Leaders today need to be able to recognise such systems, think in ways that enable them to utilise them and not to try and “manage” them as if they were machines.
• Changes in customer expectations and perceptions
In the past organisations used to measure themselves against the “opposition” and this opposition was clearly identified – they were other businesses in the same market place, with the same or similar products and services. Now the customer tends to regard each element of a business in contrast to whatever they perceive the best in classfrom other organisations and industries. For example the customer service via the internet or telephone of a high street retailer or utilities company may be measured against people such as First Direct.
Coupled with this, the expectations from different generations will differ, often considerably. No longer will one size fit all, organisations need to encompass all mediums of service and product delivery; some will want everything online, whilst an increasingly larger elder generation may expect face to face service.
• Sustainability
As the economic realities of the past years have hit home, coupled with both climate change and the beliefs and values of younger generations, there has been an increasing demand for organisations to ensure that what they do is sustainable – whilst still making profits. This latter issue has meant that leaders are being increasingly challenged to make more with less, less materials, less staff, better processes and systems etc.
All of this spells uncertainty and change for all of us; two factors that can create a lack of confidence, feelings of panic and distress within many of us; this is when we need clear and strong leadership, not just from the top, but all around us to help lead us through the maelstrom of 2015 and onward.
What 2015’s Leaders Need to Do
From my experience of 32 years of running experiential leadership development programmes for managers and leaders from a wide range of sectors, organisations and cultures I have come to the understanding that, in 2015 and for the (current) foreseeable future, there are seven major things that leaders need to be able to do.
Whilst this is not a competence matrix as such, these are competencies that leaders need to develop; and I believe that these apply throughout an organisation irrespective of the level in the power hierarchy the person is. In fact the major difference between top and lower down an organisational chart a person’s role is placed is the level to which there is an added responsibility to create the culture and atmosphere within which these competencies are allowed to be developed and utilised.
The seven areas:
Challenge
In order to lead and guide their followers through the complexity that surrounds us all the leaders of today need firstly to be able, and prepared to challenge what they see around them.
Concentrating on the status quo will not do, either for the organisation they work for, or for the people they purport to lead; rather the act that will demonstrate true leadership is the act of challenging, and what is needed in order for this to happen is confidence and courage to stand up and speak, with the knowledge that you will be heard. This act of challenge must happen at all levels; so it is vital that all senior leaders are able to create an environment that enables others to challenge and be listened to.
Enabling and allowing challenge does not mean that each such challenge will necessarily lead to change; rather that each challenge enables an opportunity for reflection, consideration and, most importantly, strong decision making and accountability.
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