Latest news with #softskills
Forbes
05-08-2025
- Business
- Forbes
The 5 Soft Skills That Set Successful Freelancers Apart
While being highly skilled in your area of expertise is essential for success, there are several key soft skills you also need to master as a freelancer. Harvard University, the Carnegie Foundation, and the Stanford Research Center found that 85% of job success is due to well-developed soft skills and people skills, versus only 15% for technical skills. In a world where AI is replacing jobs and technical skills, soft skills will continue to be in demand - and could be the difference between surviving and thriving as a freelancer and business owner. Here are the most important soft skills to help move any freelance business to the next level. 1. Interpersonal Communication Being able to effectively communicate and have constructive two-way conversations with leads, clients, and other stakeholders is still an essential skill for freelancers. Although video meetings and online communication platforms like Slack may have replaced some in-person interactions, most freelancers can't avoid human conversations. It's essential to convey clarity and power when communicating with clients, whether it's a discovery call, a briefing meeting, or if you're presenting metrics. Being a clear communicator can increase trust and respect towards you as a business owner. 2. Public Speaking If the idea of public speaking makes you break a sweat, you're not alone. Around 75% of people get anxious when it comes to public speaking. However, being able to stand in front of an audience and confidently present can be a competitive advantage in your freelancing business, as it can help position you as a leader and expert in your field. A great way to grow your business is to be a guest speaker at networking groups, associations, and other local business meetups. If that sounds daunting, it's worth developing your public speaking skills first with Toastmasters training. 3. Problem Solving Freelancing isn't just about execution. Clients also partner with freelancers for strategic thinking and creative solutions to tricky problems. A skilled freelancer is not afraid to adjust a strategy to suit a client's needs better, solve a roadblock, or use data to better inform your decisions. Rather than using a cookie-cutter approach to client work, offering customized solutions to their business problems can help build trust, leadership status, and lead to long-term relationships. 4. Emotional Intelligence Speaking with clarity and confidence is one thing, but talking and leading with emotional intelligence (EQ) is another, and is a soft skill that helps to set you apart as a freelancer. EQ plays an important part when collaborating with clients, but even more so when it comes to difficult conversations, such as scope creep or unpaid invoices. To exercise EQ, use active listening (truly stopping to listen to their needs and pain points), empathy, and cultural awareness in all of your interactions. Understand that each person has their own unique background and perspectives. 5. Mindset A strong mindset is the backbone of any successful freelancer. There will be quiet times when workload has reduced and revenue has dropped, which will test your resilience, perseverance, and ability to adapt. Therefore, having a strong growth mindset, self-discipline, and the ability to reframe failures as a learning curve can be the key factor for succeeding in business. To build your mindset, invest in personal development books, training, or coaches, and surround yourself with other successful business people you can learn from. In the wise words of Steve Jobs, 'I'm convinced that about half of what separates the successful entrepreneurs from the non-successful ones is pure perseverance'.
Independent Singapore
04-08-2025
- Business
- Independent Singapore
‘Don't skimp on soft skills': Singaporean highlights key to staying competitive in today's job market
SINGAPORE: A Singaporean man recently shared his views on why many young job seekers are struggling in today's competitive job market. In his post on the r/SingaporeRaw subreddit, he said that a lot of locals nowadays focus too much on developing their hard skills while completely ignoring their soft skills. This, he believes, is costing them valuable professional opportunities. 'If you are currently a developer, for example, being technically skilled and kicking ass at LeetCode is, frankly speaking, going to get you nowhere,' he said. 'Let's be honest, you are never going to outbid the foreigner with your technical abilities if what both of you generate is a static output.' He then encouraged young locals to improve their communication skills by speaking more clearly, softening strong or unclear accents, and strengthening their bilingual abilities. Picking up a third language, he said, could also give them a competitive edge, especially in client-facing roles or global companies. He added, 'Learning how to hold a conversation and being good with people will reward you far better with regard to your future career path.' See also 8 soft skills that can make you rich — for life '[And] present yourself more confidently, even if you have to fake it. Do these things well and target more client-facing-oriented jobs. Since these roles essentially represent the face of the company, they are much less incentivized to let a foreigner do them. Don't skimp on soft skills.' 