leadership

The Great Resignation Aftermath:  How Today’s Leaders Can Retain Good Employees

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Every time Pam heard a siren, she would freeze. Her children and husband were concerned about Pam’s mental state because of her hectic, non-stop schedule working in the emergency room of the local hospital. Twenty years of working in the ER was a tough enough job anyway. But the impact of the pandemic in the last two years had Pam rethinking her life. As she saw people dying from COVID who continued to believe it was not a real virus, Pam did not know what to believe. She had seen her own parents die from COVID, even though they were fully vaccinated and had taken all the recommended precautions. Now, her employer was telling her that she would lose her job if she didn’t get vaccinated within the next weeks. Additionally, because of a county mandate about meeting in large groups, she could not attend church in person. Pam wondered about her faith. All these things fed into Pam’s anxiety and fears. Given all of the stresses she was experiencing, Pam decided to turn in her resignation at the hospital. She had no clue what her future would bring. But she knew she had little job satisfaction. 

Life, Pam thought, must be better doing something else.

In 2020, many businesses were forced to lay-off workers The pandemic has caused individuals to rethink their career aspirations and life purpose. Anthony Klutz, an organizational psychologist and professor at Texas A&M, coined this phenomenon The Great Resignation. This article examines how today’s leaders can improve employee job satisfaction for better employee retention and recruitment in the aftermath of the pandemic. 

Workers are quitting their jobs at a record rate. According to the U.S. Bureau of Labor Statistics, nearly four million Americans left their jobs in July. Resignations peaked April. Resignation rates are highest among mid-career employees. Those between the ages of 30 and 45 have shown the greatest increase in resignation rates. Additionally, resignations are highest in the tech and health care industries. Perhaps the quitting of jobs is due to some combination of the burn-out of having to “do more with less,” COVID fatigue, and a desire for a more purposeful life. A shortage of workers has meant that employers are forced to pay more to attract workers. However, jobs are still going unfilled. Klutz explains about this The Great Resignation, “It’s not just about getting another job, or leaving the workforce. It’s about taking control of your work and personal life, and making a big decision – resigning – to accomplish that. This is a moment of empowerment for workers, one that will continue well into the new year.”

Why is job satisfaction important today? Some managers are not particularly concerned about the mental welfare of their employees. Employees are being paid to perform a task, these managers think. The relationship is viewed as transactional. Employees get the job done, and they get paid in return. Shouldn’t that be enough? If employees were machines, the answer would be ”yes.” However, employees are not machines. Employees are people. Job satisfaction is a major factor, especially in a period of worker shortage.

Job satisfaction can be defined as ‘the level of contentment employees feel with their job.’ It varies from individual to individual. There are several characteristics that can contribute to job satisfaction, such as (a) the challenging nature of work, which can motivate employees to new heights, (b) a matter of convenience (e.g., short commutes, ease of parking, access to the right digital tools, flexible hours), (c) regular expressions of appreciation by the immediate management and the organization as a whole, (d) competitive pay, which helps employees maintain a good quality of life, and (e) the promise of career progression in sync with employees’ personal growth targets. 

According to one study, 52% of voluntarily exiting employees said that their manager or organization could have done something to prevent them from leaving their job. Losing good employees is a financial burden to most businesses. it costs an average of six to nine months of an employee’s salary to replace him or her according to the Society for Human Resource Management. For example, an employee making $60,000 per year, would require $30,000 – $45,000 in recruiting and training costs to replace him or her.

With COVID-19 continuing to impact businesses globally, today’s business leaders must consider new strategies to recruit and retain employees. Countless companies end up in a bidding war with other businesses in order to get the best workers in a shortage. According to research of more than 600 U.S. businesses with 50-500 employees, 63% of businesses said retaining employees is harder than hiring them. Contrary to popular belief, money is not the only motivator for employees. Also, money is not the only incentive that attracts prospective employees. Given this reality, businesses should consider the following strategies to promote employee job satisfaction among its existing work force:

  • Develop a human capital strategy that complements the emerging hiring trends. 
  • Train managers to have high emotional intelligence in dealings with their employees.
  • Monitor and track employee job satisfaction periodically via survey tools. Identify any root causes of dissatisfaction and develop a plan.
  • Provide frequent feedback on initiatives to improve employee job satisfaction, such as an organization newsletter.
  • Build employee loyalty program incentives to keep good employees and help protect the most valuable asset — quality employees.
  • Connect with Generation Z employees by providing practical training, such as micro internships with local universities. Programs can be like those in place at Oklahoma Baptist University, which provide business students with practical experience, while also providing local businesses with marketing assistance. 
  • Utilize flexibile employee hours and remote working options. 
  • Incorporate a meaningful, frequent reward system.
  • Allow employees to create and innovate in their working environment.

