Today's successful businesses have transcended the old style management paradigm.
Twenty first century leaders are constantly receiving input and feedback from their employees, so they can better understand the problems and issues one might be challenged with to be more productive at work.
The "greatest generation" example of one job-one career was supplanted by ‘Baby Boomers’ who averaged 11 jobs between the ages of 18 and 44. Who knows where the averages will end up for generation X, generation Y, and beyond?
In every new job change, it makes sense to give yourself the freedom to not have all the answers, and understand that soon you won't know enough to be the expert. Learn how to ask and what to ask. Have the courage and confidence to ask and not tell.
Today's leadership is all about asking. Not telling, asking. “Ask” is the keyword both for the leader or technical follower as coach and for the person being coached.
When someone knows that the leader is ready, willing and able to take the time necessary to talk about a subject important to that person, effective coaching can happen on the dance floor of conversation.
Today more and more leaders perceive themselves as teachers, mentors and coaches. Instead of seeking personal power, they recognise the value of empowering others. Rather than controlling their employees, they have been inspired to influence them. That was not always the case.
In the year 1900, over 90% of the workforce in Australia and the United States was in agriculture. They were mostly male farmers. The industrial revolution was just beginning to birth. Within 15 years, the young men of that same class were enlisting or being drafted into the armed forces to service in World War I. For many, the armed services, was their first "model" of management. This was a top-down model where one was taught to respect the uniform (title) as much as the person who wore it. The war was won largely because of strong leadership of a military that followed orders as directed.
When the soldiers returned home, there was a great migration of families moving from farmlands to the big cities where these young men slid into companies with similar management structures. From then, until after World War II, the management paradigm was all about personal power to control others and be served by the workforce. Communication was strictly top down.
“The three most charismatic leaders in this century inflicted more suffering on the human race than almost any trio in history: Hitler, Stalin, and Mao. What matters is not the leader's charisma. What matters is the leader's mission.” ― Peter F. Drucker, Managing the Non-Profit Organization: Principles and Practices
The primary mood within an organisation was fear-based. Fear that you might do or say the wrong thing that could lead to your getting sacked. The environment was suppressive. Then in the 1950’s, there became an emergence of books and teachings that dealt with the subject of self-discovery and the importance of developing one's self concept and self-esteem. This led to the emergence of enlightened leaders.
Leaders whose self-concepts were well intact and who appreciated creative ideas and solutions created environments that fostered openness and developed reward and recognition systems for such valued contributions.
These new leaders take ownership in helping facilitate the success of others.
The Old Paradigm: Personal Power to control and be served.
The New Paradigm: Empower others, influence and serve others.
Business Tips
A Leadership Paradigm Shift
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- Parent Category: Business Tips
- Category: Leadership