'Singaporeans should not be forced to compete with the entire world for jobs in their own country.' His post sparked a lively discussion among Reddit users, many of whom agreed that soft skills remain undervalued in both Singapore's education system and its professional landscape. One user, who shared that they've worked for over 20 years across small and medium enterprises (SMEs) and multinational corporations (MNCs), said, 'I totally agree with you. The problem, unfortunately, is that soft skills aren't something that is easily and readily learnable in a pinch,' they wrote. 'Sure, if you make a conscious effort, you can get better at it, but the best way to cultivate it is from young, while children are at school and learning to interact with their peers and teachers. Too bad MOE (Ministry of Education) only chooses to focus on technical skills, which, as you pointed out, will always be a race to the bottom when comparing with our other Asian neighbours.' Another commented, 'Yup—there's always someone who can do hard skills for less money in Vietnam or India. Yes, people may argue that it may likely be of less quality, but that doesn't matter—if a company can hire five people in country X for the same price as one person in SG, then they'll go with the five.' However, not everyone was on board with this line of thinking. Some users pushed back against the idea that Singaporeans need to constantly adapt just to keep up. One wrote, 'Sorry, but Singaporeans should not be forced to compete with the entire world for jobs in their own country. I am against the current trend of cheapening labour (and hence people) and voted accordingly in the recent election.' In other news, a local employer took to social media to express her frustration after discovering that her domestic helper had been spending most of her time on social media instead of fulfilling her duties at home. Posting anonymously in the Facebook group 'Direct Hire Transfer Singapore Maid/Domestic Helper' on Tuesday (July 29), the woman shared that she had reviewed footage from her home's CCTV system and was shocked by what she saw. Read more: 'What to do? Please help' — Employer frustrated after learning maid spends 80% of her time on social media
Forbes
25-07-2025
- Business
- Forbes
Why Technical Talent Fails Without Systems Thinking
Andrew Lopez is the Founder of 1000 Media, specializing in AI-driven marketing, brand consulting and digital transformation. Organizations are realizing that technical expertise alone doesn't drive outcomes. High-performing professionals often fall short when they lack communication, collaboration and critical thinking abilities—collectively referred to as soft skills. As industries grow more complex and interconnected, systems thinking, or the ability to see how parts influence a whole, has become just as important as hard skills. Yet most workplaces are not developing these capabilities enough, leading to missed goals, failed projects and talent attrition. The Scope Of The Gap Soft skills are no longer optional. According to LinkedIn's Global Talent Trends, 92% of hiring professionals believe soft skills matter as much or more than hard skills. And 89% say bad hires often fail due to poor soft skills. Yet many workers are entering the labor force unprepared in this area. A SHRM report found almost 75% of employers struggle to find graduates with capabilities like problem-solving, communication and collaboration. Economic And Organizational Costs The consequences are measurable. Deloitte projects: "Soft skill-intensive occupations will account for two-thirds of all jobs by 2030." Yet many companies still prioritize short-term technical outputs over long-term human capabilities. Poor communication alone costs large companies an average of $62.4 million annually. Gallup estimates that voluntary turnover, often driven by poor communication and leadership, costs U.S. businesses $1 trillion per year. Surveys also show 70% of organizations report at least one failed project each year, with communication breakdowns as a major cause. The Role Of Systems Thinking While soft skills are broad, systems thinking is particularly vital. It enables employees to see how their actions affect other departments, customers and long-term outcomes. Without this mindset, technically sound decisions may lead to unintended consequences. The World Economic Forum ranks analytical and systems thinking among the top in-demand skills through 2027. Yet fewer than half of employers rate graduates as proficient in problem-solving or critical thinking. Teams without this capacity often struggle with root cause analysis, decision alignment and strategic foresight. Soft Skills Drive Performance Strong communication and emotional intelligence don't just prevent problems, they drive success. Teams led by high-EQ managers are four times less likely to quit, and high-EQ employees are more productive under pressure. However, leadership pipelines often reward technical expertise without assessing interpersonal or strategic skills resulting in ineffective managers. What's Causing The Gap Several factors contribute to this widespread issue: • Digital Habits: Young professionals rely on digital communication, limiting face-to-face practice. • Remote Work: Hybrid environments reduce informal coaching and cross-team interactions. • Education Gaps: Many colleges underemphasize communication, leadership and team-based learning. • Corporate Oversight: Most companies focus heavily on technical upskilling and neglect soft skills development. Leadership Solutions To close this gap, leaders must act deliberately. Here are