In today’s changing landscape, leaders need to be at the forefront of creating a business culture that effectively retains good employees. Job satisfaction matters! According to a Harvard Business Review study, when employees are respected by their leaders, their job satisfaction goes up by as much as 63%. Additionally, the study showed that appreciated employees are 110% more likely to stay with their organization. Unfortunately, some companies fail to see the connection between employee job satisfaction and low employee retention. The pandemic proved that this misunderstanding of human capital is a competitive disadvantage for organizations. With the shortage of workers, some businesses find themselves in an increasingly competitive recruiting climate. This article demonstrated that today’s leaders can improve job satisfaction for better employees, given circumstances confronting employers in the aftermath of the pandemic. Pray that it is not too late.

© 2022 by D. D. Green

About Dr. Daryl Green: Dr. Daryl D. Green is a business strategist, awarding speaker, and noted author. He is the Vice President of Marketing at AGSM Consulting LLC where he provides strategic planning, marketing, and product development to emerging and existing businesses. He provides consulting, guidance, and management training for today’s small businesses. He is a business professor operating a small business in Oklahoma. He has assisted over 100 organizations across the globe with marketing and management problems. If you would like more information about this article or business assistance, please contact Dr. Green at drdarylgreen@gmail.com or visit http://www.drdarylgreen.com.

1 “Who is driving the Great Resignation” by Ian Cook
2 “Professor who predicted ‘The Great Resignation’ shares the 3 trends that will dominate work in 2022” by Morgan
Smith
3 “What Is Job Satisfaction? Definition, Factors, Importance, Statistics, and Examples” by Chiradeep BasuMallick

The Coronavirus Effect: Leadership in a Volatile World

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Explore the right kind of leadership in a volatile world.

Lois dedicated herself to her patients. Her patients loved her, and she loved her patients too. She was a Head Nurse in a major hospital. Work was steady. Then, the coronavirus hit. The world was changed. Lois’ nurses were asking her questions. They were asking her leadership questions. There was silence because things were happening so fast. 

Lois only tried to worry about things she could control—care of her patients, as well as the safety of her staff. After 3 months into the pandemic, Lois felt the impacts. Hospitals were consolidated along with employees. Lois found herself working on the 10th floor of another hospital. She had been reduced from a Head Charge Nurse at a major hospital to a Nursing Assistant. Her pay was reduced by 25% and her status to part-time.

As she gave care to her patients in her new situation, she would share her story with some patients to show how things had changed after the coronavirus threat, not for pity. Lois had seen good nurses and doctors laid off during this time.

Lois was happy to have a job, thus feeding her family. That was the coronavirus effect! 

Workers exist in a volatile world. The coronavirus has damaged the economy across the globe – the United States is no exception. Since more than 22 million U.S. workers are filing for unemployment, government officials and business executives attempt to balance public health against economic survival. More layoffs are surely going to occur as the pandemic keep people at home. Yet, the economic pains can be felt across the country. Food lines are growing. A sagging economy persists. In fact, the U.S. has not seen these job losses during the Great Depression. The world is interconnected, thanks to globalization.   

As the U.S. dollar spirals downward, the foreign currency goes upward. China and India have added millions to their labor force, creating products as well as outsourcing their services abroad at a fraction of what American workers can provide. These upstart countries are positioning themselves to become the next Super Power. The U.S. middle class hold their breath as the threat of more job cuts become a reality, thereby further eroding their quality of life. With the coronavirus before us, this article examines the right kind of leadership in a volatile world.

The coronavirus has made its presence known, resulting in disruptive change throughout the globe. According to the World Health Organization, the coronavirus has infected more than 2,000,000 people in at least 177 countries. To date, more than 800,000 Americans have been diagnosed with Covid-19, resulting in over 40,000 deaths. Although New York has been the center of the discussion, every state has been impacted. Unintended consequences continue to happen. While the federal government rolls out a $2 Trillion stimulus package, President Trump and the state governors argue about who’s in control. Big Brother has arrived. The government dictates how private businesses must operate while restricting how citizens gather in the name of public safety. The results of the private infringements have sparked anti-government protests.

There needs to be a different type of leadership in a volatile world. Today’s pandemic, hypercompetitive environment needs high-performance organizations to sustain market success. Yet, many organizations operate from the same business structure from the Industrial Revolution. In this setting, managers oversee workers to control their performance due to the fact that managers believe workers are inferior and have no passion to work. Yet, most workers are willing to work if they are placed in a position to be successful, and there are shared rewards. Yet, I have heard too many complaints about bad bosses and uncaring organizations. There are too many managers and organizations that do not value the importance of their employees. These same managers are great at distributing tasks, but are unsuccessful in motivating their own workers. 

