"Soft skills" is an annoying term because it implies they're secondary to hard skills. They aren't. In most workplaces, they're what separates the people who advance from the people who stay flat.
The soft skill that matters most, in my experience, is clear communication — specifically, the ability to explain complex things simply and to make asks that are easy to say yes to. If you can write a concise email that gives someone exactly the context they need and ends with a clear next step, you'll be more effective than most of your peers. The same goes for meetings: knowing how to facilitate a decision instead of letting a conversation spin is remarkably rare and remarkably valued.
Managing up is a real skill that most people never explicitly develop. Your manager has incomplete information about what you're doing and what you need. Part of your job is to give them that information proactively. What are you working on? What's blocked? What decision do you need them to make? The people who develop a reputation for "making their manager's life easier" are the ones who get the most latitude and the best opportunities.
In many workplaces, the expectation is that you'll speak up in meetings — contribute ideas, ask questions, push back respectfully when you disagree. If you come from a culture where deference to seniority is the norm, this is a meaningful adjustment. Not speaking up in meetings is often read as disengagement or lack of ideas, even when it's cultural politeness. Practice speaking early in every meeting you're in — something as simple as asking a clarifying question helps establish your presence.
Finally: follow-through is underrated. Do what you said you would do, by when you said you'd do it, or communicate proactively if that's not possible. This sounds basic. The number of people who consistently fail to do it is astonishing.
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