What Leaders Need to Know About Tomorrows Skills | Markus Tomaschitz, Dr. | TEDxGraz

Quick Overview

Markus Tomaschitz argues that the core of future leadership success lies in shifting from hierarchical command to collaborative people development and culture building, emphasizing that leaders must master emotional intelligence and humility to inspire loyalty, rather than relying on fear or outdated management styles, especially when facing constant change and uncertainty.

Key Points: Future leaders must be less hierarchical and more collaborative, focusing on being people developers and culture builders. Surveys from 2011 and 2023 show that leaders are increasingly perceived as unattractive or even undesirable (like Mr. Burns), with employees valuing being valued, a sense of belonging, and trusting teammates. The main fears for managers and leaders include making the wrong decision, letting the team down, failing publicly, managing emotions/egos, high responsibility, and feeling 'always on'. Successful leadership today requires high emotional intelligence (EQ) and the ability to navigate ambiguity and interpersonal dynamics, which is often harder than technical tasks. The speaker contrasts the slow, deliberate rhythm of classical music (representing old leadership) with the fast, improvisational nature of Jazz (representing modern, adaptable leadership). Companies expect leaders to reach goals, navigate change, and operate effectively in uncertainty, demanding skills that are often underdeveloped in traditional leadership training.

Context: Markus Tomaschitz, a personnel manager in a technology company, addresses the evolving expectations for leadership skills in the modern workplace, contrasting traditional, hierarchical styles with the emerging need for collaborative, emotionally intelligent leaders. He references data from the magazine 'brand eins' regarding employee desires and lists common fears held by current managers to frame the discussion on what skills are necessary for tomorrow's leaders.

Detailed Analysis

Markus Tomaschitz establishes that leaders are constantly challenged to reflect on the skills required for tomorrow, noting that many current leaders, especially in tech and natural sciences, are not naturally equipped for this evolution. He highlights a negative public perception of leadership, citing a 'brand eins' cover theme of 'Scheißjob' (Shitty Job) from 2011, where only 1 in 10 people wanted a management role, a trend that continues today. He poses the central question: 'How attractive are leadership roles today?' He points out that if leaders fear having to fire people or be consistently unpleasant, they are in the wrong role. The core problem is that leaders often fail to meet employee expectations: being valued, belonging, and having caring, trusting teammates. Furthermore, companies expect leaders to reach goals, navigate change, and operate in uncertainty—tasks that require high emotional intelligence and adaptability, which are often underdeveloped. Tomaschitz contrasts the rigid, slow rhythm of classical music with the improvisational, fast rhythm of Jazz to illustrate the shift from predictable management to necessary adaptability. He concludes that leadership is being redefined to be less hierarchical and more collaborative, requiring leaders to become people developers and culture builders who can foster environments where people feel valued and connected.