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January 2021 - Featured
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I believe a lot of the reason we fall into the traditional way of working is that we have been institutionalised as a society, taught to fear and obey authority (rather than see it as an enabler), and we sit within a hierarchy from school age (learnt behaviours). But I sense a change in this with each generation. Is the framework easier to apply in organisations with a higher ratio of younger people?
Leading remotely isn’t new. Managers, especially senior managers in distributed organisations, have been leading remotely for decades…
A new kind of elder is emerging in the workplace. The alchemy of algorithm and people wisdom gained with age (high-tech meets high-touch) can greatly benefit millennials who are in managerial roles but have no formal leadership training.
For more information regarding the above, please
E-mail info@legitimateleadership.com
Question of the Month
By Wendy Lambourne, director, Legitimate Leadership.
Question: I believe a lot of the reason we fall into the traditional way of working is that we have been institutionalised as a society, taught to fear and obey authority (rather than see it as an enabler), and we sit within a hierarchy from school age (learnt behaviours). But I sense a change in this with each generation. Is the framework easier to apply in organisations with a higher ratio of younger people?
Answer: In one sense, once people are adults, intent is not a function of age. There are “givers” at work from the beginning of their careers and “takers” who have entirely been there to take. What Legitimate Leadership tries to do over time is change the ratio of “takers” to “givers” at work. There is a view that in fact the change is harder to effect with so called millennials. The view is that both parents and teachers are not doing as good a job as before at care and growth. Hence millennials enter the workplace entitled, expecting instant rewards. In the words of Simon Sinek this leaves managers to do the “parenting” that should have been done before they entered the workplace. It is an issue worthy of debate.
ARTICLE: LEADING REMOTELY – IT’S STILL ALL ABOUT INTENT
By Ian Munro, director, Legitimate Leadership.
Leading remotely isn’t new. Managers, especially senior managers in distributed organisations, have been leading remotely for decades. Remote leadership has, however, been pushed to front and centre by the events of the last 12 months.
Remote leadership in 2021 differs from the past in three important ways:
VIDEO: WHAT BABY BOOMERS CAN LEARN FROM MILLENNIALS AT WORK – AND VICE VERSA
By Chip Conley, an American hotelier, hospitality entrepreneur, author and speaker.
COMMENT BY WENDY LAMBOURNE, LEGITIMATE LEADERSHIP, ON THIS VIDEO: We agree with Chip Conley on all counts. Firstly, that diverse teams outperform ones that are less diverse. Secondly, that diversity should include age. Thirdly, that relationship competence/leadership competence takes time to develop. This is because leading people in a way consistent with the Legitimate Leadership criteria requires a level of personal maturity which takes time to develop and which is rare in people under 35 years of age – “you can’t microwave emotional intelligence”. Finally, that enabling leadership maturity in younger leaders is a contribution which older leaders who have acquired “relationship wisdom” can make. It is a value-added “give” which should be expected and rewarded in those with more chronological age in the workplace.
OUR SUMMARY OF THIS VIDEO: There’s ample evidence that gender- and ethnically-diverse companies are more effective. But what about age?
A new kind of elder is emerging in the workplace. The alchemy of algorithm and people wisdom gained with age (high-tech meets high-touch) can greatly benefit millennials who are in managerial roles but have no formal leadership training.
READ THE FULL SUMMARY OF THIS VIDEO BY CLICKING HERE
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