four key strategies: • Hire for soft skills. Use behavioral interviews, scenario testing and peer exercises to assess communication, adaptability and systems thinking. • Invest in training. A study by MIT found that soft skills training delivered a 250% return on investment. Coaching, mentorship and simulations provide powerful learning environments. • Embed systems thinking. Workshops, case studies and process mapping help teams see interconnections and anticipate outcomes. • Reward the right behaviors. Promote and recognize employees who collaborate across silos, lead with empathy and think long-term. Aligning advancement with these traits shifts organizational culture. Conclusion Technical talent is still essential, but without soft skills and systems thinking, performance breaks down. Communication, critical thinking and collaboration are now key drivers of innovation, retention and resilience. Companies that develop these human capabilities will gain a lasting competitive edge. Leaders must take intentional action. Because in an increasingly automated world, the most valuable skills are the ones that can't be coded. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Forbes
23-07-2025
- Business
- Forbes
Enhancing Your Leadership With Continuous Learning
By Kendra MacDonald, CEO of Canada's Ocean Supercluster. When I started my first degree fresh out of high school, I was flooded with advice about what to study and what career path to follow. The most significant piece of guidance was from one of my professors, and it has always stuck with me: Make sure you have 25 years of experience—not one year of experience 25 times. In the beginning, I didn't consciously plan my learning. I was absorbing everything at once—technical knowledge, communication skills, team dynamics. But what I learned is that while being technically competent is essential, it's the soft skills you don't tend to focus on in school—how you communicate, collaborate and motivate others—that are often more critical to success. The discipline of continuous learning is as valuable as any official designation. It can lead you to seek growth not just in new skills but also in new contexts. It led me to challenge myself to work and lead in different countries and cultures, and those experiences taught me how to listen better, adapt faster and lead more inclusively. Over time, I had to become more intentional about what came next. Learning was no longer scheduled in semesters—it had to be self-driven. That shift led to several key lessons that I believe can help anyone amplify their leadership abilities. 1. Learning has never been more accessible. Technology has democratized access to knowledge. We now have access to university-level courses, thought leaders and industry experts at our fingertips. If you're like me, the challenge is no longer access—it's focus. Narrow your topics, choose credible sources and set a time limit so you don't get lost in the content. More importantly, push yourself to consider how new concepts apply to your world. In my experience, that reflection can help you maximize impact. 2. Learning must be prioritized. Many of us are now familiar with the analogy of 'big rocks' in a jar—you have to place the most important ones into the jar first, or they won't fit. Learning is one of those big rocks. It's easy to deprioritize learning as we get comfortable and busier, both professionally and personally. But when we stop, we start coasting. And that's not where innovation—or leadership—lives. Early in my career, a supervisor left their role because they didn't want to learn a new system. I never forgot that. I didn't want to become someone resistant to change simply because it was unfamiliar. 3. Learning doesn't have to be formal. Much of your most valuable learning can happen outside of a classroom. Leadership, motivation, negotiation, conflict resolution, resilience—these lessons often come from experience, reflection and, yes, a few hard-earned mistakes. In my own case, I learned what energizes me and what doesn't, where I'm willing to compromise, and where I draw the line. I have had the opportunity to work with leaders around the world, and engaging with them and understanding their motivations and approaches has influenced my own leadership style. Two people can deliver the same message, but their delivery style can make the difference between motivating and confusing a team. 4. Learning is a tool for resilience. Across different roles, geographies and industries, the ability to adapt isn't just about flexibility—it's about mindset. Continuous learning can give you the tools to navigate complexity, uncertainty and even failure with greater confidence. When faced with unfamiliar challenges—doing something new or leading in a space where you are not the subject matter expert (which happens a lot when you work across sectors)—a learning mindset can reduce the fear factor. That lack of knowledge now becomes an opportunity for growth. Leadership isn't about having all the answers; it about learning to ask better questions and seeking out those who have the relevant knowledge. 