Next-Gen Leadership Development

One of the trends creating disruption in the workplace today is the multi-generational​  workforce.  In no other time in history have five different generations worked side by side.  As veteran leaders (read Boomers) retire younger managers are muscling their way into the leadership ranks much earlier, in some industries 30 years of age and younger.​ 

To be elevated to management at age 30 is not common, so these folks are obviously high potentials. They also possess traits that make them stand out as leaders. Unlike older generations, younger leaders welcome and will champion change.  They relentlessly pursue achievement, are results-oriented and not afraid of stretch-goals and are therefore highly receptive to feedback and dedicated to continuous improvement. ​

These characteristics will put next-gen leaders in good stead as more of them will be required to take on leadership roles as Boomers retire.  But research also tells us that while they are capable of stepping into leadership ranks, they will still be challenged on many fronts.​

It’s often cited that older team members are generally uncomfortable reporting to a young manager, but peers too don’t trust the young leader’s ideas and especially judgment. This is largely attributable to their lack of experience and deep organizational knowledge.  While young leaders inspire their peers, they are not necessarily viewed by them as role models.  With their rapid ascent, young leaders are not truly relatable to their peers and are sometimes viewed as callous.  ​

Not being time-tested, young leaders are also perceived to be naïve, more short-sighted and therefore less strategic than veteran leaders. Their slim experience also gives the impression that they lack the gravitas required to be the face of an organization and respond to the tough questions.​ 

Leadership challenges vary depending on the person and the environment but, for all leaders, navigating through volatility, uncertainty, complex issues and ambiguity are top priorities. For young leaders this can prove to be doubly challenging, not only are they disadvantaged by not having the benefit of experience to draw on, they are also still evolving their leadership capabilities. Furthermore, while the average age of first-time managers is 30, the average age of people in leadership training is closer to 42.  So, while leadership ability is the single most predictive factor of organizational success, it is commonly cited that we are now confronting a leadership deficit.​ 

only 10% of leaders possess key leadership behaviours 

Common leadership behaviours – collaboration, teamwork, relationship building, strategic thinking and effective communication – are critical to address the pace of change and complex problems we face today, but only 10% of leaders possess them.  If organizations are to thrive it’s imperative that they do more to identify next-gen leaders and help them develop the skills they will need to lead. Next-gen are already well represented in management ranks yet leadership development eludes them. ​

Modern leaders walk the talk; they exhibit both confidence to be accountable for decisions but also humility to have the capacity to change and lead through change.  As was stated earlier, these are the very areas that millennials face challenges already.​

Given the generational shift taking place in the workplace, it is incumbent on organizations to nurture next-gen talent. With their drive for results, coupled with a high degree of receptivity to coaching and continuous improvement, leadership development for this cohort is a sound investment. ​