Communication – Page 3 – mardihumphreys.com

Overcommitted

I sat in an audience of emerging leaders. A panel of three seasoned managers sat on stage to share what everyone wanted to hear: How to own your career. Halfway through, the moderator asked, “How do you say no to an increasing workload with no incentives attached?” Everyone held their breath. The panelists looked at each other, and one finally, very gently, spoke the truth in love, “Well, you really don’t say no. That’s part of the ‘other duties as assigned’ phrase found in most every employment agreement.”

Silence.

That silence revealed the struggle of deciding where responsibility ends and overwork begins. Because yes, your career is your responsibility and so are your boundaries.

Why Saying “Yes” Feels Safer

Saying yes feels like job security, or proof you’re a team player. You want to be perceived as dependable and promotable. Saying no can feel like you’re pushing back against authority or signaling you can’t handle the load. But overcommitting doesn’t make you valuable. It makes you vulnerable. When you say yes to everything, your value becomes tied to volume, not quality. Your best work gets buried under everyone else’s priorities. You end up tired, distracted, and quietly resentful.

What Boundary Creep Looks Like

You’re the go-to person for fixing PowerPoint decks because “you’re so good at it.”
You spend hours reformatting slides for meetings that don’t involve you.
Your manager asks you to lead a new initiative without adjusting your current deadlines. You agree, then spend nights catching up.
Your colleague “just needs a quick favor” that somehow turns into a recurring task.
You’re asked to “just sit in” on another team’s meeting. Then somehow, you’re taking notes and managing follow-up tasks.
Your coworker goes on vacation, and their work lands on your desk “just for a week,” which turns into two.
You’re the most organized person on your team, so you start running every group project, none of which are technically in your job description.

If any of these sounds familiar, it’s time to reassess. Maintaining boundaries doesn’t make you difficult. It makes you effective. You don’t need to be defiant to draw a line. You just need clarity about your capacity and the confidence to communicate it.

It’s An Art

Boundaries are not barriers. They’re filters. They protect your energy so you can deliver your best work on the right things. Healthy boundaries signal strategy, not defiance. When you communicate them well, you show emotional intelligence, self-awareness, and respect for priorities, including your manager’s. There’s an art to turning down extra work without burning bridges. It’s all about tone and timing. You’re not rejecting the work. You’re aligning with goals. Over time, people will start to see you as someone who’s focused and reliable. Here’s a formula you can try.

Acknowledge the request:“I appreciate you thinking of me for this.” Starting with gratitude lowers defenses.
State your current priorities: “Right now, I’m focused on finalizing the report due Friday and supporting the training rollout.” This shows that your bandwidth is already spoken for, not that you’re unwilling.
Offer an alternative: “If this can wait until next week, I can give it my full attention.” or “Would it make sense to loop in Jack, since he’s been working on something similar?” This demonstrates you’re a problem-solver.
Reinforce alignment: “I want to make sure we’re hitting the most important goals first.” You’re not rejecting the request; you’re prioritizing what matters most to the team.

What is one thing you do to artfully protect your boundaries? Please share in the comments.

Unentitled

Job titles can open or close doors, but you don’t need formal authority to influence outcomes. You need awareness, initiative, and a willingness to act when others hesitate. Let’s talk about what that looks like at your job.

Leadership Labs

Every project, committee, or collaboration is an opportunity to lead. You don’t have to wait for permission to take ownership. Cross-functional teams are great opportunities to practice leadership skills because they mix perspectives and reward those who bring clarity instead of control. Those micro-moments are where real leadership lives. No title required just the courage to shape how the work happens. For example:

When your group gets stuck in endless debate, you propose a timeline to narrow decisions and move forward.
When a quiet teammate has a good idea that’s getting lost, you call it out and create space for them to share it.
When a colleague lightens the mood during crunch time, you acknowledge that humor and positivity and thank them for keeping the team sane.

