Leadership: IT DOESN’T FIT ANYMORE!

Sometime after each Thanksgiving my clothes shrink. My newest suit coat no longer buttons and the pleats in the pants are pulled tight. This is confusing because in my mind’s eye, I’m still that lean, mean, fighting machine that exited Army basic training in 1971. The truth is that my clothes have remained constant but the body these fabrics must cover has grown, reshaped and spread.

As planning for the new year and the new millennium begins, business owners / entrepreneurs will discover a similar problem of "fit". These owners and managers must wear many hats in the operation of their organizations. What is now being discovered by many individuals is that their # 1 hat -- the helmet of leadership -- is no longer comfortable.

This is especially alarming because it is the one hat that most owners pride themselves in wearing. They enjoy the role of leader. They recognize the importance of it. They are stimulated by the process and the result. They believe this to be their greatest contribution to their company. Unfortunately careful reflection in the mirror of the real world, reveals that their traditional leadership style is either no longer delivering results or does not provide the confidence needed to venture boldly into the next century. This is confusing to many leaders because their substance and style have not changed. Their vision, attitudes, aptitudes, values, etc. are rigid. These have worked -- these have been the foundation for the past success of their organization.

The truth is that their leadership style, like the aforementioned suit, must be altered in order to effectively "cover" this new body of followers!

We are leaving a recent history of abundance, power and control. The U.S. was the world leader -- the super power. We enjoyed the economy and lifestyle to be emulated by the rest of the world. The status quo was great -- to be embraced and defended.

Today, the world is changing. Driven by technology, a global economy and intense competition, "standing still" is not an option. The next century will begin as a time of conquest, competition and economic pioneering. Every organization will have to constantly adapt to a changing and more demanding marketplace.

Traditional organizations will try to go it alone by competing in tomorrow’s world with yesterday’s strategies. They will constantly fight for survival. Successful organizations will innovate. They will mature and prosper with systems of interdependence and cooperation. The challenges will be great, the opportunities greater.

With abundance, management is needed. The abundance must be inventoried. The need is to stand still (If it ain’t broke, don’t fix it!). Defend the status quo; hold the "high ground".

In times of change, uncertainty and conquest, leadership is necessary. Henry Kissinger stated correctly "the task of the leader is to get people from where they are to where they have not been." As we enter "tomorrow", leadership must be our major concern. We need pioneers.

Max DePree in Leadership is an Art defines the first responsibility of a leader is to "define reality". In this discussion of organizational leadership, it is critical that we first define the reality of yesterday, today and tomorrow.

As stated in The Leader of the Future "the only definition of a leader is someone who has followers." To establish leadership reality we must first discover "who the followers will be" and then define the competencies necessary to unify, direct and inspire these followers.

Our world currently "houses" three generations -- the Silent Majority, Baby Boomers and Generation X. Today is a transition phase. The reins of power / leadership are being transferred not from one individual to another but from one generation to another. Leadership of business, government, industry and society has for the most part been in the hands of the Silent Majority -- the most independent, courageous, hard working and heroic group in American history.

They are handing the reins of power to their children -- the "Baby Boomers" and charging them to protect and perpetuate the American Dream for all three groups. The more subtle but perhaps most important aspect of this charge is to also prepare the newest group, Generation X, for leadership many years into the future.

Yesterdays’ leaders and followers were born in the shadow of the Great Depression and baptized at the bombing of Pearl Harbor. They cut their teeth in combat or by praying, loving and supporting those who were at war. They charged machine gun fire on D-Day, dropped from the heavens in parachutes and fought in planes that today would not be allowed to fly or they buried and cared for those who did. They won this war and continued to fight for freedom in Korea, Berlin and wherever and whenever needed.

They lived their world on the bottom two rungs of Mazlow’s pyramid -- survival and security. They sought to and did establish order in a world in chaos. They built structures / systems that assured security. They worked to provide a "better life" for their children. They were driven by a sense of responsibility and they valued tradition -- the rules / the system.

Their leadership style was command and control. "Big boys don’t cry." "Just get the job done." "Don’t give me excuses, give me results." "Quit whining." "A man has to do what a man has to do." "Because I said so." "America, love it or leave it." "Win.", were their scripts.

They used power -- access, experience, force, and money -- to build this country and its organizations. They never made excuses or cried about their circumstances. They did what had to be done. They conquered conflict and crushed dissent. For fifty years, they have been the leaders and followers.

The visible leaders of this generation were mostly male and almost exclusively white. They built the systems and the processes. Their impact was immediate and direct. They created order and security. They marked this world but in the future they will not lead or control it.

