Very technical roles require very technical skills. Information security experts, software developers, architects and others all need specialist skills as a baseline.
But in general those people (like so many others) don’t work alone, and it’s important that their work meshes with others. If we treat our staff like cogs in a machine then that meshing will work fine. But most organisations will not want to treat their people like that, and even if they did most wouldn’t stand for it. So successful “meshing”, or teamwork, will rely on other, non-technical, skills, too.
A knowledgable information security expert has important insight to pass on to implementation teams and executives, but to be successful those insights need to be acted upon. It’s no good the security expert just saying “these are the dangers, this is what you must do”; suggestions and wishes have to compete with other demands on people’s time. An architect might create a wonderful design, but if it isn’t implemented then it’s a waste of effort. A software developer might write beautiful code, but if it doesn’t integrate with other people’s work then it’s not very useful.
All these jobs are technical, but they are not just technical. Skills in influencing, collaboration, listening and teamwork are all essential.
This all comes back to understanding what success looks like in our jobs. And for almost everyone it’s about making a positive difference in the real world. That’s why those non-technical skills are so vital.