According to a RAND Corporation survey, the nation is not producing enough future leaders with substantive depth in international experience and outlook. In fact, the survey outlines the following top attributes for having a successful career in an international organization in the public environments: (a) general cognitive skills (problem-solving, analytical ability, etc.), (b) interpersonal and relational skills, (c) adaptivity, (d) cross-cultural competency, and (e) the ability to work in teams. 

However, in many businesses, the chore of developing leadership competencies is left to human resource managers. In fact, working in a global environment requires a different skill mix. J. Stewart Black, Allen Morrison, and Hal Gregersen, authors of  Global Explorers, argue that every global leader has a set of global characteristics regardless of his or her country or industry. The four key areas include inquisitiveness, perspective, character, and savvy. Business savvy becomes the word of the day because one must be able to think globally and adjust activities on the local level, as well as satisfying customers at all levels.

Leaders must be visionary so that they provide the organization a vision of what the organization wants to transform itself into in spite of the current situation. Leaders must push the decision making down to the lowest levels and empower employees to perform. Leaders must have integrity and lead by example. Leaders must have a global perspective in understanding that the world is interconnected. 

Leaders must be strategic so that they will look beyond today’s struggles to anticipate threats and seize opportunities. Leaders must know how to inspire and motivate workers to perform. Leaders must value diversity and maximize the most out of their talents. In fact, these competencies promote the necessity for leaders to learn how to work effectively with people who have different languages, customs, and social values. Leaders must make people accountable but share the rewards of the organization’s success. Leaders must learn how to listen and respect their employees so that they can maintain trust throughout the organization. 

In summary, the coronavirus is not leaving our planet any time soon. Societies across the globe will need to make adjustments to the new normal. Therefore, organizations cannot continue to stumble through this global environment. In fact, desperate times should demand immediate actions. With millions of unemployed and outsourcing of high paying jobs abroad, these market trends should get more of anybody’s attention. 

Organizations that want to sustain success in the future can no longer continue in the same mode of operations. This article demonstrated the critical need to select the right kind of leadership in a volatile world. Success will largely depend on their ability to manage their resources, seize strategic opportunities, and inspire their workforce toward greater performance. Let us pray that it is not too late.

5 Leadership Lessons from My Mother’s Death: Empowering Followers to Succeed

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“Our 82-year-old mother was gone. It was a startling surprise to her three adult children. We each have a special relationship with her; we simply called her ‘Mama!’ Now, we were challenged with the tasks of planning our mother’s funeral services. We had never worked together entirely on any single project. Mama was always the senior project manager giving  instruction to us as children: Gail – fix your sister’s hair, Daryl – go find your father, Lottie – practice your piano, and Mary – allow your sister to do your hair. Yet, at this moment, no commands were being given by Mama. We were solo pilots now. Mama anticipated there were going to be disagreements, as we started a debate about one of the sticking points of our mother’s funeral arrangements at Lester’s home. Lester went into the back room and gave us a hand-written letter from Mama dated a few days before her death.  We were stunned. The letter carefully addressed our disagreement. Since it was clear what Mama’s expectations were on this matter, we stopped the argument and started implementing our mother’s wishes. She had managed to lead us through this problem. Mama had given us another leadership lesson.”

In today’s hectic environment, many executives and business professionals are so overwhelmed by demanding shareholders, boards, and customers that they forget about the lessons from everyday life. In December, I lost my mother – Annette Green Elias. Although it was painful to see her leave Planet Earth, I was encouraged when I reflected on my mother’s legacy and what she and my father had taught us. My mother was a good example of how to model the behavior you desire in your family. This quality is also true for organizations. James Kouzes and Barry Posner, authors of The Leadership Challenge, outline the critical nature of leadership modeling: “When it comes to deciding whether a leader is believable, people first listen to the words; then they watch the actions. They listen to the talk and watch the walk. Then, they measure the congruence… Actions, then, are the evidence of a leader’s commitment.” If you are going to be an effective leader, you must model the way. Followers will not respect just lip service. Our mother was a good example of leading us to her vision. This article examines five leadership lessons learned from my mother’s death.

Leadership is a quality that doesn’t change over time or through generations. There are many definitions of leadership. However, one simple definition of leadership is: “the art of motivating a group of people to act towards achieving a common goal.” My mother was part of ‘The Greatest Generation’ – those individuals who were born from 1910 to 1945. Individuals born during this time suffered through the Great Depression and World War II. There aren’t many of these people left. Over 1,000 war veterans are passing away per day. Like my mother, these individuals born at that time can be described by the following characteristics: dedicated, hardworking, loyal, close to family, love of God. Within this generation, there were distinct roles. The father was the provider and protector of the family. From my father, I learned the importance of hard work and keeping your word. The mother was the nourisher and caregiver of the family. Since my mother had to work to ‘make ends meet’ financially, I learned how to empathize and give to the needs of others. My mother always stated, “I know all my kids and what they are capable of doing.” With that said, my mother saw something else in me that led her to give me tasks that would further develop me as a leader. She was a Proverb 31 woman who garnishes respect in the community. Dr. Peter Northouse, the author of Leadership, notes, “From this perspective, leadership emergence is the degree to which a person fits with the identity of the group as a whole or they become most like the group prototype. Being similar to the prototype makes leaders attractive to the group and gives them influence with this group. If you are a leader and your followers are not engaged, what are you really doing as a leader? Leadership matters!

