For one moment, ask yourself the very simple question – which teacher at school do you remember most fondly and why?
Research tells us that most answer the above based on the teacher who encouraged them most, inspired them to be better. It is arguably the same in relation to those who had influence in the early days of our careers. We all will possess memories of those who helped us feel that we could aspire for better.
Today the challenge is to inspire and enable new generations to take become leaders who can guide organizations into the future. Over the last ten years, there has never been fewer under 35s breakthrough to board levels. Between 2014 and 2019 the average age of the CEO increased by 15 years in 15 years. The average age of a board director has increased by a decade since 2009.
The argument is that investors want experience and no risk but wherever was it written that age and experience equated to great leadership? Some of the greatest leaders have been in their 40s – Blair, Kennedy, Obama all were deemed too young were arguably are a match for any leader more experienced.
There is a real need to change the thinking and dynamic which has dominated the last decade. Trust in proven leadership is understandable but there needs to be also investing in the future. It is not acceptable to close the door to growing talent. It is a responsibility and history shows that when young talents feel enabled and see opportunity, then economies grow and prosper.
Today the challenge is to inspire and enable new generations to take become leaders who can guide organizations into the future.
But the argument is deeper still. Work cultures and offices did become staid. Management becomes all about control and process over empowerment. There is a good reason why so many do not want to return to offices; why so many feel disengaged. It has little to do with the pandemic.
Leadership has not always stood tall over the last twenty years for those in its employ.
Do you know how many Directors lost their jobs more than the normal ratio during the 2008/9 Financial Crash? And how many employees lost their roles?
1% and over 1m.
L&D budgets have halved in the last twenty years. One senior Industry executive privately spoke at an industry event in 2004 noting that no CEO will invest in people as this was deemed a luxury expense. This was so misguided and yet it prevailed.
The talent shortages which now challenge the industry are also an opportunity to create genuine change. The challenge for all is to enable and empower once again younger talent to challenge their seniors.
There was an interesting observation made in a recent meeting. It was noted that back in offices were the leading executives and the most junior members of corporate teams. For the first time, there were able to develop relationships between the two without interference. Could this, it was asked, create the change so much needed?
Ritrovo https://myritrovo.com is in discussions with companies to create new leadership development centres to enable talent. This is the core objective; to actively support and enable talent so that companies can become stronger.