Figure 3: The same simple team representation is updated to show increased collective output as a result of each individual team member having increased leadership capacity.
Your organization’s ability to innovate and grow is directly reliant on the health of your teams and their capacity to effectively communicate and produce. You can take an Omega-3 supplement once in a while—it won’t do much for you. You can engage your teams in a leadership workshop once in a while—the same is true. The long-term health benefits of integrating foods that are rich in Omega-3s into your diet will have a tangible effect on your health and well-being. The same is true if you can establish leadership as a discipline that is consistently practiced and that permeates every function of your company.
By making leadership a practice that everyone has access to, you’re giving young talent the time, space, and capacity to understand the organization and influence its direction in a more focused and productive way. Consider leadership development within your organization to be as essential as the development of technical skills, the adoption of new technologies, and the efficient management of projects.
2. Actively develop young employees to accelerate organizational learning.
Start developing the capacity of your young employees early. The competencies that come from a disciplined practice of leadership and personal development are critical at any stage of a career and will increase the efficiency and focus of teams. Engage your young employees in dialogue and with coaching and encourage them to develop and refine their understanding of themselves, others, and the organizational context.
There are four elements that I believe every emerging leader, and every young employee, must define:
Your values serve as a foundation. On your path, they allow you to walk on solid ground. It feels good when we live through them, it feels terrible when we act outside of them, and we often feel tension with others when they act against them in our presence. You can also think of your values as an operating procedure. If you were going into a difficult situation, what would it look like to handle the situation by behaving according to your values?
Voice begins with your unique story and your perspective on the world. We take in information through our senses; we see, we feel, we perceive things, and all of our past and present experiences inform our unique perspectives. Once you understand your perspective, you have the opportunity and responsibility to find the most authentic, appropriate, engaging, and effective way to share it with others. It’s critical to teams and organizations that a diversity of perspectives is heard and informs the way they operate and the work they produce.
Vision is what you literally see as well as what you can imagine as possibility. Think of your vision as the horizon line. It gives us our sense of place and allows us to imagine what can be. It’s important to that you allow your vision to be outside of your current reality— don’t limit yourself by what you think to be possible based on immediate restraints. A tool for defining your vision is the use of boundaries. If you feel stuck or are unsure where to start, put some boundaries of time and context around your imagination—the boundary of one year, for example. Defining your vision is an ongoing practice. The key is to imagine and then act, imagine, and act again.
Your purpose is what gets you out of bed in the morning and what keeps you moving. Purpose is closely tied to vision, and it's the relationship between the two that's important. Vision is what you’re working towards; purpose is why that is important to you. Purpose gives you your minimum viable product—meaning that while your vision will take time to build, a clear purpose will allow you to take action immediately.
When young employees have a deeper understanding of these four elements, the organization benefits. These elements exist at the organizational level too. As employees define these elements for themselves, they gain a deeper understanding of their place within the organization. I’ve seen this result in staff being reenergized and integrating more fully into the organization and I’ve also seen employees realize that they are not a good fit and leave. In either scenario, the organization benefits from increased cohesion and focus.
To ensure that the connection between personal and organizational perspective is made, it’s important to create opportunities to share and direct this understanding within the context of the company. Make sure that individual development is complimented by group learning and shared application.
3. Focus creative tension by forming “special ops” teams to make organizational improvements.
A cultural attribute of the graduate program I attended, that I love, is the concept that a complaint is a commitment. Meaning that if you see something that can be improved and you bring it up to the community, you’ve just volunteered to form a team to do something about it.
A critical stress point in the tension between generations is that young employees want to have an effect on the organization from the very beginning, while many older employees have worked their way up in the structure and have assumed responsibility over time. These are two mental models that seem to be at odds with one another. They don’t have to be.
Let’s go back to the client I mentioned earlier in this article. We found that within that organization, there had been some grumblings about the “employee experience.” To address this, we formed a “special ops” team comprised of employees who were frustrated as well as some that were not. They all had different roles within the organization, and didn’t normally have the opportunity to work together.
This strategy served multiple purposes:
- To focus their personal and collective tension on problem-solving
- To understand other people’s experiences and break out of their individual perspectives
- To develop and refine their abilities to pitch ideas to executives in the firm
Using UX design tools, the team interviewed a range of current and past employees and mapped an “employee journey.” They discovered that, depending when someone was hired; there was sometimes a gap of 1-3 months between his or her first day and when they were given important information that related to the culture of the company. This led to a lack of cohesion and a feeling of disconnection for some employees.
One strategy that came out of the work of this special ops team was to develop a mentor program that was part of the “onboarding” process. Each new employee is now assigned a peer mentor from within the company, who meets with him or her on that first day to help the new employee better understand the organization. Not only does this help to integrate new hires into the organizational culture, but it also serves to reinforce important aspects of the company with long-standing employees.
For those who participated on the special ops team, this activity produced a deeper understanding of themselves, other people on staff, and the organizational context, and it created an outlet for people’s energy that could otherwise have resulted in conflict or attrition.
Another example of this approach was with a retail client. During the holiday season, the busiest time of the year, we formed a special ops team to observe where breakdowns were occurring. We met weekly for two hours, outside of the store, to share thoughts and have dialogue on what was observed. During the holiday season, the expectation of this team was to not develop solutions immediately but to collect information that would help redesign systems when we knew that business would slow down and there would be time and capacity to focus on designing solutions. There was significant stress among some employees that was caused by the sense that things were not working as well as they could be and that there was not time or capacity to do anything about it. This team’s focus was to first ‘problem find’ and then, problem solve. After the holiday season, they refocused on designing solutions for what was observed.
This approach provided the opportunity for younger employees to learn the value of understanding challenges on a deeper level before designing solutions. Meeting outside of normal business hours and in a different space allowed for the team to understand one another better and for newer staff to develop their voice and share their perspective in ways were not possible while they were “at work.” The focused scope and schedule constraints helped to ease tension among employees who believed that every challenge should be solved immediately.
Organizational tension is a powerful force that when focused can improve systems and increase employee engagement. Creating special ops teams that encourage deeper understanding and focused problem solving is an effective strategy to do this.
There’s an emerging generation of creative talent that is driven to improve the world - starting with where they work. Let them. Your organization will benefit.
While this urgency to improve and develop can cause tension among staff, executives have the opportunity to leverage intergenerational tensions to support well-being and accelerate growth and innovation in their companies. To do this, organizations must embed the practice of leadership across all levels and functions to create the conditions necessary for personal growth, actively develop emerging leaders, and focus creative energy on making internal improvements.
Author Posting. © 2009 The Design Management Institute. This is the author's version of the work. It is posted here by permission of the Design Management Institute for personal use, not for redistribution. The definitive version was published in Design Management Review, 26:3, .