OPINION
the same job for many years. At the same time, they are independent, self-reliant and rebellious. With 25 years or more in the workplace, they’ve seen recessions, reforms, inequalities and bias, as well as huge technological change and digitalisation and the more recent pandemic. This, in theory, makes them the ideal people to facilitate a translation of leadership fit for our future workforces. The challenge is that we often lead as we want to be led, hence the gap between people’s needs and leadership behaviour. Before becoming leaders, Gen Xers often looked to their own leaders to be role models. What they often found were company people who were often great managers but distant leaders, people who valued presenteeism over life balance and people who were perhaps more directive than inclusive. Now that Gen Xers are in the bulk of senior leadership roles, they are often trying to be the leaders they wanted and not the leaders people coming into the workplace need. Leadership skills The leaders the workplace needs right now are those who can engage, connect and support a diverse group of people. Purpose, cause and impact also need to be front and centre. They need to practise what they preach in terms of ethical behaviour and get comfortable discussing gender, culture, social impact and climate to understand what matters to younger workers in particular. Those coming into the workplace, the Gen Zers and Alphas, will follow those they believe in. Their search for truth, both communal and personal, is not defined by pre-set stereotypes. Their search for inclusive authenticity, freedom of expression and openness to difference means they are more likely to seek to understand different truths, are more open to conversations about difference and less inclined towards conflict than previous generations. In short, they are pragmatic truth seekers. If this doesn’t sound like the young people in your workplace, let’s dig a bit deeper into what makes them tick. They expect flexibility, fair pay, to be part of diverse teams and to do meaningful work. They also expect you to pay attention to their wellbeing and mental health. Gen Zers (and the Alphas not yet in the workplace) have grown up with access to seemingly limitless information. They will judge you, your leadership, your organisation and the brands you associate with based on your ethics, your behaviour and your congruence with what you espouse. They are also much more likely to take a stand if they disagree with your view, or your actions don’t match your words. It is easy to argue that this has always been the role of the newest generation in the workplace. The difference now is that they vote with their feet. They are not company-loyal; they are cause-loyal and if something doesn’t fit their values or worldview, they’ll walk. Opportunity for transformation Before you get too despondent, this is great news for leaders. We have a genuine opportunity to transform organisations around the things that really matter to us and the contribution we want to make. When we can connect through this, we build a workforce that is engaged and committed, often with the energy and momentum that youth brings. Sometimes, as leaders, we have to reframe our expectations, our view of hierarchy and roles and think about what we are trying to achieve.
“Leaders need to practise what they preach in terms of ethical behaviour and get comfortable discussing
gender, culture, social impact and climate”
When you find yourself comparing the behaviour, attention span, or stamina of your younger team to what might have been expected of you, or indeed what you might deliver now, think about the price you’ve paid in terms of feeling valued, mental wellbeing and job satisfaction. If we are going to create workplaces that heal and don’t cause harm to those who work in them, it might be time to consider how you become the leaders the Gen Zers and Alphas need. You can do this by fostering inclusive and diverse cultures and leading with your values. Creating an open and supportive stance on mental health and recognising the centrality of technology in the lives of digital natives coming into the workplace is also important. As is the ability to learn – Gen Zers want to contribute and listen and they will teach you how to get the best out of them. Finally, remember that there is as much common ground between generations in the workplace as there are differences. Most people come to work to do a good job, find community, have a bit of fun and make a contribution – as well as to get paid. Use these things to engage your people. Leaders get to set the tone. When you are courageous in your leadership, you have a chance to reinvent the function and shape the future of work.
Lynda Holt is an honorary professor of social leadership at the University of Salford’s School of Health and Society, where she helps equip people with the skills and mindset needed to act and create social change. Holt is also the co-founder and CEO of Health Service 360, a development consultancy that seeks to help leaders and health professionals lead courageously, make tangible change, value themselves and empower their staff
Ambition | MAY 2023 | 47
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