Building the Future With New Generation Leaders

Volume 5, Issue 2

eveloping the next generation of leaders has never been more urgent. Nor has it ever offered

high-potential individuals and organi-zations more opportunities and challenges.

What is the rush? Many executives currently in leadership positions are approaching retirement. A new genera-tion must be ready to take the helm.

What is the opportunity? Today’s complex, rapidly changing global marketplace constantly presents problems that demand the latest, most advanced expertise. Developing and deploying high-potential individuals who can achieve greater innovation and results can foster an essential competi-tive advantage.

What is the challenge? Tomorrow’s leaders are truly a “New Generation” whose driving motivations differ funda-mentally from those of today’s leaders. Current leaders are typically motivated by a combination of affiliation and achievement (Team-Oriented); power, status/recognition and self-direction (Warriors); or affiliation and security (Club-Oriented). See The StraightTalk Coach “Change The Rules!” parts 1 and 2 (Volume 2, Issues 3 and 4).

“New Generation” leaders are driven largely by the need for self-direction and security. They are rarely interested in command/control

leadership. Rather, New Gen leaders tend to be “prudent trailblazers” who want to strike out in new directions – yet want to do so without risking emotional or financial stability.

The differences between current leaders and New Gen leaders can create benefits and hurdles for high-potential individuals and organizations. The extent to which individuals and organi-zations can maximize the possibilities offered by New Generation leaders will depend largely on how well they under-stand and prepare to address New Gen leaders’ often contradictory needs.

Conflicting Motivations

There is inherent tension between New Generation leaders’ need for self-direction and security. Self-direction

entails thinking and acting indepen-dently – for example, an entrepreneur who creates a new product for a new market. Yet New Gen leaders also need the emotional and financial comfort of a secure job and a work/life balance that enhances the quality of their lives.

Unlike entrepreneurs who willingly accept and seek risky ventures, New Gen leaders want to be daring and safe at the same time. Similar to a circus performer who balances on a tightrope with a strong safety net below, these new leaders want to put their personal signa-tures on their work and be assured of a position regardless of whether the work succeeds or fails.

The conflict between New Gen leaders’ desire for self-direction and security is inevitable, especially in today’s dynamic, uncertain, globally competitive marketplace. But it can be managed if individual New Gen leaders and their organizations learn to better handle risk, build expertise and deploy it more effectively, and improve the quality of life for all.

Manage Risk More EffectivelyInnovation is never risk-free. Exercis-

ing independent thought and behavior may allow a New Gen leader to suggest highly creative solutions, but it also poses risks that threaten his sense of security. Understanding risk better and

D

“Can I or my organization learn enough about the risk

to benefit from the opportunities?”

~ David Apgar,

Risk Intelligence: Learning to Manage

What We Don’t Know

managing it more effectively can help address a New Gen leader’s need for security.

Individually, this includes applying the “three P’s” to risk: 1) Prudence. Don’t “bet the farm.” 2) Proportionality. Don’t take a big risk for a small gain. 3) Probability. Know the odds of success versus failure and manage expectations accordingly.

Greater candor and transparency are also helpful in managing risk. StraightTalk can help New Gen leaders achieve them.

Organizations that hope to realize the greatest advantage from New Gen leaders’ capacity for innovation must also address their need for security by actively manag-ing institutional risks that could affect the organization and New Gen leaders.

In a New Gen leader environment, organizations will need to work harder to actively identify risk and institutionalize its management. This means establishing comprehensive risk assessment and management systems and providing ongoing risk management education for all employees.

Build and Deploy ExpertiseBeing a leading practitioner in one’s

field offers New Gen leaders the ability to generate innovative solutions and a high degree of security. The more relevant a New Gen leader’s expertise is to creating value, the greater her freedom to shape and manage her career.

To ensure increasing relevance and security, New Gen leaders need to select their professions carefully, while constantly seeking to deepen and broaden their expertise to become leading practi-tioners.

Organizations that continuously improve their expertise in selecting, devel-oping and deploying New Gen leaders will gain a competitively significant talent advantage. They will focus greater atten-tion on understanding and effectively applying different styles of learning, including learning from every activity in which the organization engages.

The goal is to offer New Gen leaders confidence that an organization will take

advantage of their abilities, support ongo-ing learning to sharpen their expertise and help maintain their roles as leading practi-tioners.

Be PortableNew Gen leaders who want to stay

relevant and secure must be ready to go wherever their expertise can make the greatest contribution. In today’s complex, global marketplace, that means frequently moving from team to team and working on several teams simultaneously. In other words, New Gen leaders must be portable.

Flexibility will be equally important, as a New Gen leader’s team roles will quickly change from leader to follower, Thought Catalyst to Change Agent and so on. This may feel risky to New Gen leaders, yet it provides endless opportunities for self-direction.

Such portability demands high levels of agility and adaptability, as well as expert collaboration and relationship-building skills. Shared learning that drives highly creative solutions to highly complex problems will power the success of New Gen leaders and their organizations.

Creating highly flexible structures that take advantage of New Gen leaders’ portability can be equally beneficial to organizations. By offering New Gen leaders opportunities to put their mark on important projects and realize their need for self-direction, organizations can attract and retain the most talented.