Lead from Any Role

Leadership is about mobilizing, connecting dots, removing friction, and helping others succeed. These are actions that make teams function better. The more consistently you do these things, the more people look to you for direction even if your nameplate hasn’t changed. Here are some suggestions:

Manage time, not people: When meetings drift, step in gently: “Let’s pick one option to test this week and see what happens.” That’s not bossy, that’s efficient. Teams remember who helps them get unstuck.
Make space for others: When one voice dominates, balance it out: “I’d like to hear from Jack and Jill before we decide.” Inclusive leaders listen before they lead. You’ll earn trust by showing you care about the group’s success, not your own image.
Clarify next steps: Ambiguity kills progress. Offer structure: “Here’s what I heard. Did I miss anything?” Clear communication turns chaos into action.
Own follow-through: Volunteering to take the first draft, summarize the notes, or check a detail isn’t glamorous but it’s what separates reliable contributors from passive ones. Accountability is influence in disguise.

Quiet Power

Leadership looks different today than it did even five years ago. Many workplaces are flatter, and hybrid situations have blurred traditional organizational hierarchies. That means influence often matters more than authority. For example:

Visibility does not equal impact. Just because someone talks the most on video calls doesn’t mean they’re leading. The person who determines action items or builds alignment behind the scenes is often the real driver.
Psychological safety is greater than authority. The most productive teams succeed because people feel safe speaking up. That doesn’t happen because of titles. It happens because of trust.
Connection over control. Leaders understand the value of relationships. They notice when teammates seem disengaged, they ask why, and they pull people back in.

Start Now

The best part of leading without a title is that you can start anytime. You don’t need a reorganization or a raise to step up. You just need to see a problem and decide you’re part of the solution. When you are not in the room, you want coworkers to describe you as dependable, thoughtful, and steady under pressure. Start by noticing where momentum is missing. Ask what your group needs most right now: structure, encouragement, clarity, or connection. Then step up and offer it. That’s what leaders do whether or not it’s in their title.

What is one thing you can do today to lead from where you are? Please share in the comments.

Under Construction

Reality Check: no matter how smart you are or how much caffeine you consume, you can’t succeed alone. Leadership is less about being the hero and more about building a team of people who can thrive together. When you understand how to assemble and nurture a team, you set the stage for productivity, innovation, and sanity (yours included). Let’s talk about why this matters and how you can build your skills even if you don’t officially manage people.

Why Team Building Matters

Leaders who know how to build teams create environments where people actually want to work, not just log hours on Slack and duck out of Zoom meetings as fast as possible. Here’s what effective team building does:

Improves Communication: When trust is high, people stop sending 47 follow-up emails just to confirm what was already said in a meeting.
Boosts Motivation and Retention: A good team feels like a place where you belong. That’s why employees stick around longer, even when recruiters are lurking in their LinkedIn DMs.
Fosters Innovation: Great ideas don’t come from a vacuum. They come from different brains colliding in the right way.
Develops Individual Strengths: A well-built team doesn’t just hit goals. It makes each person better at what they do.

When all of that happens, everyone wins. Your organization gets higher productivity, the team gets better results, and you have fewer Sunday Scaries.

Spotting Your Team’s Types

Every team has personalities you can mentally group into categories. Think of them as archetypes you’ll see again and again. Your job isn’t to “fix” these types. It’s to get them to work together without frustrating each other.

The C-Suite: Even if they aren’t in the C-Suite, they act like they are. Confident and decisive, they want control.
The Partier: They’re here for the vibes. If there’s a happy hour, they’re organizing it. If there’s a virtual meeting, they’re cracking jokes in the chat.
The Networker: This person is a connector. They know someone in every department and always seem to have the right intro at the right time.
The Process Improver: They can’t stand inefficiency. Expect comments like, “Why are we doing this in three steps when it could be done in one?”