During the funeral arrangement process with my siblings, Lottie and Mary, I reflected on how my mother had shaped us as children to become responsible adults today. Mother definitely helped shape me as a leader. As we come to the close of another year, there are some invaluable leadership lessons discovered during my mother’s passing:

  • HAVE A FAITH – In 2018, our mother had a brain aneurysm, fell, and broke her pelvis. Lying in the hospital, our mother was depressed, anxious, and in despair. Doctors thought she might never walk, but she did. At 82 years old, she was working, driving, and traveling in 2019. Leaders will eventually run across situations where they are powerless and hopeless. A strong faith will sustain a leader.  
  • KNOW YOUR FOLLOWERS – My mother routinely told us: “I know all my kids and what they are capable of doing.” She recognized that each of her children were different. While one child might need encouragement, another child might need tough love to help them navigate. Likewise, leaders need to understand their employees in order to get the best out of them.
  • BUILD AN ORGANIZATION THAT THIRST FOR LEARNING – Learning was part of the family dynamics and an unwritten expectation. My mother went back to college in her late 60s to encourage her grandchildren to seek higher learning beyond high school. She instilled a need for learning. Effective organizations need to create this desire.
  • STAND UP FOR YOURSELF – When we were growing up, our mother told us this before going to school: “If someone HIT you, you…. HIT THEM BACK.” OK! This mandate got us into trouble… sometimes. Yet, what my mother taught us was more than picking a fist fight. You must stand up to the principles that you believe. In the business world, there are times when a leader must stand by himself or herself.
  • HAVE YOUR OWN PLAN 

Because of the problems that families were having after the death of a loved one, we tried to convince our mother to have a will so that everyone would understand her wishes. Our mother would not listen. She said, “I have raised you all the right way; you should be able to figure it out.” She never did write that Will. But—Mama had her own plan. She left her instructions in a manilla envelope addressed to her children. She had left her children with no debt, had a prepaid funeral arrangement, written her funeral program, and left us a letter describing her wishes. We, the children, were all shocked. Mother had managed to implement her own plan. Likewise, leaders need to have a plan. Yet, the plan does not have to be like other leaders. Create a unique plan for your situation.

In closing, good life lessons are invaluable to leadership development. Perhaps, you are also lamenting the loss of your mother or a loved one this year. My mother is gone now, but she left a legacy of meaningful leadership lessons. She had a clear vision of leadership. To mother, leader’s vision was an action word. Dr. Jimmy Atkins, the author of Leading Strategic Community Change, suggests the power of vision: “The vision must go beyond lofty dreams and be put into action… Leaders must bring the vision to life by rolling up their sleeves and participating with everyone else.” My mother breathed the leadership qualities into me. This article demonstrated that there are leadership lessons that today’s organizations can learn from others especially mothers. Both leaders and followers can use this time of reflection to seek to learn from what you learned from your mother. 

Let’s pray that it is not too late.

 

© 2019 by Daryl D. Green

About Dr. Daryl Green:

Dr. Daryl Green provides consulting, guidance, and management training for today’s business leaders. He is the Dickinson Chair at Oklahoma Baptist University. In 2016, he retired as a senior engineer and program manager with the Department of Energy after a successful career. Dr. Green has over 25 years of management experience and has been noted and quoted by USA Today, Ebony Magazine, and Associated Press. For more information, please visit http://www.drdarylgreen.com.

Celebrating Thanksgiving With Personal Philanthropy in Today’s Leaders

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Examine how to grow personal philanthropy in today’s leaders.

In many organizations, the personal trait of giving to others is not often admired by others due to the competitive environment. However, building personal philanthropy in today’s leaders could make organizations to flourish. Businesses that are built on teamwork and supporting others offer an unselfish environment. According to Craig Hickman, author of Mind of A Manager, leaders empower people by creating organizational cultures in which people gain a sense of meaning from their work. Hickman notes, “In our economy and society, the leadership-driven organization fulfills the vital role of breaking with current tradition and past approaches in order to innovate and bring about breakthroughs that benefit everyone. Such organizations can help us find new solutions to old problems in ways that management-dominated organizations never can. This role demands strong leadership.” The article examines how to grow personal philanthropy in today’s leaders.

