Warning for managers of the old date. The era of “blurred” CEO is over

Rudi Bauer is CCO in WeareDevelopers, the largest recruitment platform in Europe for the IT industry. Earlier he was the managing director of Stepstone Austria. – Companies are no longer looking for classic bosses who are administrators, but personalities that they can lead through transformation – says.

Only industry knowledge and experience are not enough – managers who were considered to be appropriate yesterday, today they are often no longer wanted.

“Blur CEO”

Also Kaan Bluda, Headhunter and the CEO of the Bludaupartners advisory company, hears the same from the supervisory boards of various enterprises: “With the blurred CEO we have had so far, we will not enter the future”.

He sees the growing demand for “real leadership personalities” that take responsibility and give orientation. – For too long, no one hit the table with his fist and said: “It can't be like that” – criticizes Blandau.

He accuses many managers from the C-Level level that in the past they have focused too much on self-improvement and personal benefits. -There were even C-Level managers who insisted on remote work. In my opinion, the leader cannot lead from Home Office – says Blduau. For him, the presence is important – not only physical, but also an attitude.

Also, attempts to combine the role of a leader with personal needs, such as family, sport or free time, evaluates critically. “It's very far from what has done a great economy,” he says. After the war, this commitment, diligence and the will of reconstruction created prosperity. Today, many are in the comfort zone. “It can't be like that,” Blduau warns.

Bauer, however, claims that Today's managers, above all, lack a real digital way of thinking, openness to new things, the ability to receive feedback – and readiness to question themselves. Many leaders are strong in analysis, but weak in self -reflection. Cco WearedeVelopers assesses the way some managers cope with uncertainty. – Who today still focuses on “security through planning”, in the reality dominated by AI, a deficiency of talent and geopolitical shocks very quickly finds on the borders – says Bauer.

See also: The largest red flags during recruitment. Business Insidera readers indicate what they reject them

The era of administrators has come to an end

So what skills must CEO have in the future? Bluda mentions, among others Decision, charisma and the ability to empathize with various stakeholders. They also have to emanate certainty: “Optimism stabilizes people. That's why leaders are needed with a positive attitude.”

Bauer adds other key competences: system thinking, technological curiosity, communication force, empathy and courage to transformation. Managers should look at problems not in isolation, but recognize complex connections. They do not have to be programmers, but they should understand digital dynamics. Communication – both internal and external – must work, especially in hybrid and varied teams.

I: They should shape, not just manage – also against resistance. – And maybe the most important: deep personal clarity. Who wants to lead, must know the Siebi himself wellE – says Bauer.

Internationality as a key

Another point: international experience. Bluda emphasizes that mobility and intercultural competences are indispensable today. – Whoever wants to advance must be open to new cultures and work styles – only then you can become a CEO of globally operating group – he argues. Many leaders have become too comfortable, they do not want to move or go abroad anymore. For Blduau it is a clear recourse.

Bauer, in turn, warns primarily against wearing technology. He is sure: who does not understand technology, in the future will not have a chance for the highest positions. – AI, Data -based solutions and automation are no longer topics for specialists, but an element of every strategic leadership role – says Bauer. Finally, anyone who treats diversity only as an obligation, not a chance for the future, will be behind.

Bludau demands above all more decision -making among managers. – The ability to make decisions has expired in recent years. Many express the desire to take over responsibility, but retreat from specific decisions – says.

Especially in difficult times you also need to act against the trend – for example, when returning from Home Office to the office.

Bauer, on the other hand, sees the role of a modern manager differently: not as an individual decision maker, but as the so -called Enablera – that is in free translation from English “enabling others”. – The times of heroic lonely decision -makers are over. Today, it is about creating safe spaces in which teams, ideas and talents can develop individually – and above all, to be productive uncertainty – he says.

He advises the future top managers to explain their own attitude: Why do I want to lead? What drives me? Whoever cannot clearly answer these questions will quickly become a convertible or overloaded CEO.

The required skills of both experts may differ in some points, but the message is clear: who wants to conduct in the future must have more than experience and contact networks. You need an attitude, courage to change and the ability to acquire people – not only for projects, but also to a common vision.

The above text is a translation with German portal Welt