The followers, those influencing and supporting these leaders, included most women and some people of color. Some people were excluded from this system. The immediate impact of this "support staff" was more subtle and their contribution often not recognized or acknowledged. Over the long term their influence will prove to be significant because they raised, trained, and shaped the next generation. They also worked to assure access of all people to future opportunities.

Their style was indirect. It was based upon influence, not power or control. These supporters were facilitators, nurturers, team builders, listeners, etc. They touched the heads, hearts and souls of the children. They strengthened the children’s "spirits" not just their backs.

They did not order. They discussed. They listened, felt and understood. They helped their children discover life not just tell them the way it had to be. They sought to understand dissent and resolve conflict. They taught decision making and options. Compassion and cooperation not command and control were their "C" words.

Their words were warm, "It’ll be OK." "Be patient." "You’ll get better." "You can do better." "If you can’t say something nice about someone, don’t say anything at all." "Don’t criticize, until you have walked a mile in their shoes." "Pick yourself up, dust yourself off, and start all over again." "I love you." I’m proud of you." "I believe in you."

Their children / successors -- the Baby Boomers -- were the recipients of the sacrifices of this Silent Majority group. They were defined by their parents’ efforts. They enjoyed a life in the upper end of the Mazlow pyramid. They had options in social issues, the chance to develop their self esteem and the opportunity to pursue self-actualization. Their parents provided them choices. Their defining event was the Vietnam War. Some fought, some ran. All were touched by the blood and gore and controversy of the war. It was the first war we lost. More significantly this war was the basis for a challenge to the system. It was the first time the system and the parents (mostly daddies) who ran it were challenged. The Baby Boomers asserted themselves.

Rebellion and experimentation in dress, lifestyle, language, sexuality, beliefs, etc. were the trademark of the development of the Baby Boomers. For most, life included abundance. All enjoyed greater opportunity than their parents. Daddy protected their roots, Momma strengthened their wings. Baby Boomers will not dance to the music of command and control. .

Freedom, options and liberty were lived. They valued the individual over the tradition and the institution. Choice, consensus, cooperation, synergy, etc. drive this group of followers as they transition to the role of leadership. This generation is more balanced in terms of opportunity and participation of all regardless of gender, color, ethnic background, age, etc. They have inherited a world of technology and information. Knowledge will be more important than power and money. Generation X is still "wet cement". Their tradition, values and leadership style is yet to be defined. They will be influenced significantly more by the Baby Boomers and their leadership than by any memory or history of the Silent Majority. Their focus has been on the individual -- social, self-esteem and self actualization opportunities prevail. There has not been the impact of a unifying event such as a depression or World War.

In general, their influencing experiences have been more personal and individual. These experiences are at the bottom of Mazlow’s pyramid. "Xers" have been or have known someone touched by crime and violence. They will learn that job security is not guaranteed. It is being replaced by opportunity earned through skill and knowledge. These experiences may motivate them to create a world safe / secure for all individuals..

Their world will include risk and reward --individual challenges. For those prepared with the right knowledge, opportunities will abound. The unprepared will answer to a cruel master. The future leadership provided by the Baby Boomers, will be the key factor in curing their foundation.

Tomorrow is the stage for our future world. The actors will be Baby Boomers and Generation Xers. The leaders will draft the script and direct the play. The leaders are limited only by the willingness and ability of the actors to follow. These leaders must know or will learn that their cast will be more diverse, independent, and in demand than ever before. Knowledge will be the individuals greatest asset and it will be in demand. Each will have options -- as described by Peter Drucker -- they will be volunteers. They will not respond to command and control.

The core competencies of leadership -- integrity, vision, energy, courage, passion, perseverance, etc. -- will still be needed. The application of these competencies will determine success or failure. The SUCCESSFUL director / leader of the future will not be able to rule like daddy did but must earn the right to lead with the use of the skill’s learned in momma’s lap.

To assure the right leadership fit for the future, you must be determine the following:

1.     What will be your stage? (In the short or mid term it will be global.)

2. Who is your audience? (Who are your internal and external "customers"?)

3. What are their expectations? (What play / role will satisfy them?)

4. What actors do you need to perform the play? (What are the needed roles?)

5. What resources, skills and rehearsals are necessary for the actors?

6. Who will make the best director(s)? Who can unify the cast and crew? Who can create           energy and an award winning performance?

Once you answer the above questions, assemble the cast / crew you need, involve them in refining the script, commit the time and energies needed to learn and rehearse the program. Perform. Read the critiques. Adjust the script and performances. Encourage constant learning and improvement. Watch for audience reaction. Listen to the applause and the boos. Adjust. Rehearse. Act. Keep the crew on script. Live the process. Love the result. Break a leg!

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