They need to work harder at more tasks, and to deploy softer skills
Save time by listening to our audio articles as you multitaskcourses used to focus on number-crunching and business strategy. Executives must still master these skills. Yet the corporate world has changed since thefirst became a rite of passage for high-powered executives. Management teams answer to a growing number of “stakeholders”, from employees to social activists, and face public scrutiny on their companies’ environmental, social and governance record.
Some of these new duties are delegated to new corporate roles. Prince Harry is the “chief impact officer” of a Silicon Valley firm. Clifford Chance, a law firm, has appointed a global “wellbeing and employee experience” chief. Nearly 5,000 people on LinkedIn, a social network, describe themselves as “chief happiness officers”. Still, most high-ranking managers will almost certainly need to perform each of these novel tasks to a greater or lesser extent.
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