Medical, scientific, and commercial accomplishments rely on mobilizing scientific and technical expertise. While expertise is critical for generating insights and outcomes, it does not necessarily translate into optimal organizational leadership.
Our approach respects the role of expertise while recognizing that leadership calls for connecting with others’ curiosity and convictions. When engaging others to pursue objectives, we must find out what they know, believe and experience. People will voice their experiences and perspectives when leaders create a context of trust and candor. This context enables mutual exploration of possibilities, true collaboration, and shared ownership of objectives.
We do not use the terms “hard” versus “soft” skills, which undervalue leadership capabilities. We prefer to say “technical” versus “people leadership” skills. Technical skills are typically accumulated over many years of schooling, practice and mentorship. People leadership skills are often de-emphasized during formal education, but they can be acquired through coaching and leadership development programs. We believe that leaders with both strong technical expertise and people leadership skills are uniquely positioned to create impact in today’s world.