Redifining expertise: Beyond the technical proficiency

Miriam Sultana

Imagine you are the manager of a football or a basketball team – a good and agile team does not always translate into having all top scorer players. Managers look for players with high potential and a diverse set of skills, with good foundations in terms of agility, ball control, position, shooting capability and speed. It is the diverse range of skills that makes a team comprehensive, and the concoction of skills determines the ultimate outcome of each game.

The workplace is no different. While specialized technical skills are essential, they are now simply the baseline. We might not realise immediately this, however in the age of AI and digital revolution expertise is being redefinedto an extent that emotional intelligence and soft skills are becoming imperative to success. This is predominantly the reason behind PKF Academy’s new portfolio of courses which are aimed at improving emotional intelligence, enhance leadership and employees’ soft skills at various hierarchical levels.

I have once read that emotional intelligence is simply the “operating system” whilst soft skills are simply the “interface” of ourselves; emotional intelligence is our ability to stay in control, regulated and aware whilst soft skills are how we interact and portray the image of ourselves relating to communication, teamwork and presence. Emotional intelligence is what keeps us in control in high-pressure and demanding environments.

A science behind moving up the corporate ladder

The importance of soft skills in a workplace is no news to the business community. As my interest in the subject grew, I’ve come across a study from 1918 by Charles Riborg Mann, published by the Carnegie Foundation. Over 100 years ago, Mann noted that soft skills are critical to the success of every organisation. Studies emphasising the importance of soft skills grew, indicating a growing demand by employers for non-cognitive skills, such as teamwork, problem-solving and decision making.

A more recent study by the Harvard Business Review[1] (August 2025), surveyed over 1,000 occupations across various US industries (2005 – 2019), capturing several skills segregated into foundational and technical skills. The researchers examined how employees’ skills developed across time, over the course of their respective career. The study notes that adaptability is imperative in the modern workplace; and those who fared strong on foundational skills – such as teamwork, empathy) moved quicker into more advanced roles and learn specialised skills quicker. The study goes to show that foundational skills made candidates more attractive for recruitment and determined their ability of how far the employees can climb the corporate ladder. At times, technical skills may become partly redundant over time, but the study suggests that employees who manage to master problem-solving skills, clear communication styles and teamwork tend to fare much better throughout their career.

In the graphic, Deming (2023) from Harvard University and NBER, notes what typical employers look for on resumes, which includes a combination of emotional and soft skills. Out of the 10 skills mentioned, only two can be classified as “hard”, and the rest are typically either a personal trait or evolved over time throughout a professional’s career path.

Rewiring for success

As AI is taking up the routine element of human work, and doing even more heavy lifting, the human elements of managing teams, performance management, interacting and communicating with clients and boards, executive command are all soft aspects which are becoming a professional’s most valuable currency alongside technical skills and competences.

AI is revolving expectations around deadlines and keeping the pressure on. With additional demands, the need for emotional intelligence becomes ever more imperative. Self-awareness, motivation and social skills are critical attributes that allow valuable teamwork and productive outcomes achievable. This is resonated by a plethora of mental health experts in the field, and a growing cohort of industry leaders are recognising that technical proficiency is no longer the sole gatekeeper of professional success. As AI seeks to optimise workflows and work on number crunching, it surely lacks the human touch that one expects to navigate the complexities of high-pressure environments.

At University, we are somewhat taught indirectly the soft skills that are ultimately used across organisations through academic groups, team projects and perhaps even participation in extra curriculum activities. Emotional intelligence is what distinguishes a professional from being a high performer to an impactful leader that is capable to be present in boardrooms, de-escalate conflicts, communicate effectively. That comes with an added responsibility – by fostering self-awareness and empathy, a high emotional intelligence can allow a sound professional not only to regulate its own emotions but also those of people around. Therefore, it becomes an irreplaceable asset and serves a good foundation for effective board or internal meetings, enhanced well-being and effective collaboration across teams. For client-facing individuals this becomes highly useful especially in conflict or disagreement situations with clients. Although we were typically brought up with the culture that the “client is always right”, it is simply more than that. Relying on this mantra may in fact stifle emotional intelligence as it prioritises a transactional win/loss dynamic over a human connection with the aim of resolving an issue. With emotional agility; a professional can recognise when the client is angry and perhaps whilst not right about the facts, the client would be right about their own feelings. It is therefore the ability of identifying the source of the frustration, and without sacrificing own boundaries.

Emotional intelligence and soft skills a are a set of flexible skills that are acquired, realised, practiced and strengthened at any point in a professional’s career. Whilst some individuals are naturally born with a strong emphatic character and a sense of self- awareness, the brain has the capability of rewiring our own natural pathways through intentional practice. As a professional realises self-awareness, self-regulation and social empathy the human brain can consciously change how to respond to stress, listen to others and handle difficult situations.

Miriam Sultana is Head of Advisory at PKF Malta

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