The Value Of Interpersonal Skills In Engineering

Your solution is technically perfect. But something’s missing.” I said those words in a packed review meeting at Amazon Connect. The architecture on screen was brilliant, optimized, scalable, elegant. But the business stakeholders weren’t nodding. They were checking their phones. And I saw it clearly: the translation gap. Our engineering lead had built a masterpiece for the builder’s eye. But for the people funding it, using it, championing it? It was a beautiful book written in a language they couldn’t read. I recognized the moment instantly, because I’d lived it before. At Microsoft, I once pitched a technically flawless design to execs. The tech crowd applauded. The business side passed. Not because it didn’t work, but because it didn’t resonate. That was the moment I realized: Technical excellence without human understanding is just noise to the people who need to act. So at Amazon, we did something radical. We stopped the review. We didn’t add more slides. We asked a different question: “How does this change the day-to-day life of, a contact center agent ?” The next architecture proposal started with her story. The system didn’t just reduce latency. It made her feel respected. Trusted. Heard. That changed everything. From then on, we embedded empathy into engineering: •Engineers shadowed real users before writing code. •Every design doc started with a human narrative. •We built “empathy metrics” right alongside performance metrics. This wasn’t soft skills. This was integration intelligence: the ability to make technical brilliance humanly meaningful. If you lead engineering in the AI era, remember: Your best solutions won’t win if they don’t translate. Build systems that resonate, not just operate. Learn more in my book Metashift - chapter 7 #TechLeadership #AI #MetaShift #EngineeringExcellence #HumanCenteredDesign

As a Data Science Hiring Manager, I often see candidates with impressive technical skills but lacking the essential soft skills needed to perform well in interviews, often leading to rejection. Whether you're a Data Analyst, Data Scientist, or Machine Learning Engineer, here are the key soft skills that have made a world of difference in my career: 🔹 𝗘𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻: Simplifying complex ideas and working well with others is crucial. I remember presenting data findings to senior executives – making the data story simple was key to getting their approval. - 𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻: "Can you describe a time when you had to explain a complex technical concept (like Causal Inference) to a non-technical audience?" 🔹 𝗖𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝗧𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗮𝗻𝗱 𝗣𝗿𝗼𝗯𝗹𝗲𝗺-𝗦𝗼𝗹𝘃𝗶𝗻𝗴: When data doesn’t make sense at first, digging deeper can reveal important insights. Once, my team and I uncovered a major product insight by looking closer at an outlier. Solving problems in a structured way is essential in our work. - 𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻: "Describe a situation where you identified a problem that others had overlooked. What steps did you take to resolve it?" 🔹 𝗧𝗶𝗺𝗲 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁: Handling multiple projects and deadlines can be challenging. Prioritizing tasks has been a lifesaver for me. Balancing urgent requests with ongoing projects requires smart time management. - 𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻: "How do you prioritize your tasks when you have multiple projects with tight deadlines?" 🔹 𝗔𝗱𝗮𝗽𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗮𝗻𝗱 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴: The tools and techniques we use are always changing. Being flexible and open to learning is crucial. I had to quickly learn a new visualization tool for a project – it was tough but very rewarding. I encourage my team to embrace change and keep learning new skills. - 𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻: "Describe a situation where you had to adapt to a significant change at work. How did you handle it?" 🔹 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗮𝗻𝗱 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗔𝗰𝘂𝗺𝗲𝗻: Leading teams and projects is about inspiring and guiding them. Managing a data governance project taught me the importance of strategic thinking and making ethical decisions. Knowing the business context of your data makes your insights more valuable. Today, I help my team align their work with product goals to deliver real value. - 𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻: "Can you describe a time when you led a project or team? What was the outcome?" Developing these soft skills has not only complemented my technical expertise but also empowered me to make a meaningful impact as a leader. What soft skills have been game-changers in your data journey?

Developers will spend countless hours perfecting their technical stack knowledge. They'll get focused in architecture patterns and new frameworks. They'll debate algorithm efficiency and code optimization. But mention "presentation skills" or "stakeholder management" and suddenly they're out. After scaling multiple engineering teams and exiting tech companies, I've learned that technical excellence is table stakes. The differentiator? Those uncomfortable soft skills. Your most valuable developers aren't the ones who write perfect code - they're the ones who can explain complex concepts to non-technical stakeholders, negotiate realistic timelines, and influence product direction. What skill does your team resist that could transform their effectiveness?

