One look at the news gives a bleak look at how leadership is developing in the modern age. From exploitation to a general consensus of disengagement it is apparent that something in the way we are leading the new generations is not aligning.
Does the issue lie with those we are trying to lead? Too independent, unable to take criticism and in many instances unmotivated, it is possible that we are trying to develop workers who don’t particularly wish to be developed. This is a possibility; however, it is an issue which can hopefully be overcome through effective leadership.
In this new era, independence appears to be what more individuals are striving to achieve within the workplace. If leaders take this under consideration there is the possibility to utilise this attribute as a skill instead of a hinderance. Placing more trust in our young workers could work to an advantage by creating more space for diverse views and faith in working outside the box.
Alongside creating independence there is the growing necessity for leaders who challenge and motivate talent. Offering the confidence for people to try new skills and develop attributes which are difficult is a skill which leaders need to be focusing. Often it is easy to remember times when we ourselves were challenged and the tremendous growth which came from these risks. Whilst a difficult step to take, trust in ability, is perhaps what differentiates new avenues of success from traditional pathways?
Alternatively, leading through example is something that young workers are focusing on. No longer do people feel motivated by seeing leaders work from an epistemic distance and instead wish to see engagement and care. It has always been important to highlight the characteristics we are wishing to develop in young talent through our leaders, and with more and more young people focusing on genuineness and transparency this is an unavoidable attribute which is needed in our senior business people. Perhaps by placing an emphasis on hands-on leadership we can see higher levels of engagement?
Perhaps most importantly, talent is wanting additional time to work with leadership. Individuals who are passionate about progressing are hoping to be influenced by our leaders, so with this knowledge maybe the greatest thing leaders can focus on is setting aside time to actively influence and develop the team around them. Allowing opportunity for questions, reviews and asking individuals how they feel about tasks could be the skill which differentiates a leader thus changing a leader who appears distant and withdrawn to one who is able to harness individual talent and personability.
We are positioned with great opportunity for growth. Leadership has the opportunity to ensure they are developing talent in a way to get the most out of our individuals. This will ultimately ensure higher satisfaction within the workplace and higher levels of productivity.
Written by Lexie Cook, EP Business in Hospitality