need to be able to gather or crowdsource employees’ ideas and to
incorporate them into the company’s direction.”
The younger generation requires different things of their leaders,
as well. “This is the selfie generation,” said Baron. “When I
would go a concert, I would take a picture of David Bowie or whoever
was on stage. Now, this generation wants to be in the photo
with the star. It’s an, ‘I must matter as much as,’ way of thinking.”
Therefore, to lead the younger generation, a leader needs to make
sure employees feel seen, understood and valued. “We have to lead
from a place of inclusion,” said Baron. “And that’s a completely different
strategy than the Roman Empire. You actually have to listen
to the serf.”
That’s not just good for the employees, though: It’s good for the
organization. “Now we’ve morphed into a knowledge economy, so
it’s not uncommon for employees to know more than their leaders,”
said Michelle Ray, author, leadership expert and founder of
Lead Yourself First Enterprises. “The workforce is savvier than at
any time in our history,” said Ray. “So the question becomes, how
can you influence and how you can be more effective as a leader
with this highly intelligent workforce?”
CONNECTED AND APPROACHABLE
Cran suggests connected leaders tap into their workers’ mindsets
with at least monthly connections through surveys, conversations,
coaching or whatever works for the organization. “Then you’ve got
constant real-time data about what’s going on in the minds of your
team and also in the other departments,” said Cran. There’s the
added bonus, too, of keeping a growing number of freelance and
remote workers feeling in the loop, engaged and part of the team.
That requires an approachability and accessibility that’s more
than lip service. “Leaders might say they have an open-door policy,”
said Baron, “and you can take the hinges right off the door, but
if there’s a force field across the door that says, ‘I’m a scary monster,’
then no one is coming in.” He adds, “Being accessible is walking
around, asking people about things that have nothing to do with
work, and not just at a superficial level, but actually connecting
with people and genuinely caring.”
CHANGING WORKFORCE, DIFFERENT KIND
OF LEADER
Forging those connections is not only good for tapping into the
collective knowledge of the workforce, it’ll also help hold onto
a particularly mercurial generation of workers for at least a
little longer.
“In the great financial meltdown of 2008, many millennials saw
their parents tossed to the curb after they had given 10, 15, 20
years to a company,” said Baron. “They learned very quickly that
they cannot and will not trust big business.” That same generation
grew up with the internet, as well, and the knowledge that anyone
with $50 for a domain name can start a business of their own.
cover story
Today’s younger generations
need to feel heard, understood
and valued by their leaders
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30 ❚ APRIL 2019 ❚ HR PROFESSIONAL
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