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Leadership in the Millennium
As we approach the infamous Y2K, there is a pronounced shift in the leadership demands confronting organizations, demands that are distinct from those of the '80s and '90s. Obviously these changes reflect shifts in the global economy, competition, and human resource needs.
There are two distinct changes. The first is, we've heard extensively from Warren Bennis, Tom Peters, and a host of other leadership experts about the importance and role of the visionary leader. The visionary leader concept dominated much of the '80s and '90s. Today there is a shift from vision to execution. Vision has not gone away, but the criteria for a vision to be charismatic and compelling has been replaced with "Is this accurate?" What we find is an emphasis on implementation in organizational life. The leader of today and tomorrow must not simply have a vision that inspires others, but be able to execute it successfully to ensure that vision becomes a reality.
The second distinct change is in the human resources, i.e. people, realm. Increasingly workers are relying on the workplace as their primary community in life. This is a very complex subject, but suffice it to say, with the decline of marriage and family, neighborhoods, and traditional institutions, the workplace has surfaced as a consistent, stable community for much of the work population. As a result, the demands for much of the workers on their workplace for qualitative values have increased, which is also augmented by the diversity of the workforce as well as gender issues. Daniel Goleman provided us a rich asset in his coining of the term "Emotional Intelligence," summarizing and cataloging many of the soft, qualitative attributes that we knew were important but couldn't quite organize. The role of effective emotional intelligence for leaders has dramatically increased, and is surfacing as nonnegotiable. In other words, E.Q. (Emotional Intelligence) skills are essential, not optional, for the leader in the new millennium.
These are two distinct trends which mark the leadership requirements for the millennium. Successful implementation of these two trends requires specific behaviors. The following grid illustrates these two trends as well as needed leadership behaviors.
In looking at the separate leadership skills which comprise execution and E.Q., the matrix is a useful illustration. On the execution axis, in addition to identifying an accurate dynamic vision, the leader must also be an effective process manager. That is, he or she must be able to multitask and oversee processes necessary to complete projects and tasks. Coupled with this is the ability to be an effective, timely decision maker, and displaying a work ethic described as tenacity to drive for completion.
On the E.Q. axis, paramount is the ability to not only be a good communicator, but to develop a style of communications which builds and manages multiple relationships. Hence the phrase "relational communication" is used to convey this important skill. Another important skill for leaders in the millennium is to surface and resolve conflict. Conflict is increasingly inevitable in today's organization, and the leader must be skilled at conflict resolution. It has been said that, in the final analysis, a leader is really a teacher. To be an effective mentor and coach, it is essential for the leader to develop team members and to transfer his or her skills and knowledge to team members. The final litmus test for the leader is ethical integrity. The leader must "walk the talk" to be credible in today's organization.
Leadership Development and Mentoring
Two observations frequently made about leaders is that they are made, not born; and that there is a desperate need for good ones. The dilemma, then, is how to make today's leaders better, while developing more good leaders for the future. Research and practice around learning, leadership training and development continually strives to make good leaders better. The challenge is increasing because of today's rapid pace, in which learning may be obsolete the moment it is mastered. New and more effective ways of training and learning are needed also because the leaders of today and tomorrow must have abilities and attributes to succeed that are far different from those of yesterday's leaders.
The need is greater than ever, yet not enough focused, thoughtful attention is being devoted to leadership development. Developing good leaders requires a specific action plan incorporating the following steps.
1. Begin with the end in mind.
Identify clearly what it is the leader or aspiring leader needs to do and to know. What skills, knowledge, and competencies must he or she acquire to accomplish goals and perform more effectively?
2. Truthfully level regarding gaps.
Be honest with individuals about the gap that exists between where they are currently and where they want or need to be. This leveling should be done in a supportive, constructive manner.
3. Develop real time learning opportunities
Give people "live ammo," that is, learning assignments from real-life work situations or issues. Provide plenty of chances to try out and practice emerging skills. In order to grow and develop, people need "stretch goals and "stretch assignments" that challenge them to go beyond their present level of comfort, learning, and ability.
4. Provide continuous feedback and support
One way to do this that works well is for an informal group of two or three respected colleagues to meet regularly with the person to offer feedback and support, insight and perspective.
5. Be sure to celebrate victories
Acknowledging and publicizing successes, giving credit and kudos, is a psychological reward for learning and a clear statement of how much a company's culture values its members' efforts to learn and develop.
6. Don't allow resting on one's laurels
Step Six is "Return to Go, Collect $200" -- begin the cycle again with new goals and objectives for growth and development. It's a never-ending process that must be continuously pursued to develop the effective leaders needed for today and tomorrow.
The End of Leadership
Warren Bennis, in his article appearing in the most recent issue of Organizational Dynamics (Summer 1999), discusses the end of leadership -- that is, top-down leadership by powerful and charismatic individuals. The flattening of the corporate hierarchy and an emphasis on teamwork and collaboration has increasingly been the trend. Yet, as Bennis points out, our culture still tends to revere the individual, conferring recognition and status on single leaders and not on the teams of people who make change and success possible. The truth is, individual top-down leadership simply does not work in today's uncertain, complex, and ever-changing environment. It is dysfunctional and even dangerous. A single leader may be able to effectively solve simple technical problems, but today's complex problems require an alliance of diverse individuals and groups contributing unique knowledge, experience, and expertise. It is the workforce, in creative alliance with leadership, that drives effective change -- not the individual leader.
Bennis is not calling for the literal end of leadership, but for a new kind of leader who is adept at leading through the creative alliances and required to solve problems today and in the future. This effective New Leader will exert a more subtle and indirect form of influence. Bennis cites four competencies that he feels will determine the success of New Leadership.
The New Leader understands and practices the Power of Appreciation. New Leaders are connoisseurs of talent, more curators than creators.
Too much lip service is paid to acknowledgment and appreciation, with not enough follow through or specific action. Yet appreciation is one of the most powerful motivators, especially for knowledge workers. Bennis also points out that New Leaders are rarely the best and brightest of the new organizations. Their objective is to recognize, nurture, and grow talent and creativity, not flaunt or be renowned for their own.
2. The New Leader keeps reminding people of what's important.
A powerful vision and mission can turn the drudgery of work into focus and energy. People need purpose and meaning in their work, and the New Leader helps them to discover and sustain it by reminding them of what is important.
3. The New Leader Generates and Sustains Trust.
Trust is imperative in today's complex alliances between leader and led. How does the New Leader develop and maintain trust? By being authentic and leading with fairness, competence, caring, constancy, and candor.
4. The New Leader and the Led are Intimate Allies.
In New Leadership, great leaders are made by great groups and organizations, in environments of respect and dignity. As Bennis states, "Instead of pyramids, these post-bureaucratic organizations will be built of energy and ideas, led by people who find their joys in the task at hand, while embracing each other -- and not worrying about leaving monuments behind."
About the Author:David Dunning, of David Dunning & Co., can be reached at the address below:
Corporate Leadership Consultants
4225 NE 33rd
Seattle, WA 98105
Phone: 206/522-7095
Fax: 206/522-7195
email: davidd@effectnet.com
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