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

💡 Here's a thought that's been on my mind lately: Being "easy to work with" is seriously underrated. Sure, technical skills and expertise are crucial, but I've learned that the ability to collaborate effectively can make or break a career. Here's why: ◾️ You're the glue that holds teams together. When communication flows smoothly, and everyone's on the same page, projects get done faster and better. ◾️ People trust you with problems. If you're approachable and adaptable, people naturally gravitate towards you with their challenges. This leads to quicker solutions and builds your reputation as a problem-solver. ◾️ Your positivity is contagious. A great attitude can transform a stressful workplace into a collaborative one. ◾️ Relationships are your currency. In business, it's not just about what you know but who you know. Kindness and easygoingness go a long way in building lasting connections. ◾️ Leaders notice. Those who make their jobs easier – by being reliable, positive, and proactive – are the ones who get tapped for new opportunities. In my own career, I've seen brilliant minds struggle because they couldn't play well with others. And I've seen those who may not have been the smartest in the room, but were easy to collaborate with, rise quickly through the ranks. So, next time you're focusing on honing your skills, don't forget to invest in your "soft skills" too. The ability to be easy to work with is a superpower that can open doors you never imagined.

If I could only focus on one thing in 2024 to level up as a software engineer it would be 👇🏼 Relationships. Yep, I’m not joking… It’s not leetcode, YouTube, endless tutorials, books, or even courses. Relationships are the key to growth. It’s counterintuitive, you’d think that if you just holed up in a cave and focused 24/7 on coding you’d be the best engineer in the world. Right? However, you forgot something.  Engineering is a team sport. Learning how to work with others is a huge part of being a successful engineer. A surprising thing that often holds engineers back from senior levels is being too focused on themselves and their coding abilities. Instead we should: – Learn how to work with others  – Mentor junior engineers – Be on teams with other curious high-growth-minded engineers – Work on our “soft/people/project skills” – Help others through pairing, code reviews, sprint planning, design reviews, etc. Looking back on my own career, it’s the times I worked with other engaged and growing engineers that I grew the most. I was better just by being around them and working with them. In fact, my growth skyrocketed 🚀 And yes, sometimes those engineers said I needed to work on some of my specific coding skills and systems design. But it was very clear what to work on, and not just abstractly “be a better engineer.” In 2024, if there’s one thing you do: Don’t disappear into a hole.  Look around you and get involved in your team.  We truly are better together. 💙💪 - - - - - - - - - - - - - - - - - - - - - - - - - - - - How have others helped you grow as an engineer? See you in the comments 🙋♀️🙋♂️ - - - - - - - - - - - - - - - - - - - - - - - - - - - - If you liked this post, you’ll love my weekly newsletter: https://lnkd.in/e8d5ymr3 👉 Follow along as I share everything I’ve learned about becoming a #fullstackengineer and leveling up into a #senior+ engineer and #techlead at a hyper-growth #startup.

The best engineers I’ve worked with weren’t just great coders. They were great communicators. Great listeners. Great teammates. You can write the cleanest code in the world, but if you can’t: ➡️ Explain your ideas clearly ➡️ Collaborate with others ➡️ Handle feedback ➡️ Or stay calm under pressure… You’ll struggle to ship anything meaningful. Soft skills aren’t “extra”—they’re essential. I’ve seen: • Brilliant engineers who couldn’t get buy-in for their ideas because they didn’t know how to tell the story. • Talented devs who stayed stuck because they didn’t ask for help soon enough. • Teams fail, not because of bad code—but because of bad communication. In my own career, the biggest growth came when I started focusing on: • Writing better documentation • Having honest 1:1s • Giving feedback in a way that actually helped • Knowing when to speak up—and when to listen Here’s the truth: You don’t get promoted for just being good at code. You grow when you make the people around you better, too. Soft skills ARE technical skills. What’s the most important soft skill you’ve developed as an engineer? #SoftwareEngineering #CareerGrowth #Leadership #TechSkills #Teamwork #Communication #EngineeringExcellence

I once interviewed an entry-level software engineer named Chen. “Hi, I’m Chen!” he said brightly. “I’m so happy to meet you! This is a dream for me to come interview with Amazon, and now I’m here! It’s so exciting!” Most candidates are polite but reserved, but Chen’s energy stood out. His coding was not perfect. By all technical measurements, he was below the bar. But during the interview, he asked thoughtful questions, accepted feedback, and showed genuine curiosity about Amazon’s business and leadership principles. His enthusiasm was real and it changed how the team saw him. By the end of the day, every interviewer had voted not inclined to hire. Technically he had gaps. However, during the debrief we kept going back to his soft skills, including energy, curiosity, and openness to feedback. It made everyone *want* to hire him. We ended up extending an offer. He joined, improved quickly, and earned at least two promotions last I checked. Chen reminded me that functional skills are easier to measure and teach. Soft skills like empathy, curiosity, and enthusiasm are harder to quantify but often more critical for long-term success. A technically perfect engineer who cannot work with others does not add as much value as a motivated and collaborative teammate. Every time I share this story, I have engineers either saying that this story isn't true (that you'd never hire a functionally deficient engineer), or saying that they disagree with the moral of the story (because you should never hire a functionally deficient engineer). My main argument back is that companies *rarely* fire an engineer for substandard hard skills, because we give everyone time to learn what they're missing. But we *regularly* fire engineers for substandard soft skills. I'm suspicious that means we emphasize hard skills too much, and soft skills too little in the interview process. To see the full story and what it teaches about hiring and teams, read my detailed article.