Today, leadership is difficult, more complicated and more nuanced. So, now, how do we lead this new workforce? Some changes will probably need to be made.
Yesterday, problem-solving was just for those with expertise and for others to follow standard operating procedures. Tomorrow, we need to be prepared to improvise due to so many first-time and first-ever issues and challenges. We will be dealing with new people regularly, studies show a little more 90% of the youngest generation employees expect to stay with an organization for less than three years.
Yesterday, decision-making was made at the top and the team was “informed” of the decisions. Tomorrow, teams will need to be consulted, involved, and persuaded to take-action on the decisions. Instead of silo departments, we will use collaborative teams to solve problems; whether customer needs, product launches, or entering new markets.
Yesterday, legitimate authority was based upon position, rules, and chain of command. Tomorrow, a significant amount of authority will be based on talent, respect, influence, and negotiated agreements. Our leadership and management style may need to change from authoritarian and directive to more coaching, teaching, and discussion.
I suggest starting a mentorship program right away and encouraging retiring employees to document the ins-and-outs of their jobs, and start incorporating this information into creating relevant training courses.
Documenting the ins-and-outs of your job will take quite a bit of time, but it is vital and valuable.
So, the question was: How will I lead? With purpose – like always. Now the purpose is to sustain the past successes and guarantee the same success for the next generations. If you recognize that some leadership and management practices need to change, contact me at kit@welchlin.com and I will create a presentation to bridge the gap.