The role of the CEO has changed July 31, 2022 by Belinda EganIn the largest-scale study of senior executive job descriptions ever conducted, Harvard Business Review and Russell Reynolds found something pleasantly surprising: since the 2000s, more job descriptions place a higher value on hiring someone with strong social skills over technical training and experience. The role of the CEO has changed dramatically: from someone behind the scenes dealing with big-picture stuff in the past to now being asked to show up front and center and take a strong stance on political and societal issues while being aware and sensitive to the unique experiences of everyone they lead. Today’s article looks closer at the unique cognitive and social skills that are beneficial to any member of the C-suite in the modern corporate experience. In the current context of our world, the practical use of these characteristics makes a lot of sense: on the world stage, we’re seeing more and more examples of leaders who have failed in a big way and shown us why soft skills, humility, and thoughtfulness towards the future matter. The ability to examine complex economic environments, foreseeing and planning for multiple outcomes (recession, depression, inflation, layoffs, etc) The modern executive has to wear the hat of a statesperson, pundit, spokesperson, and forecaster in order to make sure that their organization is prepared for all possible outcomes, from changes to legislation to ensuring employee security during times of financial duress. Without this crucial skill of examination and planning, members of the C-suite risk their job, reputation, and the success of the organization and employees. A hyper-awareness of society’s shifting attitudes, trends, and belief systems The court of public opinion has never been more on fire than it is in 2022. Social and mass media have made the vocalizing and amplifying of society’s opinions impossible to ignore, and organizations are being called on to pick sides on issues of identity, equity, and human rights. In fact, recent research from CNBC/Momentive Workforce Survey shows that 56% of workers approve of business leaders speaking up about social and political issues. At the same time, the same study found that only 32% of workers would approve of a leader speaking up in opposition to their personal beliefs. What this means for executives is that they have to have a good sense of how public opinion is turning, but more importantly: how their team feels about it. In the past, discussions of politics and social policy were heavily discouraged in the workplace. Those days are gone. And as a leader, you may be called to help develop an organizational stance on polarizing issues. Listening with an open mind to perspectives that might be wildly different from their own In order to see all sides of the coin, make educated decisions, and understand the experience of the people they’re leading, executives should routinely explore the experience and perspective of their team members, peers, and colleagues. Especially if they differ from your own! It’s important to have a well-balanced perspective in life, informed by the experience and wisdom of others. Leaders who only spend time with others who agree with them tend to become narrow-minded, despondent and less empathetic to the world around them. In becoming closed off in your perspective, you lose sight of the creative potential of “the gray” – the unexplored possibilities beyond what you currently believe are plausible. Thinking creatively (especially when under pressure to make changes in your organization) leads to exciting new outcomes – but you will find your creativity waning if you’re always swimming in the same pool. Adaptive, measured, and realistic during crisis Executives of the past might have been accustomed to handling crises once every few quarters, at most. But we’re living in very uncertain times right now, and given the probable announcement of recession in the States, supply chain issues around the globe, and global political tensions mounting, crises are inevitably going to happen more frequently. The most effective executives will have planned accordingly, and have a Plan A, B, and C ready – but also ready to adapt that plan to constant change. A measured response to crisis looks like: Keeping your emotions in check (but also not emotionless – especially if you’re laying off team members) Remaining respectful and communicative instead of shutting down Humbling yourself if mistakes are made under pressure by apologizing and using corrective measures Holding space for your team members to vent their frustrations and fears Finally, being overly optimistic or faux-cheerful during a crisis is unhelpful and unwise. If you expect there will be layoffs, open a discussion about it with your team. Don’t make promises you can’t keep. Don’t tell your team members “everything will be okay”. Times of economic distress are heartbreaking and scary, and your team will look to you to provide them real, helpful guidance, not fluffy words and wishy-washy statements of hope. ______________________________________ It’s a very challenging time to be a leader, but you have the chance to lead your team through life-changing disruptions in a way that will empower, enrich, and inspire them. But you need to develop very strong leadership skills to do it. Download our white paper on the incredible return on investment you and your organization can expect when you invest in yourself. Download Leadership ROI White Paper now