Who Plays Nice Together and Who Doesn’t

I tell you this truth in love: not everyone meshes. The trick is preventing cliques from forming. That means watching who’s chatting in Slack side channels or dominating Zoom meetings while others stay on mute. Set the tone by calling people in, not out. Some examples:

The C-Suite and the Partier often clash. One wants order; the other wants fun. Remind them fun and productivity aren’t mutually exclusive goals.
The Networker and the Process Improver can frustrate each other. One thrives on people, the other on systems. Encourage them to see how their strengths complement each other: relationships open doors, and processes keep things running smoothly.
Surprisingly, the C-Suite and the Process Improver usually get along well. Both want results. They just approach them differently.

What to do Right Now

Pay Attention to Patterns: Who’s always talking? Who’s always silent? Spotting dynamics is step one.
Balance the Energy: Don’t let one type run the show. Make space for each strength.
Frame Collaboration as a Win for Everyone: Say, “Your process idea will make this easier, and your connections will get it approved faster.” People like hearing how they fit.
Encourage Cross-pollination: Ask the Partier to co-lead a brainstorming session with the C-Suite type. Pair the Networker with the Process Improver on rollout. Mix them up intentionally.

Which archetype are you? Please share in the comments.

An Inside Job

Last week we talked about external storytelling; talking about your organization to clients and prospects. I received an interesting question from the Is It Worth Your T.E.A.M.? community: “Yeah, but what about the stories we tell each other inside the organization?” Great question!

Outside In

The way you share stories inside your company shapes culture. Just like you use stories to communicate trust, loyalty, and momentum to those outside your organization, use them to communicate those things inside it too.

For example, think about the difference between telling your team, “We hit Q3 revenue goals” versus “Because we hit Q3 revenue goals, we’re funding more professional development courses next year.” Same data, very different story.

Remind the team they are humans striving for a common goal. Inside your company, that could mean telling the story of how a developer solved a sticky bug that was holding up a release, not just announcing, “The app update is live.”

How to Frame the Work

Last week we talked about how every good story has a beginning, middle, and end. Here’s how this could look internally:

Beginning (Context): Your product team was preparing for a major feature release hyped in the last all-hands call. Everyone knew why the date was circled on the calendar.
Middle (Challenge): Two weeks before launch, quality assurance testing flagged serious bugs. Developers were already maxed out, designers were juggling other requests, and morale dipped as the deadline slipped further out of reach.
End (Resolution): Instead of finger-pointing, leadership organized a cross-functional sprint. Marketing paused nonessential campaigns, IT freed up resources, and a few late nights later, the bugs were squashed. The launch landed just one week late, with lessons learned about testing earlier and collaborating faster.

This story acknowledges the inevitable bumps. People respect honesty more than spin. The best stories make people feel something: relief, pride, humor. But be careful. Forced emotion backfires. If you exaggerate or fabricate, your audience can sense it. Instead, lean on authentic anecdotes. Maybe your customer support team celebrated hitting a 95% satisfaction rate by baking cookies shaped like happy faces. Or maybe an employee quietly mentored a new hire through their first chaotic sales cycle. Those details connect because they’re real.

Show AND Tell

Stories stick when they’re tangible. Saying, “Our team is collaborative” is one thing. Sharing how three departments rallied to fix a client issue overnight shows it. Saying, “We value growth” is fine. Pointing to the analyst who became a manager because of your training program proves it. Whenever possible, support your points with case studies, testimonials, or direct experiences. Proof beats platitudes every time. Also, ending your story with a call to action like,“Here’s how you can get involved in the new initiative” sets you up to gather more stories to tell.

Here’s your call to action: Pick one story your organization could tell better, and refine it. Can you make it more human? More honest? More audience-focused? Then please share in the comments what you did.

Tell Stories That Stick

When you think about storytelling, you might picture novels, Netflix, or maybe that one friend who makes a Target run sound like Harry Potter and the Deathly Hallows. But if you work in any organization, then you’re already a storyteller whether or not you realize it. If that sounds overwhelming, don’t be scared. Telling your organization’s story doesn’t have to be hard. The key is to tell the right stories, in the right way, to the right people. Here are some ideas.

