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
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