The last thing leadership relationships should do is stand in the way of productivity.
At HRDQ, we often make the assertion that leadership is pretty straightforward – it’s a specific set of skills that can be learned by anyone. (And we’re right.) But that doesn’t mean that every leader behaves the same way, or is regarded in the same way.
And when differing behaviors are perceived by others, they may come across as “incorrect” or non-beneficial. They may be dismissed altogether. Often, these differing behaviors are displayed by leaders of different generations – forming a rift in leadership teams.
With this in mind, it’s important to find ways of capitalizing on legacy strengths from incumbent leaders and new potential from emerging leaders without compromising one for the sake of the other.
It is possible to have the best of both worlds – it just takes effort from both sides.
Bridging the Leadership Divide is a self-assessment and soft-skills training program that addresses generational differences in leadership style to improve leadership practices within an organization. It offers two models for addressing leadership skills in a multi-generational workplace.
One model is about change (and transformation). Improvement doesn’t happen without change, and this model shows leaders how to make positive changes in themselves, between individuals, and as members of an organization. Transformation needs to occur within and between individuals to create new leaders – individuals need to “become” leaders and they need to establish leadership relationships with others. This three-part model helps leaders choose a stance (a set of behaviors to practice) and reach across the divide (acknowledge and accept the leadership of others).
The second model illustrates six patterns of problem behavior between incumbent and emerging leaders and offers an approach to managing each. With these problem patterns highlighted, leaders of any generation are able to recognize them in action, and replace them with productive behaviors – improving relationships between leaders and making strides in the overall quality of leadership in their organization.
Using one or both of the models presented by Bridging the Leadership Divide to create awareness of leadership behavior through experiential learning will place your leaders on level, common ground, and start them off on the best foot for leading – no matter how long they’ve been doing it. You’ll improve performance, relationships, and culture in your organization while helping each individual participant better their work-life.