Power Skills for Engineers: Communication That Scales
Introduction: Why Power Skills Matter More Than Ever
If you’ve spent any time in engineering, you know how quickly the landscape shifts beneath your feet. New tools, new frameworks, ever-tighter timelines—the technical side never sits still. But here’s the truth I’ve seen play out over and over: it’s not just about writing efficient code or designing robust systems. What truly sets high-impact engineers apart isn’t just their technical chops—it’s how well they communicate. And I’m not talking about dry status updates or checking a box for soft skills. I mean the real power skills: communicating with clarity, empathy, and the kind of persuasion that actually moves things forward.
This isn’t just my opinion. Hiring trends back it up. According to a Harvard Business School Online analysis of engineering job postings, about one-third of employers specifically require communication skills for engineering roles. And it goes deeper than a line on a job description. It’s about bridging the gap between technical know-how and business results. In fact, 86% of employees and execs say that poor communication and collaboration are the top reasons projects go off the rails, as highlighted by recent workplace communication statistics.
Here’s where this gets real: Power skills like communication aren’t just nice-to-haves—they’re essential if you want to lead projects, influence decisions, and create impact that lasts. As teams become more diverse and projects more complex, those who invest in these skills find themselves leading, even without a formal title.
A framework that’s always helped me visualize this is the T-shaped skills model. The vertical bar is your deep technical expertise; the horizontal bar is your ability to collaborate and communicate across disciplines. Both matter—but the horizontal is what lets you multiply your impact.
The Real Bottleneck: Translation Gaps, Not Technical Gaps
Let me level with you: most career roadblocks engineers hit aren’t because they lack technical ability. They’re because of what I call translation gaps. These are those moments when you know exactly what needs to happen, but you can’t quite get others on board—maybe because they don’t share your technical background, or maybe because your message just didn’t land.
I’ve struggled with this myself. Early on, I thought if I just delivered great work, people would see it. But projects stall, priorities get muddled, and sometimes it all comes down to one thing: did everyone understand what was needed and why?
Research backs this up. A recent study in high-skill engineering environments found that communication breakdowns—not technical flaws—are the main bottleneck to executing projects well. Even brilliant solutions go nowhere if teammates, product managers, or business leaders can’t follow your reasoning or see the value.
These translation gaps show up in all sorts of ways. On multinational teams, for instance, technical information can get lost in translation—literally—leading to costly delays, as described in this review of communication barriers. But you don’t need a global team to feel this pain. Even inside one company, relying on jargon or acronyms can quietly build walls between engineers and stakeholders.
I’ll never forget one major software rollout where weeks were lost because developers used internal code names to describe features. The business stakeholders? Completely confused about what was being prioritized. The fix was simple but powerful: switch to user-focused descriptions. Suddenly, everyone was speaking the same language—and progress picked up.
It’s easy to default to technical language when you’re talking with other engineers. It feels precise, even comforting. But when you’re dealing with non-technical colleagues, it can create distance and confusion. The antidote? Plain language that invites everyone in. And when tech terms are unavoidable, take a beat to explain them in context, as emphasized in this guide on communicating with non-technical stakeholders.
Translation gaps—moments when your message doesn’t land with non-technical audiences—are often the true source of project delays and misalignment. Journal of Leadership & Organizational Studies
Once you see that translation gaps—not just technical gaps—are what hold teams back, you can start to put your attention where it counts: building habits that keep projects moving and people connected.
Lessons From Experience: How Communication Scales Your Impact
Looking back on my years in engineering—across scrappy startups and big orgs alike—a clear pattern shows up: it’s rarely the pure technical rockstars who shape outcomes most. It’s the ones who know how to make themselves understood, who bring clarity into messy conversations, and who foster trust by showing empathy.
I’ll be honest—early in my career, I bought into the myth that being "the quiet one who delivers" was enough. So I kept my head down, shipped code, and hit deadlines. But as projects got bigger and cross-functional teams became the norm, I watched as key decisions went to those who could bridge worlds: translating complexity into actionable steps for folks from product, business, design—you name it.
What really set these engineers apart? They didn’t try to dominate meetings or always have the last word. Instead, they made sure everyone understood the 'why' behind decisions. They named problems clearly (never pointing fingers), gave feedback that was specific and kind, and always linked technical choices back to business value. They also asked the sort of thoughtful questions that lifted everyone’s thinking.
These habits build trust over time—trust that lets you influence roadmaps, resolve conflicts before they explode, and unblock stuck teams.