Leaders must model the way in personal philanthropy, and this giving mindset must be strategic in nature.  James Kouzes and Barry Posner, premier leadership experts and authors of The Leadership Challenge, argue the importance of leaders modeling the way: “When it comes to deciding whethera leader is believeable, people first listen to the words; then they watch the actions…Actions, then, are the evidence of a leader’s commitment.” According to Vanguardcharitable.org, a strategic philanthropist can be defined as “one who follows a long-term giving plan, one that includes a budget, investment strategy, appropriate time horizon, and specific goals for a charitable impact that allow for current and future success.” When most people think about philanthropy, they think about the wealthy among us, such as Bill Gates or Warren Buffet. Personal philanthropy can be so much more than that. In fact, individuals can have the same philanthropist mindset when giving to organizations or people. Social responsibility is a buzzword in a society demanding more accountability from its corporate citizens. Social responsibility speaks to a company’s stance on the way its managers and employees view their duty or obligation to make decisions that protect, enhance, and promote the well-being of stakeholders and society as a whole. 

Gareth Jones and Jennifer George, authors of Contemporary Management, argue about the importance of social responsibility: “The way a company announces business problems or admits its mistakes provides strong clues about its stance on social responsibility.” With the economic crisis, there are many institutions in trouble. For example, Noriko Chapman is a prominent manager in Tennessee in the automotive industry. In her co-authored book, Second Chance, Noriko pledged 30% of her book proceeds to the Tennessee Rehabilitation Center in Maryville, a regional rehabilitation center that provides the following services to adults with disabilities. She was leveraging her expertise to support a local community cause. Noriko’s giving attitude helped the Center’s financial needs. With the current economic crisis and the holiday season before us, citizens should use personal philanthropy as an option to improve society.

Yet, philanthropy must start with a mindset and an attitude for giving regardless of where a person stands on the economic ladder. Marc Benioff, Chairman & CEO of Salesforce.com, built his organization with a philanthropic focus. Salesforce.com is a cloud computing company with a mission of ‘The End of Software.” Benioff has had a history of successful business ventures, including The Oracle Corporation and the Macintosh Division. However, he is noted for the achievement of designing a new philanthropic model. The Salesforce.com Foundation aims to inspire companies across the globe to give 1% of their resources to support charities and social causes. This 1%; 1%; 1% philanthropy model includes 1% of its company’s time, 1% of its equity, and 1% of its products be donated to charity. For Salesforce.com, this model means giving employees 6 paid days of volunteer time to use over the course of the year. To date, Salesforce.com employees have donated over 178,000 hours. Other companies like Google have embraced this model. The following tips can gain an individual toward greater personal philanthropy:

  1. Define your personal goals and values.
  2. Dedicate yourself to a cause that fulfills your life mission.
  3. Research an organization that contains the mission and vision that support your core beliefs.
  4. Meet with key decision-makers of the organization to find out how you can assist the organization (i.e., financial and personal time).
  5. Determine how you are going to ‘act out’ personal philanthropy in the organization.
  6. Set a date for implementing your personal philanthropy.
  7. Monitor and track results for future personal philanthropy.

With the holiday season before us, organizations need a company culture that is more than the status quo. Organizations that have a culture of unselfishness and concern for others will gain a competitive advantage. However, organizations need leaders who model the characteristics of personal philanthropy. The article showed how to grow personal philanthropy in today’s leaders. A philanthropist mindset can carry great rewards in sustaining meaningful programs in society. It is not exclusive only to the wealthiest people. Let’s pray it is not too late to produce in our future leaders.

© 2019 by Dr. Daryl D. Green

About Dr. Daryl Green:

Dr. Daryl Green provides consulting, guidance, and management training for today’s business leaders. He is the Dickinson Chair at Oklahoma Baptist University. In 2016, he retired as a Senior Engineer and Program Manager with the Department of Energy after a successful career. Dr. Green has over 25 years of management experience and has been noted and quoted by USA Today, Ebony Magazine, and Associated Press. For more information, please visit http://www.drdarylgreen.com.

Growing Your Small Business With Fiverr.com: Tapping into the Gig Economy

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Bringing in a New Year creates a sense of renewal and opportunities. Yet, many small businesses have a ‘wait and see’ attitude riddled by uncertainty and unpredictability of the future. Most organizations have limited resources and must be cautious about their business growth. If you own a small business, what could you do with an extra stack of cash in your pocket by reducing your expenses while improving the quality of your goods and services? Over the last few years, I have been researching the freelance market in order to assist small businesses with the resource deficiencies that most organizations face.