Know Your Audience (And What They Care About)

A lot of leaders stumble over storytelling because they tell the stories they want to hear, not the stories their audience needs. A prospect doesn’t need the play-by-play of your new cloud migration. They want to know: How will this save me time, cut my costs, or make me look good in front of my boss? Organizational storytelling isn’t a nice add-on. It’s a practical tool. The stories you tell shape your reputation. They build trust, loyalty, and momentum. Tailor them to resonate with your clients needs, not just your own pride in the project.

Put People at the Center

Facts matter. Metrics matter. But people remember people. If you want your message to resonate, wrap those numbers in human experiences. It could be a case study framed not as “We delivered X solution,” but as “A client was burning out trying to manage data manually, and here’s how we helped free up ten hours of their week.” Human stories create empathy. They remind your clients and prospects that your organization isn’t a machine. It’s made up of people making a difference.

Use a Clear Narrative Arc

Every good story has a beginning, middle, and end. This arc works because it mirrors how our brains process information. You aren’t going for drama, you’re going for clarity. In organizational terms: context, challenge, resolution. For example:

Beginning: What’s the situation? (The client was stuck in spreadsheets. The product launch was slipping.)
Middle: What’s the challenge? (Their data was messy. Their team was stretched thin.)
End: How was it resolved? (Automation streamlined reporting. A sprint pulled the launch over the finish line.)

Don’t Skip the Struggle

We love to airbrush our stories, but struggle is what makes them compelling. Saying “Everything went smoothly” is forgettable. Saying “We hit a wall, here’s how we climbed it” is memorable. Highlighting challenges and solutions shows resilience. Clients don’t want a perfect vendor. They want a reliable partner who can handle reality.

Position Your Brand as the Guide

Here’s the crucial shift: In every story, your organization shouldn’t be the hero. Your clients are the heroes. You’re the guide. You’re Yoda, not Luke. You’re the one equipping them with the tools, solutions, and support to succeed. This mindset keeps your stories humble, relatable, and persuasive. It also reinforces your value proposition: You exist to help others achieve their goals. (And become Jedi Masters.)

Wrap It Up with a Next Step

Every story needs a takeaway. Without one, your audience thinks, “Nice story. So what?” An organizational classic is, “Let’s schedule a call to explore how this could work for you.”

How do you tell your organization’s story? Please share in the comments.

Bridge the Gap

Your brand is the shorthand people use to describe you when you’re not in the room. It’s your reputation. If you’re perceived in a way you don’t want to be perceived, that’s a problem. What do you want to be known for at work? How do you make sure you’re actually known for that?

A performance review is a bad time to discover the image you’re transmitting is not the image your manager is receiving. For example: You want to be known as the person who can solve tough problems. But if people keep saying, “Jordan’s great! They answer emails instantly, no matter when you send them,” then your brand risks being ‘always available’ instead of ‘strategic thinker’. Speed is fine, but if the story others tell about you is more around responsiveness than problem-solving, the perception gap just swallowed your brand whole.

The Gap Between Self-Image and Brand

You know how you see yourself, but that doesn’t mean your coworkers or managers see you that way. You might think you’re organized because you keep an immaculate to-do list, but if you miss deadlines, the team will call you scattered. You might think you’re collaborative because you let everyone weigh in during meetings, but your team may quietly wish you’d just make a decision already. This is where the brand gap shows up. It lies in the little misalignments between your intent and others’ experience of you. Do any of these common branding misfires sound familiar?

Meetings: You think you’re being thorough by asking detailed questions. Others think you’re derailing the agenda.
Email habits: You believe instant replies show reliability. Others assume you have too much time on your hands or aren’t focused on bigger priorities.
Decision-making: You frame your approach as careful and thoughtful. Others see it as indecisive.