Communication sets an agenda, informs and builds understanding, and aligns with organizational objectives... Communication is also critical when you’re trying to inspire and rally your team toward a possible future for the organization and help your team envision their roles in that future. Organizational Leadership
One practical trick I’ve leaned on is the 'Ladder of Abstraction.' Start with high-level ideas everyone gets; drill down into details only as needed. It keeps the whole room with you—no one left behind.
If you want to learn more about leveraging trust for influence at work (without self-promotion), check out Visibility Is Contribution, Not Self-Promotion.
Power Skills in Action: Practical Habits for Engineers
So how do you actually build these power skills? In my experience, it comes down to a few intentional habits—simple shifts that deliver big returns over time.
Frame Problems Clearly
Instead of reacting with “I don’t agree,” try asking “What’s the core problem we’re trying to solve?” This moves things from friction to focus—and signals that you’re here for shared solutions, not turf wars.
Give Feedback That’s Specific and Constructive
We all appreciate a "good job," but it doesn’t teach us much. Try: “Your analysis on X helped us avoid Y—that was sharp.” You’re not just praising; you’re reinforcing what matters.
Check for Alignment
Silence doesn’t always mean agreement—it might mean confusion or hesitation. Invite voices in: “Are we all on the same page with this tradeoff?” It takes courage at first but pays off by surfacing concerns before they become blockers.
Translate Technical Choices Into Business Value
When talking with non-engineers, skip the deep-dive into architecture unless it’s needed. Instead say: “Implementing this caching layer will reduce load times for our users and support higher customer satisfaction.” If you must use jargon, pause to explain so everyone feels included—an approach covered in using plain language with stakeholders.
Choose Curiosity Over Certainty
Ask open-ended questions like “What other approaches might we consider?” rather than doubling down on your own view. This builds psychological safety—and usually leads to better solutions too.
When giving feedback (especially tough feedback), I recommend the 'Situation-Behavior-Impact' (SBI) framework: describe the situation, specify what you observed, and explain its impact. Keeps things clear and actionable.
Don’t skip this part—it’s where real change starts to happen. Adopting these habits doesn’t mean changing your personality; it’s about applying your problem-solving mindset to people as well as systems.
For actionable strategies on mastering feedback at every level (up, down, and sideways), read Mastering Feedback: Up, Down, and Sideways.
If you want to boost your listening skills—a foundational power skill—don’t miss Engaged Listening: The Key to Better Conversations.
Communication as Leverage: Leading Without a Title
I’ll say it plainly: Communication isn’t some 'soft' skill tacked onto the side of engineering—it’s one of your strongest levers for impact.
Mastering these power skills lets you lead from any seat at the table—even if you don’t have a fancy title yet. People start coming to you when they need clarity or direction in messy situations.
- You build trust—even when stakes are high or things get tense.
- You align teams quickly around shared goals (and avoid expensive misunderstandings).
- You empower others by making complex stuff accessible and actionable.
- You help shape roadmaps and unblock projects—not just by fixing code but by guiding tough conversations.
Think of it as a network amplifier: your influence spreads not just through direct actions but also through others who echo your clear messaging and thoughtful approach.
If you're interested in learning more about leading from any role—even if you're not officially "the boss"—see Beyond Senior: 4 Ways Engineers Can Grow Without Managing.
Getting Started: Small Steps, Lasting Impact
You don’t need to overhaul your whole approach overnight to start seeing results from these power skills. What I’ve found works best is starting small—making conscious choices in everyday moments that add up over time.
- Notice how you frame challenges in meetings or code reviews. Instead of jumping straight to opinions or solutions, pause to ask clarifying questions.
- Give specific feedback that focuses on impact, not just intention or effort.
- Summarize decisions out loud at the end of discussions—make sure everyone leaves with a shared understanding (this alone can cut down on so much confusion).
- Practice explaining technical concepts in plain English when talking with non-engineers—and watch for jargon sneaking in.
- Invite feedback on your own communication style; treat it as another area for growth.
Let me give you an example from a team I coached: One engineer began ending every meeting by reviewing action items out loud. At first it felt awkward—but soon everyone noticed fewer follow-up emails were needed and accountability improved across the board.
Above all, remember: becoming a high-impact engineer starts with intentional communication—and ends with leadership that scales well beyond code alone. Power skills aren’t optional extras; they’re core competencies for anyone who wants to drive innovation and leave a mark on their organization.
For more about building trust within teams (and why it's crucial for communication), explore The 8-Part Playbook for Building Trust Within Teams.
So next time you’re tempted to tune out during a conversation or gloss over explaining your choices—pause for a moment. That’s where the shift happens.