5. Learning keeps us humble—and human. All leaders should eventually transition from being learners to being mentors. That's an important shift, but don't stop learning. The pace of change—especially in innovation, sustainability and technology—is accelerating. When you're surrounded by brilliant people from diverse backgrounds, disciplines and generations, sometimes the best thing you can do is stay quiet and listen. Recently, I returned to university—this time as a mature student. It was humbling and energizing. I wasn't studying for a promotion or certification—I was learning for the sake of learning. It gave me a new appreciation for my parents, who also returned to school later in life (although not as late as me), and it reminded me that curiosity doesn't have an expiration date. The Leadership Imperative In times of uncertainty, it can be tempting to dig in, maintain the status quo and ride things out. But I've found that learning—even learning something small—can give you a sense of momentum and agency. It can turn anxiety into action. One of the biggest barriers to innovation is often leadership itself. When leaders resist learning, they signal to their teams that maintaining the status quo is acceptable. That can stifle creativity, progress and growth. On the other hand, when leaders model curiosity, openness and the courage to stretch, their teams are likely to follow. We are living in a time where new technologies, new mindsets and new ways of working are redefining entire industries. So continue to evolve and pivot throughout your career, and encourage others to do the same! Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Forbes
15-07-2025
- Business
- Forbes
Future-Proofing Leaders & CX: Soft Skills In An AI World
In a previous article, I cited a couple of studies from IBM and Accenture that reported that organizations' efforts to scale and deliver a return from their AI investments were being held back by a lack of a deep understanding of generative AI. The studies went on to say that organisations need not only to develop this capability but also to get several other things right if they are to harness the potential of generative AI. These include leadership alignment, enterprise strategy, data cleanliness and availability, the need for a modern technological infrastructure, the right internal skills and capabilities and the ability to manage large-scale change. The Accenture report went on to add that, in their view, talent development and new ways of working stood out as the imperative that offered the most potential to be the greatest differentiator of all of the imperatives they uncovered. However, the report noted, it was also the one that was the least developed in the organizations they surveyed. Disappointingly, the report stopped short of outlining the skills leaders and their teams will need to develop if they and their organizations are to thrive in this new AI-powered era. Soft skills However, a recent report by Skiilify, a research-based learning experience provider, sheds some light on what those new skills and capabilities might be. Their study was designed to identify the soft skills that leaders need to develop in order to thrive in an industry that is constantly evolving, the value they place on these skills, and the gaps between the perceived value of these soft skills and their actual development. Here are the main headlines of the study: While the survey focused on capturing the perspectives of tech leaders and the challenges they face, when I discussed the results recently with Dr. Paula Caligiuri, Co-Founder of Skiilify and a D'Amore-McKim School of Business Distinguished Professor at Northeastern University, she believed that the findings about skills deficiencies are directly translatable to all leaders. She also noted that two other things really stood out to her from the findings. The first was how each of these competencies was considered extremely important for the future. But, given where leaders are currently at, acquiring these new skills and competencies will require a 'big behavioural shift', Caligiuri suggests. Secondly, Caligiuri highlighted that most respondents felt they had 3-6 years to develop these competencies. This is partly aligned with Accenture's view that 'The rapid pace of technological change has reduced the half-life of skills to less than five years.' However, Caligiuri disagrees and warns that 'super-employees', those with deep technical skills and knowledge, as well as a mature set of developed soft skills, are in high demand right now, and that demand is only going to grow. As a result, Caligiuri suggests that leaders should start developing these skills now, as they will take time to develop. However, she also warns that the road ahead is likely to be 'tough' and that leaders will likely face 'some bumps and bruises along the way, but that leaders should stick with it', as these skills are likely to become increasingly important in the coming years. This is sound advice. But, one of the most telling findings for me emerging from the research was the insight that leaders often lacked the time to develop new skills. This is a real challenge. Not just for leaders but for their teams too. They not only have to create the space and time for themselves to experiment, fail, and learn, but they must also create an environment and culture that allows their team members to do the same. In a world where the pace of technological change appears to be constantly increasing, this, for some, will feel like an impossible task. However, that is the challenge emerging from this research. The truth is that if we want to achieve the better customer, employee, and business outcomes that we are all striving for, then leaders and their teams must carve out time and space to learn and try new things. This is essential if they are to give themselves a fighting chance of providing a superior experience to the customers they serve.
