The Real Career Power Play Is Developing Soft Skills

Often undervalued or overlooked in favor of technical expertise, soft skills are increasingly essential in every profession. From entry-level careers to the C-suite, mastering soft skills opens up leadership opportunities.

Soft skills influence how you lead teams. According to a LinkedIn Global Talent Trends report, 89% of recruiters say that when a hire doesn’t work out, it typically comes down to a lack of soft skills. Additionally, employers increasingly look for emotional intelligence and communication over technical credentials alone.

As the CEO of Tilting Futures, Erin Lewellen is accustomed to change and the skills it takes to lead through it. Formerly known as Global Citizen Year, the organization rebranded and expanded its mission in 2022 to create immersive learning experiences that prepare young people to become globally engaged leaders. Under Lewellen’s leadership, Tilting Futures has focused not only on what students learn but also on how they grow, particularly through the development of soft skills.

“Every single high-stakes business situation I can think of absolutely requires adept deployment of soft skills,” Lewellen states.

She emphasizes three areas as critical for today’s up-and-coming leaders:

Learn To Disagree Well

The ability to professionally disagree is a powerful tool, especially for those wanting to secure a leadership role. It’s not about constantly compromising; it’s about engaging in constructive conversations even when opinions differ. Leaders who master this skill are able to challenge assumptions, test ideas and arrive at better decisions without damaging relationships.

Lewellen notes that disagreeing well is more than just managing conflict. It’s about showing respect while challenging ideas. “When a leader can disagree with her team in a way that shows fundamental respect for the team and for the goal at hand, all ships rise,” she explains. This skill, rooted in emotional intelligence and trust, is increasingly valued by employers who recognize that innovation depends on diverse perspectives and open dialogue.

How to develop it:

• Practice active listening—Let others speak fully before responding, and reflect on what you’ve heard to show understanding.
• Stay issue-focused—Keep disagreements centered on the topic, not the person, to avoid defensiveness.
• Use language that invites dialogue—Try phrases like “Tell me more about your perspective” or “Can we explore this idea together?”
• Embrace diverse viewpoints—Seek out opinions that differ from yours and engage with them with curiosity.

Adaptability

Adaptability is key to both personal resilience and organizational success. This trait involves the willingness to shift approaches and remain open to new ideas. Adaptable leaders pivot when circumstances demand it. They anticipate and prepare for change. This mindset allows organizations to stay competitive.

This skill set is another trait Lewellen sees as non-negotiable. “We don’t live in a linear, slow-paced world,” she says. During the COVID-19 pandemic, Tilting Futures had to pivot dramatically. Rather than closing its doors, the team launched new programming that met the moment—growing its reach and impact. “Had we become too attached to our original, single story, we would have missed opportunity in ways we hadn’t yet imagined.”

How to develop it:

• Adopt a growth mindset—View challenges as learning opportunities rather than threats to stability or control.
• Run small experiments—Try new approaches on a small scale to test ideas and build confidence in changing course.
• Detach from perfectionism—Focus on progress over perfection and be willing to pivot when new data emerges.
• Stay informed and curious—Regularly scan your industry, ask questions and expose yourself to new tools, trends, and perspectives.

Decision-Making

Strong decision-making requires critical thinking. Leaders who make sound decisions can solve complex problems, balance risks and move forward with clarity. Importantly, they also know when to involve others and when to lead decisively.

Decision-making, often overlooked as a soft skill, is the thread that ties it all together. Lewellen believes well-informed decisions come from unpacking problems strategically and understanding stakeholders. “This skill encompasses so many others like empathy, creativity and collaboration,” she reflects.

How to develop it:

• Clarify the problem—Break large issues into smaller parts and identify the root cause before proposing solutions.
• Gather diverse input—Consult others with different experiences or expertise to minimize blind spots.
• Create decision criteria—Set clear priorities, such as budget, timing and impact, to evaluate choices objectively.
• Reflect and iterate—After each major decision, review what went well and what could be improved to strengthen future judgment.

Lewellen practices these skills herself and coaches her team to do the same. She fosters a culture where leaders are encouraged to ask difficult questions, share context freely and let ideas develop over time. She urges, “Put the idea on the table and discuss—and disagree, please disagree—so we make the best possible decision together.”