Language Matters: Why I Despise the Term “Soft Skills”
If you’ve spent any time recently perusing LinkedIn or reading articles about employability, you’ve probably come across an instance—or 100—where the author attempts to clarify the difference between so-called “hard skills” and “soft skills.” This is usually done in the context of laying out what types of traits employers are looking for in potential employees.
Traditionally, “hard skills” have been identified as those skills that represent the technical requirements of a particular job, like specific computer skills, marketing skills, project management, budgeting and financial management, etc. The skills traditionally referred to as “soft” include problem-solving, collaboration, communication (I would include intercultural communication here), leadership, and empathy.
And here lies the problem: “Tradition” does us a disservice as it relates to how these skills are prioritized today.
As someone who had the privilege of leading a national language education organization and spent more than a decade advocating for and supporting the professional and career development of language educators and learners, I know that words matter. I also know that the very term “soft skills” is a pejorative, whether intended or not. It is presented as less than its big brother, “hard skills.”
Hearing or reading the term “soft skills” in this context of employability is like nails on a chalkboard for me. These essential skills have been inexplicably downgraded for too long when it comes to what makes a person truly employable and successful in any particular job, including those in the education space. It’s long past time to reject this notion and recognize that skills like communication, problem-solving, collaboration, leadership, and empathy are critical to a successful career.
So why am I so heated about this?
Let’s address the elephant in the room. The very term “soft skills” is incredibly misleading. It implies these skills are somehow less important, easier to master, or less concrete than technical abilities. This is simply untrue, and I know this from my own professional experience. Let me explain:
Communication
This means being able to articulate your thoughts clearly, listen actively, and adapt your communication style to a variety of different audiences. This is vital in any career path. Without it, you can’t collaborate or build solid relationships with colleagues. You can’t give necessary and appropriate feedback to anyone you work with, regardless of where they are on the organizational chart. You can’t develop enduring partnerships with outside stakeholders and community members. Plainly stated, if you can’t communicate, you can’t be successful. Again, words matter, and how you deliver them matters just as much, if not more.
Conflict Resolution
Conflict is in every aspect of our professional lives, whether we like it or not. It’s how you face and address conflict and resolve problems constructively and respectfully that is the measurement by which you are often judged. No business, no school, and no organization runs without some degree of conflict, and those employees who can manage it confidently and intentionally are deemed indispensable. Why? Because conflict resolution has a positive ripple effect on organizations, and conversely, ignoring conflict can be disastrous for organizations and their cultures.
Problem-Solving
What job are you going to be successful in where you can’t solve problems? Can’t analyze information? Can’t formulate solutions, whether they’re short- or long-term? The importance of problem-solving, much like other “soft skills”, is career-agnostic. Whether you’re in education, software development, healthcare, or finance, organizational success is heavily dependent on employees who can solve problems efficiently and, at the same time, carefully.
Empathy
I would add humility here as well. Being able to relate to coworkers and doing it with humility goes a long way in building trust and fostering strong working relationships. Building trust, from my perspective, is paramount. If you can relate to colleagues, clients, and others, you can have a lasting, positive impact on workplace culture. This doesn’t happen overnight. It requires intentionality and a willingness to make mistakes in the process. I’ve made plenty and I’m better for it.
Mastering these skills requires time, dedication, and practice, and from my perspective, they are also the skills that set outstanding candidates apart from the competent ones. I don’t say this to be harsh; I say it from a place of experience. I’ve witnessed first-hand how employees with these skills consistently drive innovation, work proactively to foster trust and workplace collaboration, and boost member and stakeholder satisfaction.
While I’m at it, let me put in a plug for teachers who help us all acquire and master these skills. Your collaboration skills were likely born in a preschool when you were taught how to share with other children and were further developed in group project work throughout your education. You first learned how to resolve conflicts on school playgrounds, in school cafeterias, and in classrooms. And you first learned how to appreciate our differences, build trust with others, and communicate effectively under the guidance of a teacher.
So I’ll reiterate my proposal to, once and for all, retire the term “soft skills” altogether. Let’s refer to them as “essential skills” or “core skills”, reframe this conversation, and give these skills the recognition they deserve and the prioritization that will create more successful employees and, more importantly, better humans.
Howie Berman, MA, CAE is a principal and co-founder of Learning Curve Partners, an independent consulting group which connects and empowers educators and education organizations to be leaders and lifelong learners in pursuit of their missions. Learn more at learningcurvepartners.com and follow this blog for more thoughts on the education space.
