Turning the new Decade’s Leadership Challenges Into Opportunities

Leadership can be challenging; even in what seems to be the easiest of environments. This is one thing that won’t change as we enter the new decade.

 

What were completely new notions just two years ago, are now well-entrenched concepts and considerations – think of VUCA, disruption and upheaval. There is no doubt that these will continue being challenges going forward, but we must not lose sight of the new ones that arise. Once we have them in our sights, leading to grab hold of the opportunities that they present is crucial.

 

Let’s look at the opportunities that just three of this decade’s challenges can bring if they are led meaningfully.

 

Remote Work

 

The opportunity to work remotely – even if just for a few days per week or month – is becoming a big selling-point for employers. The challenge comes in with keeping everyone on the same page despite being based remotely and interacting face-to-face only on a limited basis.

 

It requires leaders to be easily accessible and for organisations to make platforms available that will help bridge the gap. ThoughtFarmer, ProofHub, Samepage, Hub staff and Slack are just a few examples of tools available for teams to share ideas and information, track time and manage projects.

 

Leaders also need to become more comfortable with types of performance management other than face-to-face discussions. Some are making this possible by forming a Results-Only Work Environment (ROWE) where team members are paid based on results rather than hours worked. Platforms such as iDoneThis can also be used to track progress made. You can even encourage a positive culture of recognition despite remote challenges. WooBoard provides a platform for team members to do just this.

 

The opportunities that remote work provides include higher employee engagement due to lowered stress thanks to more flexibility, no traffic issues and fewer work distractions. This also means that output is often more meaningful and productive. Furthermore, organisations can save money on office space, parking rental and even the basics such as tea and coffee.

 

Immediacy

 

Clients want service immediately, customers want products immediately, management wants financials immediately, the Board wants results immediately, you want feedback from a supplier immediately and it feels like you need a holiday immediately. Expectations of instant results or responses are unlikely to abate any time soon.

 

While immediate needs can generally be seen to in a relatively short space of time with the right resources in place and a bit of persistence, it is much more effective to work with consistency in the long run. Heed the words of Harvey Mackay who said, “If you are persistent, you will get it. If you are consistent, you will keep it.”

 

As a leader, you must be consistent in your communication and your example at all levels to avoid confusion and ambiguity in the midst of immediacy. While you can’t avoid immediacy, you can avoid getting lost in it. Consistently role-modelling the organisation’s values, which would ultimately support professionalism and effectiveness, will also fuel immediacy because doing so builds trust.

 

If your employees trust you and buy into what the organisation stands for, you can also trust them with more autonomy. This means that they will be more willing to do their bit to create a culture of efficiency. By empowering your team members in this way, you make the organisation more agile and more able to respond with immediacy.

 

Two new Generations in the Workforce

 

High-Earners-Not-Rich-Yet (HENRY) individuals have very different approaches to work (and life) and priorities than their older counterparts. They form the leading edge of millennials and are looking for strong alignment to their personal values – although they are not necessarily known for their loyalty (which in itself creates challenges). Generation Y (now aged around 22 years old) will also now be joining the formal workforce with no experience but plenty of opinions.

 

Leaders must ensure that they provide a rewarding work offering in order to attract individuals from both of these groups to their organisation. This means providing them with different benefits. Think, for example, of student loan repayment assistance, clear salary progression with a clear career path and associated career development. You can also provide inclusion through opportunities such as job swaps where they visit other areas within the business to keep them engaged and to learn cross-functionally at the same time.

 

Having this demographic on your side will pay dividends. While some might regard them as petty, annoying, immature and arrogant, they bring with them a wealth of knowledge regarding how to market to their peers and what the next generation is looking for. This knowledge cannot be ignored or discounted – exclude them at your peril. They also bring a different view of life and living which those of a traditional leadership age would not even consider. Leverage this to your benefit and to that of the organisation.

 

It is easy to view challenges as just that – something that gets in the way of succeeding. Leaders need to recognise challenges as a route to growth. After all, we don’t grow when things are easy, we grow when we face challenges.