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.
Bill Donges is CEO of Lane Company.