The Future of Leadership Development

The world is changing at an unprecedented pace and so is the natural future of leadership. We are quickly approaching a looming succession crisis where many of the current leaders in business, politics, and society will soon retire, leaving us with a leadership void, and according to a recent study, the younger generation is not at all interested in these types of positions. The challenge before us is to recruit and prepare future leaders who can navigate the complex global environment, inspire others, and effectively lead organizations toward success. In this blog post, we will discuss the future of leadership, the importance of rethinking our perceptions of leadership, and the need to be diligent and intentional in leadership preparation, training, and ongoing development.

The Looming Succession Crisis

As the baby boomer generation reaches retirement, we are facing a leadership crisis. It is estimated that by 2030, 20% of the workforce will be over the age of 65, and many of them will hold senior leadership positions. The challenge before us is to find, nurture and train the next generation of leaders who can step into these roles and continue to drive organizations forward.

However, a recent study conducted in August of 2023 by Visier, reveals that current workplace employees are hesitant to become people managers or enter the C-suite. According to the study, workplace-related ambitions were at the bottom of the ambitions list for respondents. Instead, the top aspirations were spending time with family and friends (67%), being physically/mentally healthy (64%), and traveling (58%). Only 9% of respondents aspire to become a people manager and only 4% aspire to become a C-suite executive, coming in at numbers eleven and twelve on the ambitions list respectively.

Moreover, the global pandemic has brought about a shift in the way we work and interact with each other. Remote working has become the norm, and organizations have had to adapt to new ways of doing business. The next generation of leaders must have the skills, vision, and adaptability required to lead organizations in this new landscape. We need to cultivate a pipeline of future leaders who can navigate the uncertainties and complexities of the future.

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Recreating the Perception of Leadership

The world is changing, and so must our perceptions of leadership. Traditionally, leadership has been associated with power, control, authority and prestige, respect and even admiration. It used to be perceived as an opportunity to lead and have a positive impact. But that dynamic has been shifting for decades due to what I believe to be a gross lack of proper leadership preparedness, training, and ongoing development in the workplace.

Some information from this recent study by Visier seems to support my opinion. For one, trust in the effectiveness of leadership has eroded sharply. Only 21% of workers strongly agree that they trust in the effectiveness of the leadership in their company, and the number has been on an even faster decline since the pandemic. This correlates with a common comment I hear from people when I share with them that I’m a conscious leadership coach. I don’t know how many times now I’ve heard the typical reply, “I’ve never had a good boss.” 

Additionally, the pressures on managers have only been increasing. Familiar challenges with delivering results and successfully managing the varying personalities and behavioral issues of staff have continued to exist while mounting HR responsibilities have been added to their already overflowing plates. For many currently in the workplace, the stress and time commitment of management simply outweighs any added benefits in regard to having any aspiration to be in these roles as indicated by 40% of survey respondents stating that their biggest worry with becoming a manager was increased stress, pressure and hours. 

This shift in perception demands a new approach to leadership development. We need to recreate the definition and perception of leadership and develop new leaders who embody the qualities of being adaptive, collaborative, and empathetic to navigate the multidimensional and interconnected nature of the current global environment.

We need to view leaders not only through their accomplishments but also through their ability to inspire others and lead change. It’s not just about their individual performance but also about their ability to mobilize and motivate a group of people towards achieving a common goal. Organizations need to prioritize diversity and inclusion, embracing different perspectives, backgrounds, and experiences. This will enable organizations to be more agile, innovative, and able to respond to the rapidly changing market.

Being More Diligent and Intentional About Leadership Preparation, Training, and Ongoing Development

Not only do we need to redefine leadership and change the younger and future generations’ perspective of it, we need to also make sure we are preparing, training and continually developing future leaders.

The next generation of leaders needs to be prepared and trained effectively to tackle the challenges that come with leading in a rapidly changing global environment. Organizations must nurture leadership talent through effective training, mentoring, coaching, and development programs.

The starting point is to identify potential leaders early on in their career and invest in their development. This means providing them with opportunities to take on leadership roles, providing coaching and mentoring, and exposing them to diverse experiences to build their leadership skills.

Leadership development programs should focus on building key competencies which we typically do not tend to learn but find that they are requirements of being successful in these positions such as people skills and soft skills and what I call more internal development versus external development. Like I’m always saying, you can only lead others as well as you lead yourself.

Moreover, leadership programs should be tailored to meet the specific needs of the organization and the context in which leaders operate.

Organizations must also prioritize ongoing development, ensuring that leaders continue to build their skills and remain current with industry trends. In an ever-changing global environment, the ability to adapt and learn is crucial.

Being More Diligent and Intentional About the Serious Responsibility of Leadership in Impacting Others

Leadership is not just a job or a title, it is also a serious responsibility that has an impact on others. Leaders have the power to shape the culture of an organization, influence the behavior of their team, and impact the lives of stakeholders.

Therefore, leaders must be diligent and intentional in their leadership approach, prioritizing ethical and responsible decision-making. They must also understand the impact of their actions on others and be accountable for the consequences.

Leaders must adopt a servant leadership approach, where they prioritize serving the needs of their team and the organization. This means empowering and enabling others to reach their potential, creating a safe and inclusive work culture, and being transparent and authentic in their leadership approach.

In conclusion, the future of leadership is evolving, and we must adapt to meet the demands of a rapidly changing global environment. We must rethink our perceptions of leadership, prioritize leadership development, and be diligent and intentional in our approach to leadership. The next generation of leaders must be adaptive, collaborative, and empathetic, with a strong focus on ethical and responsible decision-making. Only then can we create a future focused on growth, sustainability, and innovation.

References:

Visier. (2021, May 25). New Research: Individual Contributors Shun Management. Visier. https://www.visier.com/blog/new-research-individual-contributors-shun-management/

Entrepreneur. (2021, May 6). Young Workers Don’t Want to Become Managers and This Is a Problem. https://www.entrepreneur.com/leadership/young-workers-dont-want-to-become-managers-and-this/462273

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