In today’s dynamic and ever-evolving business landscape, leaders bear an even greater responsibility in shaping their organizations’ success, as social scientists recognize. Leadership styles and strategies are rapidly evolving, showcasing significant diversity. We find ourselves surrounded by seasoned leaders who confidently believe they possess all the essential knowledge for their roles. Simultaneously, an increasing number of leaders are driven by a relentless pursuit of learning and exploring new solutions daily. While age and generational distinctions play their roles, they seldom paint the full picture.
The Illusion of Stability Amidst Change
During a casual lunch conversation, an experienced leader once questioned my intent to learn a new language. He believed that his accumulated knowledge was sufficient to perform his duties exceptionally, and indeed, he was a highly respected expert in his field. Yet, his sentiment provoked contemplation: can knowledge be viewed as fixed or final? Is it wise to assume it requires no updating or enhancement?
A similar notion emerges when introducing Moticheck, a platform for gathering employee feedback and monitoring workplace experiences. Surprising leaders who have mastered their fields for over a decade and consistently managed the same team is no small feat. Assertions like “I know how things are” or “I understand what employees need” contain grains of truth but can also overlook employees’ potential to think critically and contribute meaningfully. Many employees actively express their opinions on social media platforms, demonstrating no shortage of communication skills or willingness. It begs the question: Why not try asking them anyway?
The knowledge that a leader doesn’t hold all the answers neither in their mind nor in a spreadsheet, can empower a team to take initiative and responsibility. Open, collaborative leadership fosters greater commitment, superior results, and innovative potential. Novel and effective solutions often emerge organically through daily work activities rather than within the confines of an executive office or boardroom. Collaboration enriches insight—after all, two heads are better than one, and a team collectively knows more than any individual.
Generational Dynamics in Corporate Culture
A growing trend reveals some companies favoring younger recruits, while others gravitate towards middle-aged professionals. Though not absolute, management practices in these two types of companies typically differ. Drawing generational lines is not foolproof; openness and innovation don’t inherently correlate with age.
Recruiting new talents in a team primarily composed of thirty-somethings, especially under young leadership, can render integrating a 50-year-old candidate seemingly challenging. Conversely, while younger professionals join middle-aged companies, they don’t always remain long-term. Departing as “snowflakes,” they may inadvertently perpetuate stereotypes of younger generations lacking resilience or focus on career development. Yet, their departure might stem from a mismatch of their modern education and skillset with working processes and tools from the Industrial Revolution era, and their opinions on job enhancement were never sought.
Leadership teams of younger members exhibit a notable openness to innovation, including embracing artificial intelligence (AI). Curiosity naturally becomes part of the work process, allowing opinions to flow freely and unpressured. At Moticheck, our interactions with company leaders and employees reveal that younger generations seamlessly integrate AI and other innovative tools into daily tasks, seeing AI as a valuable assistant in optimizing their work. In contrast, older or more conservative leaders may hesitate, seeking reasons to avoid adopting such advances.
Embracing Lifelong Development
Learning knows no bounds. An acquaintance’s story on the street might be instructive. A presentation at a conference contained an idea that you want to try yourself. The micro-degree pursued by our management team set us on an invigorating path. Certain leadership roles demand constant learning; fields like information technology or artificial intelligence are particularly fast-paced. However, isn’t every field or industry intersecting with IT, communication, and AI?
Beyond traditional training and literature, self-directed learning unfolds daily, propelled by curiosity and the desire to stay abreast of innovations. A leader embodying this approach cultivates an environment where team members value growth. For instance, Gallup’s global survey found that employees believing their employer invests in their professional development are 47% less likely to leave and are more than four times as engaged (Gallup).
Innovation Driven from Within
The impetus for innovative approaches often arises from within an organization. Today, global innovations are readily accessible, and young talents, fueled by passion, have vast resources at their fingertips. They translate new knowledge into expectations and plans.
Take, for instance, an ambitious team member crafting a personal ten-year development plan or identifying burnout through online assessments. Seeking validation from a leader who doesn’t view themselves as a development partner or is reluctant to address mental health issues openly can surprise leaders. Such discomfort can catalyze motivation for skill development as expectations for transparent dialogue soar and taboos wane for employees.
Beyond the Comfort Zone
Venturing beyond the comfort zone unveils new possibilities and potential within a leader and across their team. Leaders who champion learning and evolve alongside their teams craft resilient organizations adept at navigating change.
Leaders need not harbor all the knowledge. Experience and skills honed over time may require fresh perspectives under new circumstances. Building trust and achieving high results with remote teams contrast sharply with previous leadership techniques used in co-located settings. Curiosity, openness, and active listening become invaluable aids in cultivating new practices. Don’t hesitate to ask questions and celebrate your team’s acquisition of new skills.
Pille Parind-Nisula, October 2024
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