With uncertainty in the market and competition at a peak, most organizations should rethink their business strategies. December’s outlook was not entirely positive. The fourth-quarter marked the worst start for stocks in 10 years. Many experts are skeptical about the economy for several reasons including: failure of popular tech stocks and the fallout from the trade fight between the U.S. and China. There is a weakening global economy that is wreaking havoc to U.S. companies. According to the Commerce Department in December, U.S. factory outputs were showing signs of slowing down. All of these realities demonstrate that businesses are not safe by maintaining the status quo. Things are changing… like it or not. One of the glaring trends was a search globally for talent. While Fortune 500 Companies have the financial strength for this international initiative, most small businesses could not do this… until now.  In this discussion, we examine how today’s small businesses can leverage the power of the gig economy to secure great freelance talent to maximize their performance. Continue reading →

Strategic Leaders for Disruptive Changes in 2019

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Are you ready for changes in 2019?  If you are like most organizations, the answer is probably ‘no.’  Yet, today’s challenges require a different approach. In fact, businesses fight to survive in severe economic conditions. Shareholders replace CEOs like they change defective light bulbs. It is frequent and unpredictable.  In hopes of salvaging the latest struggling organization, executives usually implement quick solutions by cutting costs (which translates to mean people) and attempting to stop the hemorrhaging through technology. Yet, can today’s managers continue to do the same things and expect different results?  

Sadly, some managers foolishly rely solely on their experience to read market changes. Yet, the current market isn’t like the past! In many situations, managers are equipped to deal with the predictable.  Change that is either planned or incremental is addressed with a risk management approach. However, disruptive change is the hallmark of today’s markets. Disruptive change is sudden and unpredictable. Therefore, experience becomes a liability, not an asset. Organizations, using the old mode of operations, find themselves vulnerable. Established institutions fail. Unknown companies emerge to dominate new sectors. Clayton Christensen, author of Innovative Dilemma, attributes this phenomenon to disruptive innovation.  Therefore, survival depends on understanding the current markets and future trends.

 

Most organizations need strategic leaders to oversee disruptive changes. Strategic thinking represents a different solution for contemporary managers. Strategic thinking is more than careful planning of the organization’s work. Strategic thinking consists of two components, which are knowledge about the present and foresight about the future. Charles Handy, author of The Age of Unreason, argues “Discontinuous change requires discontinuous thinking. If the new way of doing things is going to be different from the old, not just an improvement on it, then we shall need to look at everything in a new way.”  Watt Wacker, Jim Taylor, and Howard Means, leadership gurus, suggest a visionary leader with the capacity of ‘living in the present’ while ‘living in the future.” Therefore, duality becomes a critical attribute of exemplary leaders in disruptive environments.

In summary, disruptive change is creating problems for most traditional organizations. Strategic leaders are needed.  Clearly, strategic thinking is different than routine planning of an organization. Unfortunately, some managers are unaware how this process can assist them in being competitive. Since contemporary organizations can no longer use outdated methods and cookie cutter solutions in this disruptive environment, managers must reexamine their operations. In fact, leaders must be flexible to sudden market changes. Therefore, effective organizations go beyond detailed planning to strategic thinking.

Please share your ideas on this topic.

 

Building Emotional Intelligence in Today’s Leaders

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In the movie Remember the Titans, the story follows the integration of two high schools. Herman Boone (Denzel Washington) is hired as head football coach in a very emotionally charged situation. At any point, something bad could erupt. Yet, the movie captures the attitude transformation of the team. The team captain, who was an All-American defensive player, finds himself complaining about the selfishness of another player.

Besides, this captain wasn’t supporting the head coach’s philosophy of becoming a successful team. Only when the leaders on the team supported the team strategy did the team start being successful.  Captains understand how to lead on their ships. In business, many managers do not know how to lead. Therefore, they are always lingering threats of a silent mutiny. How do managers stay engaged with their employees? In this discussion, we will examine how emotional intelligence can help today’s leaders better connect with their followers. Continue reading →

Inspiring Generation Z with Transformational Leadership

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I was stuck right in the middle. I brought a group of GEN Y and GEN Z college students on a service trip involving our faith. The coordinator for our service project was a good man with great intentions for the team. However, he managed the group as an authoritarian leader with a  militaristic top-down approach. Feedback and input were not necessarily desired. While I was accustomed to this style and could adjust, this leadership style did not resonate well with the young members of the group.

He conveyed to me that the students complained too much about the circumstances while the younger members complained about the leader not listening or caring about them. The relationship could have gone south. I provided each group a different perspective about each other. The leader attempted to make changes, including asking for my input from the group and the young members responded by acknowledging his attempt to build bridges. From that point, the group was able to achieve more and have a better relationship within the group. The situation reaffirmed to me the importance of understanding generational issues and how to inspire younger generations toward great performance.

In today’s organizations, they face an arsenal of disruptive change and chaos all around us.

Disruptive change speaks the changing nature of our society. In fact, our extensive experience about the past can haunt us in a world riddled with uncertainty. Having young employees who are technologically savvy and adaptable to these environmental climates could help an organization succeed. Yet, many executives do not know how to recruit, retain, or to inspire these young generations.    

