The new Builder.com has a new tag line: "Beyond the code." The idea is that software developers can (and should) break out of their code silos and emerge as leaders in their organisations. But, for that to happen, programmers need more than top-notch coding chops. They also need people skills and the savvy to navigate corporate politics.
Or do they?
When I was laid off last June, I had to slap on a tie and shake hands with lots of recruiters. I foolishly assumed that, in addition to showcasing my technical experience, I should emphasise my strong organisational and communications skills. I practiced using the essential soft-skills catch phrases to drop during interviews. Repeat after me: "I am an effective communicator under tight deadlines." "I am a team player."
Boy, was I wasting my time! Not one of those recruiters asked me, "So, Matt, how well do you get along with your coworkers?" Or, "Why shouldn't you end a sentence in a preposition?"
All they cared about was whether I could comprehend Java code or had used LoadRunner. (I did have to explain to one recruiter the difference between Lode Runner, the classic arcade game, and LoadRunner, the automated testing tool produced by Mercury Interactive.)
The recruiters who heard my soft-skills pitch were probably thinking, "Listen, buddy, no public-speaking class will help you write better code. Come project crunch time, which is more important: what you learned at Toastmasters or how well you can debug Java code at 4 a.m.?"
