Leadership is about learning about oneself and inspiring others to be to be the best they possibly can be through a variety of methods. 

 

Here are the seven C-level skills and traits companies prize most:

 

Leadership. The skills cited as most indispensable for C-level executives—not just CEOs—are those that jointly constitute leadership. One consultant described the search for a chief information officer in these terms: "Whereas technical expertise was previously paramount, these competencies [being sought today] are more about leadership skills than technical ones." The consultants differed on the type of leadership most highly in demand, mentioning "inspirational leadership," "leadership in a non-authoritarian manner that works with today's executive talent," "take-charge" leadership, "leadership balanced with authenticity, respect for others, and trust building," and "strategic leadership." Ethical leadership was also mentioned. Some consultants observed that the type of leadership sought depends on a company's specific needs. "Visionary leadership is frequently mentioned when a company is on a new path, adopting a new strategy, or at a tipping point in its growth," one respondent noted. Another said, "Driving an organization or function to a higher level of performance, efficiency, or growth requires a 'take-charge' leadership." One consultant predicted that firms in 2020 will seek the "same [attributes as in 2010] but with an even greater appreciation for the intangibles of leadership and [for experience] having led a business through tough times." 

 

Strategic thinking and execution. "Strategic foresight"— the ability to think strategically, often on a global basis—was also frequently cited. One consultant stressed the ability to "set the strategic direction" for the organization; another equated strategic thinking with "integrative leadership." Others emphasized that strategic thinking also calls for the ability to execute a vision, which one respondent called "operating savvy" and another defined as "a high standard in execution." One consultant pointed out that strategic thinking is a relatively new requirement for many functional C-level executives, and another noted that the surge in attention to strategic thinking occurred in the decade 2000-2010. [BA1] 

 

Technical and technology skills. The third most frequently cited requirement for C-level executives was technical skills—specifically, deep familiarity with the particular body of knowledge under their auspices, such as law, financials, or technology. Many respondents stressed technology skills and technical literacy. "A C-level executive needs to understand how technology is impacting their organization and how to exploit technology," one respondent asserted. Others stressed financial acumen and "industry-specific content knowledge." In contrast to popular wisdom, many technical skills are not declining but increasing in importance. 

 

Team- and relationship-building. Many consultants emphasized team-related skills: building and leading teams and working collegially. "A world-class leader must be able to hire and develop an exceptionally strong leadership team—he/she cannot succeed as a brilliant one-person player," one asserted. Another said that today's executive must be "more interested and skilled in developing his/her team, less self-oriented." Executives no longer sit behind closed doors," one consultant said; instead they must be "team-oriented, capable of multitasking continuously, leading without rank, resisting stress, ensuring that subordinates do not suffer burnout—and do this with a big smile in an open-plan office." One consultant characterized the entire company as a team and described the executive's job as "leading and developing the company's team, from the leadership down to the 'troops.'"

 

Communication and presentation. Collectively, the consultants said the ideal C-suite candidate possesses the power of persuasion and excellent presentation skills—which one consultant called "the intellectual capability to interact with a wide variety of stakeholders." This is a tall order because there are many more stakeholders now than before. Speaking convincingly to the concerns of varied audiences— knowledgeable and unsophisticated, internal and external, friendly and skeptical—calls for mental deftness and stylistic versatility. Some consultants emphasized that a strong candidate should be "board-ready"; others emphasized the ability to "influence the direction of a business and the front office" and to achieve "organizational buy-in." And C-level executives must also be adept at communicating externally. "Presentation skills have become key to success," one consultant said, "and will continue to be of increasing importance in the future, as the media, governments, employees, shareholders and regulators take an ever-increasing interest in what occurs in big business." Another warned that executives need to be "good at making presentations in front of a 'tough audience.'" Finally, C-level executives must be adept in receiving and synthesizing information. 

 

Change-management. Virtually unacknowledged and underappreciated until quite recently, change-management skills are in growing demand. Consultants noted rising demand for an executive who is a "change driver," able to "lead a transformation/change agenda" and capable of "driving transformational change."One thoughtful consultant said that, as a job specification, change management typically has less to do with driving drastic firm-wide change than with being at ease with constant flux. "This requires a 'change-agent' executive," he noted, "motivated by a continuous-improvement mindset, a sense of always upgrading organizations, building better processes and systems, improving commercial relationships, increasing market share, and developing leadership." Another consultant noted that a firm seeking an executive who can engineer change often opts for an external candidate on the grounds that an external hire can bring "a new skill set that can lead to significant change and growth." 

 

Integrity. Although not skills per se, integrity and a reputation for ethical conduct are highly valued, according to the consultants we surveyed. One said that hiring companies want "unquestioned ethics." Another remarked that ethical conduct was not explicitly sought in the past but would be front and center going forward: "Personal integrity and ethical behavior . . . are far more important now because of the speed of communication." Another said that "organizations are more attuned to the 'acceptability' of senior hires, be it to regulators, investors or governments." 

 

Given the 7 competencies listed, these competencies can be applied to any employee at any level within a company. Knowing this, it seems as though hard skills within leadership are declining, and the importance of soft skills is on the rise. Consider the following as you reflect on this and construct your written response: 

 

1. Are soft skills on the rise, or are collaboration, team leadership, etc., given more importance in today's global economy? When of this, consider the importance of hard skills (market knowledge, strategic orientation, etc.) within the role of being a transformational leader. Is one more important than another? 
2. Reflect on transformational leaders; out of these 7 competencies, which one aided them in being a successful transformational leader? As an employee, out of the 7 competencies, which one do you think is the most important and why? 
3. Finally, as a leader, out of the 7 competencies, which one do you think is the most important to impact transformational change? Why?

Answer rating: 100% (QA)

Soft Skills and Global Economy Soft skills including collaboration and team leadership are indeed gaining more importance in todays global economy The ... View the full answer