In school this week, we were discussing the implications of a mixed generational workforce that is both diverse in both age and mindsets, and how we as leaders engage this diverse workforce. My answer below leads to an important reminder for leaders dealing with relationships, and how it is best if we make sure not to lead as a lone ranger. I stated (please forgive the academia!),
Al-Asfour & Lettau (2014) state, “Leveraging generational diversity [by] using their differences to strengthen organizational goals should be the ultimate objective” (p. 66). While this may be a simple answer, the collision between the four generational workforce cohorts and the soon-to-be fifth makes it very difficult for leaders to guide such a diverse group. However, for those able to navigate successfully, they find that “diversity isn’t just a smart way to do business, it’s a competitive advantage” (Lancaster, 2002, p. 323).
Kuhn (2012) explains that “normal science” is the accepted paradigms based on past understanding, and to change from one to another takes considerable effort (pp. 10-11). Generational cohorts each operate within a unique paradigm. “Normal” to one is not to another, and though one thing which each group has in its favor is that the previous groups will eventually retire, there is tension between groups in the meantime as younger employees, not operating under the old assumptions, try to figure out the world on their terms through their own ideas (Lyons & Kuron, 2014, p. 141). Of the many ways the generations differ, current leaders need to keep in mind certain values which have become paramount to millennials, who are rapidly becoming the largest cohort, and also to the next emergent group, dubbed “the global generation” (p.142).
Fairness, tying all rewards to performance (Lancaster, 2002, p. 91); collaboration, a key skill of transformational leaders (Northouse, 2013); and team leadership theory (Larson, 2001) are all important, however, at the top of the list is diversity of not only age, but views, backgrounds, experiences, gender, race, and lifestyle (Lancaster, pp. 320-321). Leadership must be provided to meet the needs and expectations of all generations (Al-Asfour & Lettau, 2014). One thing that will help is for the generations to abandon stereotypes and work collaboratively. As Nouwen points out, “Jesus did not send his disciples out alone to preach the word. He sent them two by two” (Nouwen, 1992, p. 14).
This was the end of my post, to which my professor responded,
The idea of two by two can make us inquire a bit deeper–what might this indicate and how is this relative to our own leadership.
My professor was right. There was much more that could be said about the importance of partnering with other people in the leadership arena, especially since the relational side of leadership has become a very critical expectation of contemporary generations in the workplace. I responded,
Ecclesiastes tells us that “Two are better than one” for a variety of reasons, and “woe to him who is alone when he falls and has not another to lift him up” (4:10-11). These and many other scripture accounts are evidence that God never intended humans to go through life alone. Adam and Eve, Moses and Aaron, and Paul and Timothy all show that there is strength in numbers, though had Adam and Eve stuck together a little better, there might have been a better outcome! In everything from marriage to having a workout buddy, two people working together makes for stronger and better results.
Applying this to leadership is not a stretch. Cunningham’s recent article on the succession plan in the works for Berkshire Hathaway focuses on how important it has been for Warren Buffett to have a number two executive who holds him accountable and even has veto power over some acquisitions. The article lists a number of other organizations with similar executive partnerships in place. Margaret Wheatley posits that nothing happens without relationship and that no one can function in a vacuum (Wheatley, 1999), as one of her common topics of the interconnectedness of our world and organizations. “Two by two” (Nouwen, 1992) was not simply a convenient and efficient way for Jesus to send out His disciples, but rather more of a reflection of the importance he places on relationships, especially ours to Him.
As you and I lead, let’s do it surrounded by people who will hold us accountable, listen to us when we need to vent, and be a great creative sounding board as we dream of what we and our teams can become. We must remember that even the Lone Ranger had a sidekick.
Lead well.