Your Ego’s Report Card

How do you bridge the perception gap? You ask people what they think. A 360-degree assessment, formal or informal, is one of the best tools you have. You gather feedback not just from your boss, but from peers, direct reports, even cross-functional colleagues. The feedback may sting, but think of it as your ego getting a performance review. Feedback is data and data is what you need to make decisions. It will tell you what to work on. Feedback usually comes with positives too. For example, maybe your manager says your presentations are a little too detailed, but your follow-through is unmatched. You can work with that. Soothing the sting with positive feedback helps you double down on strengths that people already notice.

Manage Your Brand

Clarify: Decide what you want to be known for (e.g., problem-solver, reliable leader, creative thinker, efficiency expert). If you don’t define it, others will define it for you.
Ask: Don’t wait for the annual review. A quick “Hey, when I run meetings, do I come across as clear and confident?” can reveal a lot.
Adjust: People can’t read your intentions. They can only see your actions. Do you want to be seen as decisive? Start summarizing meetings with, “Here’s the call I’m making.”
Repeat: Consistency is key. If you want to be the strategic thinker, don’t undercut yourself by showing up mainly as the fast replier.

How do you bridge the perception gap? Please share in the comments.

Your Career Compass

Promotions, project assignments, and pushback in meetings all come with trade-offs. Without a clear set of core values you’re just guessing which choice is right. With them you have a built-in compass that points you in the right direction even when the map is unclear.

What Are Your Core Values?

They are the deeply held beliefs that shape your decisions and actions. They’re the “why” behind your “what.” At work, they are the difference between wise choices and the ones you regret six months later. If you don’t know what your core values are, here is a list from Brene Brown (thank you!) to help you define them. After looking at the list:

Choose 10–15 values that resonate with you. Take your time but don’t overthink it
Whittle those down to 3–5. This is hard. Focus on what really drives you
Check your behavior against your list. This is where it gets uncomfortable: notice what you do, not just what you say. Values are only real if your actions reflect them. For example, if you say honesty is a core value but you leave inconvenient details out of a client report because it makes your team look better, then you may not be as committed to honesty as you thought. That’s not to shame you. It’s to help you notice when your behavior doesn’t match your stated values. The gap is revealing

Why Core Values Matter at Work

Leaders face this all the time: two options, both high stakes, both with trade-offs. Core values act as a filter. They help you set aside other people’s expectations so you can make decisions that align with who you are. For example, in a team meeting your manager proposes a project timeline you know is unrealistic. If one of your core values is integrity, that value pushes you to speak up even if it’s uncomfortable. If your top value is loyalty, you may frame your concerns differently, focusing on supporting the team while raising the issue.

Use Core Values to Guide Your Career

Short-term example: Your manager asks you to join a new project that would be great for your visibility but would require late nights for the next three weeks. If one of your values is balance, you may decide to pass or negotiate a more sustainable schedule. If your top value is growth, you may accept and plan for recovery time afterward.

Long-term example: You’re considering a job offer from a company with a reputation for high turnover and aggressive targets. If stability is a top value, you may decline. If innovation is a top value, you may decide the fast pace aligns with what you want.

In both cases, your values act like a GPS. You still choose the route, but they keep you pointed toward your destination.

How to Apply Your Core Values Right Now

Write them down and keep them visible: Put them on a sticky note on your laptop. Take a photo of them and use it as the wallpaper on your phone
Define 2–3 behaviors for each value: This makes them measurable and realistic
Run decisions through your values filter: When faced with a choice, ask: “Which option best aligns with my values?”
Use them in conversations: If you decline an opportunity, frame it around your values. For example: “I want to make sure I can deliver quality work, so I’m concerned about the current timeline.”
Revisit them quarterly: Your values may stay the same, but your behaviors may need updated as your career progresses

How do you use your core values to make wise career choices? Please share in the comments.

Are You Ready for It?

It’s promotion season! The time of year when titles shift, responsibilities grow, and opportunities open up. Whether your company follows a formal review process or leaves advancement up to individual managers, one thing is clear. You aren’t handed a promotion. You have to be ready and strategic.

