Research says future leaders do these 4 things exceptionally well
(Source: thenextweb.com)

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(Original link: thenextweb.com)

News Events Index TQ Deals Answers TNW X Index TQ Deals Answers TNW X Contact Jobs Advertise Team About Latest TNW Sections Latest Insights Investing 2.0 About TNW Sites News Conference Index TQ Deals Answers Cyberspace Culture Research says future leaders do these 4 things exceptionally well by Larry Alton — in Contributors
7 shares Amidst all the talk about talent shortages in science and technology, an even more serious shortfall has flown under the radar: up-and-coming company leaders.
According to LinkedIn , companies worldwide consider leadership development their top talent challenge. Eighty-six percent say it’s “urgent” or “important” that they stock their leadership pipelines, yet a similar 85 percent say they’re struggling to do so.
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TAKE ME THERE If the problem isn’t one of awareness, what’s stopping today’s executives from grooming the next generation? In a phrase, shifting skill sets. Ironically, as technology advances, “soft” skills are edging out technical skills as those most important for modern leaders. Because 85 percent of the jobs that will be held in 2030 don’t yet exist, companies are betting on workers with always-in-demand skills, such as critical thinking and emotional intelligence.
That creates a challenge for current executives, most of whom were hired before software and online tutorials existed to shore up technical skill gaps. Instead of choosing the next team lead based on who can build the best widget, they’re now trying to evaluate employees on concepts that barely existed in pre-2000s workplace parlance.
Soft skills are, without a doubt, more difficult to spot than technical ones. Beyond basics like punctuality and respect, what exactly should executives be looking for?
1. An infectious sense of purpose The ugly secret of workplaces around the world is that barely one employee out of 10 is engaged. Although Gallup found U.S. employees were somewhat more engaged than their global peers, it stressed that current methods of employee incentivization and evaluation are broken.
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