Progressive organizations will constantly orchestrate, develop, deploy and redeploy these Leading Practitioners

into teams where their expertise can spark the greatest innovation and added value for stakeholders. Indeed, maximizing the results of portability may be among an organization’s most important tasks, with an emphasis on developing and deploying New Gen leaders and other talent to create a match between the organization’s capabilities and customers’ wants and needs.

Contribute to OthersThe self-direction and security that

motivate New Gen leaders also motivate many people. New Gen leaders who create opportunities for others to act and think independently, leverage risk more effectively, and improve their expertise and flexibility will have greater impact and enjoy greater satisfaction. In other words, New Gen leaders who contribute to others’ self-direction and security will enhance the quality of life for all.

This focus on quality should build market share by creating products and services that improve society. Consumers are increasingly eager for and even insist-ing on products that do good rather than harm. Organizations that meet this demand will benefit.

Organizations can also benefit by improving life quality for employees. An organization that offers exciting opportu-nities, growth and work/life balance to everyone is likely to become a highly sought-after “employer of choice” that attracts and retains top talent.

Developing New Gen leaders is impera-tive. Today’s leaders will retire; the high-potential individuals who must take their place have a very different perspective on leadership. Organizations that recognize New Gen leaders’ motivations and prepare to address them will likely tap into a rich vein of innovation, flexibility and market opportunity.

New Gen leaders are here to stay, bring-ing with them a promise of constant innovation, significant improvement and a better quality of life. Take advantage of it!

Tomorrow’s leaders are truly a “New Generation” whose driving motivations differ fundamentally from

those of today’s leaders.

What Motivates You?Read the following and check the statements that best describe you. Find your answers and motivator description on the reverse.

Loyalty is important to me. I’m fully committed to those whom I feel are fully committed to me.

You have only one thing in life that counts and that is your reputation. What others think of you counts.

Setting the bar higher than I think I can get over challenges me to do what it takes to clear it!

Half of what I learn comes from my interactions with others.

Being able to influence others to “buy” when I am selling my ideas is a rush.

If I believe there is a high-enough payoff, I will make high-risk investments.

I prefer to think and act independently.

I want others to respect me for my abilities. I like others to recognize that I am growing and contributing.

I’m always involved with others and strive to help others when I can.

Winning is what it is all about, and it really is a zero-sum game.

I prefer to be self-reliant rather than rely on others.

Getting into my company’s proxy proves I’m well paid and is a major competitive acknowledgement.

Creating financial security is a key factor in making decisions about my career.

Relationships with people count. I work hard to grow my relationship network.

Being the most influential person in my peer group is impor-tant to me.

I like to chart my own course and control my own destiny.

I must keep learning and stay competitive to ensure a reason-able degree of career stability and financial comfort.

Being the “best of the best” has always been my goal.

I believe you can accomplish more by working with others.

“Taking charge” and driving initiatives through an organization helps me achieve both my objectives and my company’s objectives.

I like to control my agenda but do not need to control others.

Being part of a select group that others respect is especially rewarding to me.

I’m always striving to exceed expectations… those set by others and especially those I set for myself.

I want to know about any opportunity I have to make more money.

I prefer making commitments for a longer term.

I like having a certain cachet that is recognized by the public.Being able to measure my return on investment is important. I know whether I succeeded or failed by the payout I receive.

When I know I have maximized my potential – as measured by my contribution – I feel good. I look for opportunities to do this.

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The more frequently you selected answers that reveal a specific motivator, the greater the degree to which that motivator guides your behavior.

Your Leadership Motivations

Leadership Styles and Motivations

Achievement – Statements 7, 13, 19, 25This motivator is reflected in the need to do well, to set goals and to achieve them, and to hold to a high standard of performance.

Affiliation – Statements 5, 12, 18, 24The affiliation motivator is reflected in the need to develop, establish and maintain warm, friendly and supportive relationships with others.

Power – Statements 4, 11, 17, 23The power motivator is best shown by the need to control people or situations.

Self-Direction – Statements 3, 10, 16, 22This motivator is illustrated by the need to influence and control one’s own situation. Signs include being very independent in thought and activity while not especially controlling or dominating others.

Status/Recognition – Statements 2, 9, 15, 28The status/recognition motivator is typified by concern for enhancing one’s status and reputation.

Security – Statements 1, 8, 21, 27This motivator is highlighted by the need for emotional and financial comfort.

Money – Statements 6, 14, 20, 26The money motivator extends beyond the security motivator in its desire or need to be measured and paid according to success or failure.

Leadership Style

(Supporting Culture)

Producer

(Club)

Builder

(Team)

Troubleshooter

(Fix-It Warrior)

Inventor

(Idea Warrior)

Prudent Trailblazer

(Portable Innovator)

Motivators

Description

• Affiliation• Security

• Affiliation• Achievement

• Self-Direction• Security

• Self-Direction• Power• Status/Recognition

Employs business-as-usual to sustain low-cost production of well-defined products to a well-defined customer base.

Sets a strategic vision and mobilizes the organization to innovate and deliver growth and profitability.

Collaborates to generate innovations that improve quality of life for customers, communities and employees, and builds value for investors.

Applies formulas and focuses the organiza-tion to fix major problems that hamper performance.

Leads with ideas that will create new markets.