Close Gaps

Before you ask for a promotion look up the job description for the role you want even if it’s not currently posted. What skills, certifications, or leadership abilities does it mention that your current role doesn’t require? Skill gaps aren’t deal breakers. But if they’re visible and unaddressed, they’re easy reasons to pass you over. Your good work does not speak for itself. Promotions go to people who proactively show they’re already doing some of what the next-level job demands. For example, if the job requires strategic planning, and you’re currently in a tactical role, think back to when you helped your team decide on quarterly goals or you made a case for prioritizing a project. Document that and be specific.

Highlight Impact

Instead of listing your tasks clearly state the outcomes your work produced. “Created reports,” is fine, but what happened as a result? You can say, “Increased reporting efficiency by 30% by restructuring our monthly deliverables.” When pitching yourself for a promotion, share examples of projects that had measurable impact. Then tie them directly to the role you want. For example, “Last quarter, I led a small team to implement a new client feedback loop. The experience taught me how to adapt communication styles across departments. That skill is required in the new role on a daily basis.”

Be Clear

Vague descriptions make it harder for others to see you in a bigger role. Swap out generic phrases with specific, transferable skills. Instead of “Ran meetings” say, “Facilitated weekly team syncs, keeping cross-functional partners aligned and on track.” Your goal is to make it easy for your manager to visualize you in the new position. Not just because you’re ready, but because you’ve already started acting like you’re in it.

Build Relationships

If no one in leadership knows your work, they can’t advocate for you when decisions are made. Be visible in the right ways: Speak up in meetings with thoughtful questions or insights. Offer to present team wins or project outcomes. Ask for feedback. Not just from your manager, but also from peers or other leaders you’ve worked with. If your manager knows the promotion is a stretch role, don’t shy away from acknowledging it. Say something like: “I may not be the most obvious candidate on paper, but I’ve been working intentionally to grow in these areas, and I believe I can bring real value to the team.”

Ask Professionally

Once you’ve done your prep, set up a meeting with your manager. This is not a casual hallway conversation. Frame it as a career development check-in. Come prepared with: A list of accomplishments tied to the new role. Evidence you’ve closed (or are closing) any skill gaps. A clear statement of your interest in the position. You are not bragging. You are owning your progress and signaling your readiness. You can say, “I’ve taken on more responsibility over the past year, and I’ve had the chance to lead several initiatives that improved team efficiency. I’ve reviewed the expectations for the position, and I believe I’m ready. I’d like to talk about what it would take to be considered.”

How do you clearly demonstrate the value you bring? Please share in the comments.

Pitching Change

You know you need presentation skills for giving a speech. But if you work with other people, you’re presenting all the time. In a Slack message. On a Zoom call. In a 15-minute check-in. Anytime you share an idea, pitch a change, or walk someone through your work, you’re presenting. And how well you do that matters. A lot.

The ability to present your ideas clearly and confidently is a soft skill that affects how you’re perceived, how well you get your work done, and how much influence you have. Here’s why.

Saves Time

We’ve all been in meetings where someone explains an idea for five minutes and afterward you’re still not sure what they meant. You’re confused about what you’re supposed to do with this information and frustrated that’s five minutes of your life you’ll never get back. Clear communication puts the focus on what matters. For example: You’re working on a new internal process that will speed up client onboarding. Instead of walking your team through every detail, you say: “Here’s what’s changing, why it matters, and how it will save us five hours a week.” Then limit your explanation to just those items. Now they’re with you.

Builds Trust

Presenting ideas well isn’t about being the loudest voice in the room. It’s about demonstrating you did the work. When you share ideas confidently, even in a one-on-one conversation, people take you seriously. The more you know your material and your audience, the less likely you’ll ramble, hedge, or over-explain. For example: You’re proposing a change to your team’s project timeline. You open with: “Here’s what I want to walk you through: the new timeline, what we gain from it, and how it keeps us on track without burnout.” You’re not just suggesting, you’re leading.

