Insights Into Leadership: More To Leadership Than Hitting The 'Send' Button

Bill Donges

June 1, 2008

W hen baby boomers were young, most experienced a generation gap with their parents. Now that boomers have matured into leaders, they’re experiencing another generation gap – not necessarily within their families, but with the younger generation of managers.

Many boomers’ frustrations with today’s younger generation ironically are similar to what their elders said about them – they exhibit an eroding respect for authority; they don’t trust people; and they think too much about themselves.

But today’s workplace generation gap can’t be summed up that neatly, creating a challenge for many CEOs. They sense that young managers don’t want to impose rules and discipline. They see less respect for the company and a decreased sense of loyalty. They also feel young managers would rather communicate by e-mail than get a first-hand look at a problem.

The younger generation is the business world’s future, and baby boomers must acknowledge that while they have many great qualities, they also have completely different traits, characteristics and motivations.

One way to bridge this generation gap is to put more emphasis on training. In the past, most large companies offered in-house programs that taught leadership basics. As these diminished, people began rising through the ranks who are managers, but not necessarily leaders.

Luckily, leadership is a skill that can be taught:
* Many well-respected local universities offer leadership training and executive education opportunities.
* Internal mentoring programs can help young managers come to grips with what it takes to be a leader.
* Many companies hire from the military because it offers a strong leadership training program. Veterans understand accountability, leading by example and meeting goals with available resources.
* Reading and openly discussing selected leadership books can help team members understand which traits and skills are most critical.

Many young managers consider the old command structures passé. To be effective in that environment, managers must over-communicate, though few companies have that kind of time. Sometimes, the same managers who believe in consensus under-communicate by relying primarily on e-mail, which can be more impersonal than the autocratic style they abandoned.

If you are an older manager addressing these issues with a younger one, be aware that the new generation is not used to criticism.

Start with the positives and then work your way into the critical issues. Be very direct; after all, they would certainly be direct with you. Remove as much ambiguity about your goals and objectives as possible. Expect some defensiveness, and be strong.

Clear communication is absolutely essential to get their commitment to your goals and objectives. Even if there’s a negative response, you must move on.

If you are a younger manager trying to communicate with us “geezers,” be aware that people need, expect and demand leadership. At some point, discussion must stop and leadership must start. Sooner or later, a leader has to make a decision and motivate the group.

True leaders must recognize people and show their concern and interest. You must develop trust, and you can’t do that over a BlackBerry. You must go into the field and talk to people.

A leader must lay the groundwork, set the tone and get the team in the right frame of mind. You can’t manage by e-mail and expect everything to come together. There’s much more to leadership than hitting the “send” button.

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Bill Donges is CEO of Lane Company.

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