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When I began my HR career 28 years ago, diversity was a concept, an EEOC paperwork exercise, a mandatory training program.  We were compliant. We checked all the necessary boxes.  We would readily agree that diversity was a good thing, but the leadership style of the day was certainly more exclusive than inclusive, more narrow than wide and more top down than bottom up.

Organizational decisions were made behind closed doors with a select group of leaders. We would make decisions, using our best judgment, considering our past experiences, draft some loose communication plans (because a consultant told us we should), set some deadlines and call it a day.  These top-level meetings were usually held off-site and were always followed by a round of golf.

These leaders were not bad people; certainly not selfish, bias, or unkind.  They cared about outcomes, sacrificed time with their families to do a good job, and lost sleep when things did not go well.  It was what leaders did; and one could argue that for the most part, things usually worked out pretty well. 

Working as a consultant for the last 16 years, I have had the privilege of participating in many organizational cultures.  I’ve witnessed the shift in what is required of leaders.  Although gradual and more evident in some organizations than in others, it cannot be denied. 

Simply stated, in the words of famed executive coach Marshall Goldsmith, leaders are learning the hard way that “What got you here won’t get you there”.  As the generational demographic in our workforce continues to shift, the role of leader must necessarily evolve.   The expectations and values of this new workforce will not respond to the hierarchical leadership style of the past.  It simply will not work.

The new human capital:   

Tell Me!  The Traditionalists (born between 1922-1946) are still with us. They like hierarchy and structure they will quietly watch you succeed or fail, waiting for instructions.  The good news is that they have seen a lot.  You need to capitalize on their wisdom and seek it often before it is no longer available.

Follow Me!  The Baby Boomers (born between 1946-1964) are still going strong (77 million strong) and they worked hard to get where they are.  They need to be respected. They want to know that all the hard work along the way mattered and that they have achieved a level of importance. And you know they have.  They built the ladder that those after them will climb.  Consider also, that according to a Sloan Center on Aging and Work at Boston College the number of workers in the over age 55 category is projected to climb to over 25 percent of the workforce by 2019. So they are not going anywhere anytime soon.

Convince Me!  Sometimes,  Generation X (those born between 1964-1980)  is referred to as the forgotten generation. They are described as skeptical and reluctant, entrepreneurial and independent.  We need these folks. They still can see things clearer than most and they have the advantage of a questioning lens and now a bit of work experience to boot.  Coupled with their risk-tolerance, which is greater than that of their predecessors, their perspective can be a catalyst for meaningful change.

Let Me!  The millennials!  So much talk about these entitled and less than industrious upstarts (born 1980-2000).  More confident than competent; by next year, millennials will account for 36% of the U.S. workforce and by 2025, they will account for 75% of the global workplace. [U.S. Bureau of Labor Statistics / The Business and Professional Women's Foundation].   Despite the fact that they are on track to become the most educated generation in American history, we need to teach them. We need to be patient and we need to harness their energy and optimism as they will shape leadership in the not too distant future.

So what’s a leader to do?  How do we create a space for all these perspectives? We need to bring all these voices to the same table, with an open door and an open mind.  That is not to say that all decisions will be made democratically.  There will never be a guarantee that all will be happy, but you need to bring everyone along with you to allow for a process of shared understanding.  

Leaders Must:

• Tell the story, start at the beginning and share your frame of reference.  Your team members need not agree but they do need to understand.  Okay, so I hear you saying “should I have to explain myself”?  The answer is no, you SHOULD not have to, but the reality is you DO have to if you want to drive the engagement of your entire team.

• Respect all questions, require the input of all.

• Leave room for innovation, share the leadership in this way.

• Recognize strengths.  Consider the advantage of individual and generational differences.

• Step back and appreciate the dynamic and interesting diverse team you are lucky enough to lead.

I agree with Meghan M Biro, CEO at Talent Culture and Forbes.com contributor who said: 

“There’s a place for everyone in the world of work.  The work ethic of traditionalists can inspire all groups.  The optimism of boomers can help all employees see the positive in the Organization. The skepticism of Gen X will keep everyone honest and the enthusiasm and self- confidence of the millennials is infectious and inspiring.”

You would never set out on a challenging golf course without all your clubs… So, why would you embark on the challenges of your business without every perspective available to you?

Or better yet, let’s leave the golf metaphor behind and when we talk about links let’s think about the things that bring us together: our desire to contribute in ways that matter, to be appreciated and to make a difference.  

imagecredit: golflink.com