Drives Growth

People who communicate well advance their careers faster because they can show the value of what they know. According to a LinkedIn Workplace Learning Report, 92% of talent professionals say soft skills matter as much or more than hard skills. And communication tops the list. For example: You’re up for a stretch role that involves more cross-functional work. If you clearly present your past wins, share your approach, and respond to questions without spiraling, you’re more likely to land the opportunity.

Promotes Buy-In

You don’t need to be in sales to need persuasion skills. Every time you pitch a new idea, even internally, you’re trying to persuade someone. When you present well, you make it easy for people to say yes. That often means starting with the benefit to them, not you. For example, the next time you share one of your ideas, say this:“There are three things about this idea that I’m really excited about because they will help us hit our goals faster, save resources, and make things easier for the team.” Then dive into your proposal. Create interest and buy-in from the start.

Improves Results

When you’re boring or confusing, people check out. When you’re clear and direct, they lean in. For example: In a weekly team sync, you summarize a project’s status by saying: “We’re 75% done, we’ve cleared the two biggest obstacles, and we’re on pace to finish two days early.” That gets attention. You do more than inform, you engage.

Fosters Collaboration

When you present your thoughts clearly, you’re not just sharing your ideas, you’re creating space for others to build on them. For example: You’re brainstorming a solution for a client issue. You say: “Here’s my starting point. It fixes the core issue, works within budget, and gets us to resolution by Friday. Where do you see gaps or better options?” Now your team can focus on refining the solution instead of trying to figure out what you meant.

How do you effectively present your ideas? Please share in the comments.

Getting in Shape

This week I’m sharing a few questions I’m frequently asked about soft skills. If you feel like you’re managing a team that does what you say but nothing more, you’re not alone. Leading by compliance can get you results. But if you want people to bring their energy, skills, and ideas to the table then you have to inspire them. But how?

Can Soft Skills Be Developed?

Yes, and it takes intention. Think of soft skills like a muscle you have to train. You get better through practice, feedback, and observation. For example, you can learn to listen without interrupting, you can get better at showing empathy, and you can grow more comfortable owning your mistakes.

How Do You Measure Soft Skills?

They’re harder to measure than technical skills, but not impossible. You might track them by asking for 360-degree feedback from colleagues or by reflecting on how people respond to you. Do teammates come to you for advice? Are they honest with you? Do they seem motivated? These signals can tell you if your soft skills are working.

Why Are Soft Skills So Hard To Improve?

Three things: You often don’t get immediate feedback, your habits may be deeply ingrained, and improvement can feel uncomfortable. For example, showing vulnerability takes courage. If you push through that discomfort, you’ll see a huge shift in how your team responds to you. Here are four examples of soft skills and how to start exercising them right away.

Building Kindness

Kindness at work isn’t about being nice for its own sake. It’s about helping people feel seen and supported. Let’s say a teammate misses a deadline. Your gut reaction may be frustration. Instead of acting out of that emotion, schedule a quick one-on-one and calmly ask what got in the way. Maybe they’re swamped or dealing with personal issues. By showing you care, you open the door for a real conversation about workload, priorities, or support. And you send a clear signal that they matter beyond their output.

Building Trust

Trust is about giving others space to do their best work and believing they will. Let’s say you’re leading a project and have a big presentation coming up. A colleague offers to take on a tricky section. Even if you’re tempted to micromanage, you let them own it and you tell them you trust their expertise. That sense of ownership can motivate them to give their best effort, and it frees you up to focus on the bigger picture.

Building Vulnerability

Vulnerability at work is about honesty, especially when it feels risky. Let’s say during a team meeting you share you’re worried about hitting a deadline because of conflicting priorities. Instead of acting like you’ve got it all handled, you invite others to help problem-solve. You’ll be surprised how quickly teammates rally around you when you model openness.

Building Accountability

Accountability means holding yourself, and others, to commitments, while being fair. Let’s say you promise to deliver a report by Friday. Thursday rolls around, and you realize you won’t make it. You send a quick message explaining why and propose a new deadline. That small move shows your team that you don’t sweep things under the rug, and that you respect their time and trust.

What other soft skills would you have included? Please share in the comments.