” and focus on the bigger picture. 4. Accountability and Ownership     - While Senior Engineers are learning how to drive outcomes and own deliverables, Staff and Principal Engineers master balancing accountability across teams.     - They understand how to align cross-functional efforts to deliver large, strategic projects.     - Their expertise isn't just in delivering solutions but also in navigating ambiguity and breaking down complex problems. 5. Coaching and Mentoring     - Principal and Staff Engineers prioritize mentoring, recognizing that developing others is key to scaling their impact.     - They make space for junior's ideas and actively support their growth.     - A hallmark trait is the ability to listen, guide, and challenge without ego, creating a culture of continuous improvement. If you want to spot the difference, ask these questions:  - Tell me about the last time you supported a junior engineer’s idea.   - What was the worst technical mistake you’ve admitted to your team, and how did you handle it?   - When did someone on your team change your mind, and how did it impact your project? Ultimately, the difference between seniority levels isn’t just technical prowess but a shift in mindset less about personal achievements and more about collective success – P.S: I am starting a paid system design course in a few weeks. It’s suitable for software engineers with 5+ years of experience. Please fill this form if you’re interested: https://lnkd.in/g8E88eMB