CEOs: Hard Skills vs. Soft Skills
A Wall Street Journal article by George Anders focuses on a new study that supports the notion that tough CEOs are the most successful. CEOs who have an abundance of “hard skills” like following through on commitments, hiring Grade A players, analytical skills and setting high standards are more likely to succeed. Translation? Be hard-nosed and tough-minded, and the corporate world will be your playground.
On the other hand, CEOs burdened with “soft skills” like enthusiasm, treating people with respect, creativity, persuasion and listening skills are less likely to succeed. Translation? Focus on teamwork and flexibility, and you’re destined for a second-tier company. Of course, it isn’t quite that simple.
The report looks principally at CEOs of buyout-companies, which means high debt and the need to improve operating results quickly. A hard-charging, aggressive CEO is just what the hard skills doctor ordered. On the other hand, a public-company probably needs a CEO suited to deal with a more mature, more diverse group of constituencies. A gentler, more patient CEO is just what the soft skills doctor ordered.
I suspect there are reports showing all sorts of things when it comes to this subject. There is surely quite a list of successful CEOs who are purely hard skills. There is surely quite a list of successful CEOs who are puely soft skills. There is surely an even bigger list of successful CEOs who are a mix and match of hard and soft skills.
As an employment lawyer, I take issue with results of the study reported in Mr. Anders article. I’ll concede that there’s always a never-ending debate on the subject of who makes the best CEO. I’ll also note that a CEO with hard skills produces more business for me. But a CEO with soft skills is more likely to help create a relatively peaceful, nurturing and productive enough workplace. That means fewer chances of unions, discrimination charges and employment lawsuits.
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About Chris Parker
Chris Parker's practice focuses on the representation and counseling of companies in matters pertaining to the workplace and the protection of their intellectual property and trade secrets. In addition to serving as an advocate for clients, Mr. Parker is also trained as a mediator and frequently serves as a third-party neutral.
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About Jimmy Daniel
Jimmy Daniel provides counseling to businesses of all sizes related to the employment relationship. He assists in the drafting of employment agreements, policies, and handbooks, as well as provides guidance related to compliance with federal, state, and local legislation such as the Fair Labor Standards Act and the Family and Medical Leave Act.
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About Larry Bridgesmith
While serving in an Of Counsel relationship with the firm, Mr. Bridgesmith also serves as the Executive Director at the Institute for Conflict Resolution at Lipscomb University and as an officer and principal in Strategic Resolutions Group, LLC. In these roles, Mr. Bridgesmith brings over 30 years of legal experience in dispute resolution and innovative workplace strategies to clients, students and business entities alike.
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“I’ll also note that a CEO with hard skills produces more business for me. ”
Worth the price of admission John. Thanks!
Thanks for your comment, E.
I keep advising clients to do things they won’t do, and as long as they don’t, I’ll stay in business.
While I wouldn’t want to work for a CEO with hard skills as an employee, I enjoy working for him/her as a lawyer.