Contents
Courage in leadership is often confused with how one appears to the outside world. It is harder to fight externally and demand uncomfortable things internally at the same time. ORF Director General Ingrid Thurnher did both in August 2026, and did so shortly before handing over to her successor. An example of the Quality of Courage.
Calling the situation by its name
Situation
From 2027, the federal government’s compensation for the abolished input tax deduction will cease. As a result, ORF will be short of 93 million euros per year, while the fee of 15.30 euros remains frozen. Thurnher said the cut touches “the very foundations of ORF”.
Link to the quality
Courage begins with clarity. Those who play down a threat spare themselves trouble in the short term and take away the organisation’s time to react.
The conflict with the funder
Situation
In mid-August, Thurnher announced a complaint to the Constitutional Court and notified the media authority KommAustria that the costs of the public service remit from 2027 to 2029 were not covered. The step is backed by legal opinions.
Link to the quality
It takes courage to take on those you depend on. Thurnher chooses the legal route and not the headline. Courage and diligence belong together.
The bitter pill internally
Situation
At the same time, Thurnher prepared the workforce for a “bitter pill”. ORF would have to “completely reposition itself in many of its parts”. She rejected a fee increase; savings would come first.
Link to the quality
Those who only fight externally make it easy for themselves. The dispute only becomes credible when the leadership also demands something of its own house. Here, courage touches on the Law of Sacrifice.
Not with the lawnmower
Situation
Savings are not to be made by the “lawnmower method”. The management levels are affected too: in future, managers are to be responsible for larger areas. Talks with the works council are pending.
Link to the quality
Cutting evenly is the comfortable way, because no one is favoured. It is more courageous to decide what stays and what does not, and to start at the top.
Courage at the end of a term
Situation
Thurnher is handing over the office to Clemens Pig. According to reports, the constitutional complaint has been coordinated with him.
Link to the quality
At the end of a term, it would be easy to leave the conflict to the successor. Thurnher takes it on herself and coordinates it. In this way she hands over a house that knows its situation.
Key takeaways
Key lessons
- Name the situation before you talk about solutions.
- Courage needs preparation. Safeguard your step.
- Demand of your organisation what you demand of others.
- Decide what stays instead of cutting a little everywhere.
- Do not leave unpleasant decisions to your successor.
Summary
Thurnher combines two uncomfortable steps: the legal dispute with the state and the austerity course in her own house. Whether the complaint will succeed is open. What counts as an example of leadership is that she conducts the conflict openly, backs it up professionally and does not distribute the burdens one-sidedly.