In the age of AI, technical skill is no longer the hands-down most important hiring criterion. The landscape is simply evolving too quickly. Skills like emotional intelligence, on the other hand, are rising in importance. Less visible factors, like how we regulate our emotions in the moment, accumulate over time and add up to results—in the same way that a tennis player’s stroke depends on numerous micro-decisions, which ultimately determine whether they win the match.

When I was building my company while holding down a full-time job, my days were defined by countless daily decisions, big and small. I found myself battling anxiety, perfectionism, and self-doubt. Learning to observe and manage those emotions didn’t just prevent burnout; it helped me to continue to grow and to build resilience. Wrangling my emotions became the difference between sputtering to a halt and moving forward.

As AI increasingly takes over manual, rote busywork, skills like emotional intelligence are more vital than ever. I agree with experts like Josh Bersin , who call them “ power skills ,” rather than soft skills. Here’s a closer look at the most in-demand skills for today’s employees and how leaders can help cultivate them within the workplace.

Spot Power Skills During Interviews

Cultivating power skills within your company begins during the hiring process. Importantly, this underlines why AI may help in recruiting, but the human touch remains vital. Humans are the best judges of less quantifiable skills.

Leaders and hiring managers can start by thinking through which skills are most valuable to your organization. For example, at Jotform, we work largely in the office. Teamwork, collaboration, and empathy are critical. And while experience isn’t discounted, ambition and growth potential are just as important.

When I conduct interviews (a task that I refuse to delegate entirely), I keep these qualities in mind. An empathetic candidate will listen closely and read between the lines. They’ll try to understand the human side of their role, like values, pressures, and motivations. An ambitious candidate with growth potential will ask questions that go beyond the immediate scope of the role. They’ll show curiosity about the broader business and its long-term direction.

Consider the most important qualities for your organization and figure out how to tease those out in an interview.

Delegate More Responsibility Sooner

Before I started Jotform, I worked as a software developer for a media company. I noticed a Catch-22 when it came to moving up the ladder. More advanced roles required certain skills, but the company didn’t give junior employees the chance to develop those same skills. Promotions often went to outside hires. Advancement ambitions within the organization fizzled. Motivation often followed.

At my company, we try to give junior employees opportunities that usually call for skills found in more senior roles. For example, we let them spearhead projects—even smaller ones—so they can learn how to lead a team and navigate interpersonal conflicts as they arise. If someone needs to give a presentation, we offer newer hires a chance, so they quickly gain experience communicating effectively and thinking on the fly.

As a result, those skills are something we aim to develop internally rather than something we’re forced to hire for.

Weave Power Skills Into Mentorship Programs

Spotting soft skills during hiring and developing them on the job is a great way to cultivate a culture of power skills within your organization. But providing direct communication channels where rising employees can discuss them—ask questions, get feedback, and seek advice—helps reinforce those skills. That’s where mentorship programs can be pivotal.

Harvard Business Review recommends organizations adopt a mentoring-for-all approach, making sure each employee is assigned a mentor, and embedding mentoring into ongoing performance and development conversations. These regular conversations are a great opportunity to address power skills.

At Jotform, our mentors regularly check in with mentees on their progress, including how they’re managing job-related stress and how they feel about the power skills required for their role—and where they hope to go next. Mentees know they can ask any questions, including for resources to develop areas where they feel shaky. We’ve found that when mentorship is built into everyday work across the company, skill development becomes standard practice rather than an optional benefit.