Yesterday I was at the bank with my relationship manager. A petite lady in her thirties, I had always found her customer- centric with a willingness to serve. After the bank work was done and we got to chatting, I discovered the magnitude of disillusionment with her work environment that she harboured. What was interesting was that her boss, the branch manager too had a great reputation of being customer-centric and was clearly a high flyer within the bank.
As I left the bank I wondered what it was that created such misalignment between a leader and his people even though both held the same work values and traits.
Over the last hundred years, Leadership has come to be characterized by certain values. The more than a hundred thousand books available on Leadership speak of aspects like Vision, Motivational, Inspiring, Purposeful, Communication ability, Goal oriented and so on. So why is it that knowing and even exercising these values and traits does not lead to great leadership?
In this new millennium, organisations have increasingly shifted away from top down instruction driven structures to flexi- flat competence enabled networks of ‘heads up open mind’ individuals eager to innovate and seize opportunities.
The millennial leader can no longer be a chest beater with a ‘my way or highway’ mindset. He needs to bring in a set of his own competences into the work network.
First, the ability to uncover the ‘unsaid’ concerns of stakeholders and put these concerns where they belong, in the Past, by appropriate closing.
Second, the ability to envision a future that inspires and excites by aligning with what the stakeholders expect.
How could the millennial leader develop the twin competences of uncovering the ‘unsaid’ concerns and envisioning a future that inspires and aligns?
In Learning…………… Shakti Ghosal