As a result, organizations that wish to compete today must understand how to inspire Generation Z employees for sustainable success. However, this task is not easy. When Generation Y (aka Millennials) entered the workplace for the first time, some managers were given bad advice. The advice included telling managers to praise Millennials regardless of their performance, reward them for just showing up to work, put hand-held devices in the hands (and get out their way), and allow them come to work whenever they want to (allow them to bring their puppies). In this scenario, the workplace becomes a magical place where every workday is filled with fun and excitement.

That advisement was misleading and created unrealistic expectations of the workplace and resentment from older generations. What organization can afford to get Generation Z wrong under this global landscape?  Thus, understanding generational issues can assist managers with a multi-generation workforce and lead them toward greater performance as a team. In this discussion, I will examine how today’s organization can inspire Generation Z employees with transformational leadership.

Today’s businesses cannot afford to overlook Generation Z. For the first time in history, five generations are co-existing together in the workplace. Each generation has distinct attributes, such as belief systems, expectations, and behaviors. Managing Generation Z will not be easy. Generation Z is the most global, diverse, technological, and entrepreneurial generation ever. In fact, they have never known a digital world without smartphones and social media. In general, they were born in 1995 and after. This generation makes up about 26% of the U.S. population. Each generation is shaped by parenting and its social environment. Managers should not merely lump Generation Y and Generation Z in the same category. Some experts note that Generation Z is more focused than Generation Y or Millennials.

Forbes contributor Deep Patel in his article “8 Ways Generation Z Will Differ From Millennials In The Workplace” notes that Generation Z are more independent thinkers than Generation Y. He adds, “While millennials are often seen as more idealistic, and more motivated by purpose than a paycheck, Generation Z may lean more toward security and money. This is a pragmatic generation — they care about making a difference, but are ultimately motivated by ensuring they have a secure life outside of work. If you’re looking to recruit members of Generation Z, you may be able to tempt them with promises of job security and raises down the line.” Given the unique characteristics of Generation Z, employers cannot afford to use the same old recruitment and retention strategies on this younger generation.

Dr. Green reads to Generation Z students at Revelation Ministries in Cape Town, South Africa.

In this unstable environment, organizations need the right type of leadership for Generation Z employees. These younger employees will tend to respond better with transformational leadership than a transactional leadership style. In a nutshell, all managers are not leaders. Some managers are great at defining tasks and having the employees work toward that goal. They rule by their position in the organization. Otherwise, no one would follow them. In fact, these same managers are lousy at inspiring their employees. In transactional leadership, individuals lead others in an ‘exchange’ of work for rewards/punishment. If employees completed the assigned work scope, they would be compensated with wages, full employment, or other benefits; likewise, if they do not perform, they could be punished or fired.

Dr. Green attempted to connect with Generation Z students at Revelation Ministries in Cape Town, South Africa.

Whereas transactional leadership rarely produce zealots who are inspired in organizations, transformational leadership has the ability of getting the greater buy-in of followers. In the simplest sense, transformational leadership can be defined ‘as a leadership approach that causes a change in individuals and social systems…it creates valuable and positive change in the followers with the end goal of developing followers into leaders.” Generation Z employees need leaders who can connect with them and inspire them toward greater achievements. Generation Z are realistic and concerned about their safety and the world. Some would call them anxious. According to one study, 58% of Gen Z’s are either somewhat or very worried about the future. Below are some interesting statistics on Generation Z:

  • 66% say that technology makes them feel that anything is possible.
  • 76% feel that their online experiences will help them reach their goals.
  • 79% display symptoms of emotional distress when kept away from their personal electronic devices.
  • 72% of Gen Z want to start a business someday.
  • 30% feel their college has failed at teaching them applicable real-life business skills.

Leadership guru Dr. Richard Daft argues that transactional leadership may not be enough in a disruptive, changing world: “Transactional skills are important for all leaders. However, in a world in which success often depends on continuous change, organizations also need transformational leadership…Transformational leadership is based on the personal values, beliefs, and qualities of the leader rather than on an exchange process between leaders and followers. Given the generational characteristics of Generation Z and the need for success in organizations, the following suggestions are offered to lead this generation:

  • Create a shared vision within the organization.
  • Get to know employees, especially newer ones in the organization.
  • Define goals, objectives, and desired objectives, making boundaries clear.
  • Ask for feedback when appropriate and follow-up on the endpoint.
  • Show how each person is valued within the organization.
  • Seek to inspire employees by tapping into their intrinsic rewards.
  • Build teamwork in the organization with group incentives (i.e., bonuses).

