In times of economic worry and uncertainty, one thing is clear: good managers are still in demand, but with a different outlook from the fair-weather captains and the old guard.
So what do “crisis-proof” and “new generation” actually mean?
Most people under 40 have barely experienced a real economic crisis in their working lives; many only know the era of zero interest rates.
At the same time, the days of relying on tried-and-tested leadership styles are over: leaders who delegate within large structures and confine themselves to working through tasks.
What’s needed now are people who can work in leaner structures and are prepared to get stuck into operational work themselves when necessary.
As artificial intelligence takes over more and more support functions, traditional roles are changing fast. What once took whole teams can now be done by one person. AI is everywhere, yet few managers have real practical experience beyond tools like ChatGPT. To be fair, things are moving very quickly, and the full power of the technology will only emerge over time.
At the same time, companies are increasingly looking for leaders who win people over emotionally and socially. They want managers who can make tough cuts when necessary while staying approachable and empathetic, without hiding behind their status.
A healthy degree of self-reflection, the ability to admit mistakes and the agility to change course are decisive today, without turning into a weathervane. This authentic yet flexible style of leadership is rare, and companies in transition need it urgently.
The job-cut programmes at large corporations show that managers who hide behind rigid hierarchies or rely on outdated recipes for success have had their day. What’s needed are people willing to take responsibility, even in fast-moving and often confusing situations. They know that real leadership means keeping a cool head in turbulent times while staying close to their people.
For many investors, the challenge is finding the right person: someone who can balance toughness, empathy, strategic foresight and operational delivery. The days of the delegating manager are over. What counts now is being ready to roll up your sleeves, face the challenges of uncomfortable times and strike a balance between humanity and innovation.