With continual pressures to compete, today’s businesses need to have employees who are adaptable to disruptive changes. In our society, there are 5 generations that co-exist in the workplace. Perhaps, Generation Z with its diversity and ingenuity may be the best of all generations. Yet, managers who do not understand Generation Z employees may not be able to get the most out of them. In our discussion today, I outlined how today’s organization can inspire Generation Z employees with transformational leadership.  Unlike transactional leaders, transformational leaders must tap into their followers to find what motives them. Working with Generation Z employees will pose the same type of challenges. With change continuing to be more rapid and unpredictable, today’s organizations cannot hope to succeed without getting the best out of each employee. We pray that it is not too late to inspire Generation Z in your own organizations.

Please share your insight on this topic.

© 2018 by D. D. Green

About Dr. Daryl Green:
Dr. Daryl Green provides consulting, guidance, and management training for today’s business leaders. He is the Dickinson Chair at Oklahoma Baptist University. In 2016, he retired as a senior engineer and program manager with the Department of Energy after a successful career. Dr. Green has over 25 years of management experience and has been noted and quoted by USA Today, Ebony Magazine, and Associated Press. For more information, please visit http://www.drdarylgreen.com.

Retooling Ethical Behavior With Agrarian Leadership

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Summary: Examine the concept of agrarian leadership in today’s society. Dr. Green shares how to infuse ethical behavior in the workplace with a different type of leadership. 

We live in a digital economy. Technology and innovation continue to improve our wants and desires. Like the Great Roman Empire, the moral decay in our society will slowly eat us from the inside out. In order to improve leaders’ value systems, we need to regain the values of agrarian society. Leadership expert Vana Prewitt argues that the current leadership theories are based on modernist assumptions and are out of date with leading today’s postmodern organizations. Given this dilemma, I advocate for a different kind of 21st leadership.

Today’s leaders need a fresh and authentic outlook, which is morally sound. In fact, a leader’s vision must be deeply rooted. Ian Palmer, Richard Dunford, and David Buchanan, authors of Managing Organizational Change explain, “Visions are thus linked to strategy and competitive advantage, enhancing organizational performance and sustaining growth… A lack of vision, on the other hand, is associated with organizational decline and failure.” Let’s look at Agrarian leadership. Agrarian leadership is defined as a contextual influence that has an impact on subordinates’ attitudes and performance by leaders who are both value and results driven. Agrarian leaders view their followers as critical parts of the socio-technical system. Therefore, technology does not drive the value system of society.

Before the Industrial Revolution, life was centered on land and labor. Life was simple for the leader in the agrarian society. Rural living revolved around the land; owning it was equivalent to self-sufficiency and liberty. Although Americans lived in a tribal structure prior to the Agrarian Era (1650-1849), farming communities operated in a decentralized economy.

Agrarians exercised a strong spirituality and a deep respect for the environment. There was a genuine concern for neighbors and co-workers. Being a leader was a major responsibility. In fact, farmers were like heroes because of their hard work, contributions to society, independence, and moral standards. A man’s word meant something. With the transition from an agrarian to industrial society, untainted leadership was lost.

The Industry Revolution meant major changes to the American way of life. Before that period, over 90% of Americans lived rurally. Farmers influenced society. Between 1870 and 1900, rural areas doubled and the urban regions tripled. Farmers were cautious about these societal changes.

Industrial managers faced challenges, such as generating new efficiencies while expanding operations. Chaos theory was in effect because those managers couldn’t control these organizational changes (both inside and outside). Factory managers lacked a process to motivate the unskilled (former agrarian) workforce. This era created new advances and new problems.

The Industrial Revolution forever changed agrarian society, primarily due to market economy and technology. Farmers were less self-sufficient and became “economic market” slaves. This created a conflict because farmers and industrial society had different values. Farming became more productive, but fewer farmers were needed.

As a result of these advances, farmers lost their independence, family focus, and societal influence on moral conduct. For example, some managers found factory workers breaking equipment. Consequently, managers tried to institute positive and negative rewards; these managers used conventional wisdom: “the hungriest man makes the best worker.” Once again, humanity was moving away from his calling—the land.

Therefore, advances in technology do not always equate to a better society. Many techno advocates would argue that technology has provided superior virtues. I beg to differ. First, technology doesn’t automatically improve society. In over 50 years, America has gone from rural to city and from national to international markets. Richard Critchfield, author of Trees, Why Do You Wait: America’s Changing Rural Culture, argues that these advancements have weakened our core values, such as family tradition and work ethic.

Secondly, the disintegration of the agrarian code has destroyed our moral stability. Osha Davidson, the author of Broken Heartlands, suggests that technology and the economic prestige of the agricultural system brought a host of social ills, such as poverty, depopulation, and soil erosion.

In closing, we may consider agrarian lifestyle primitive. However, agrarian values shouldn’t be forgotten as good leadership attributes. We continue to advance technology rapidly while the values of society continue to disintegrate with each innovation. In society, many leaders exhibit unethical conduct, pursuing wealth. Throughout American history, we see the consequences. Let’s pray it’s not too late for agrarian leadership.

Please discuss agrarian leadership as it relates to a changing world.