Twenty-first century shifts in globalization, technology, and customer expectations require new leadership skills and abilities. While many of these shifts have gotten recognition over the past decade, we have listed some important ones below.
20th Century Environment
Domestic focus
Hierarchical organizational structures
Clearly defined operating procedures
Well developed, monitored and approved communication
Employee base of similar skills and knowledge
Long-term employment loyalty
21st Century Environment
Global focus
Virtual and network organizational structures
Fluid and customized processes
Instant and 24/7 information flow
Employee base of specialized knowledge
Short-term employment contract
Everyone agrees that these external changes are emerging at a very rapid pace. This requires 21st century leaders to adopt new leadership skills that support and guide employees through what often feels like unknown territory. Exhibiting leadership that engages employee’s minds, hearts, and hands in the midst of unprecedented change will prove to be a deciding factor between success and failure. In this article, we highlight some of the important skills today’s leaders will need in maximizing corporate success. The skills listed are adapted from a list composed by Larry Spears and the Greenleaf Center in Indiana.
1. Listening. In the old environment, leaders were valued for making quick and decisive decisions. In the new environment, decision making is pushed down as far as possible into the organization. 21st century leaders are tasked with understanding the style and readiness of their people, to help equip them in making good decisions for the organization.
2. Empathy. In the old environment, people were dispensable. Tasks and results took center stage. In the new environment, information gets dispersed quickly and must be absorbed by the people nearest to the work. Networks and information flow are critical. 21st century leaders build relationships with their people and empower them to contribute their best.
3. Wholeness. In the old environment, work and the rest of life were compartmentalized. As long as the employee put their hands to work and got widgets out the door, all was well. In the new environment, people bring their minds to work. We rely on energy, creativity and innovation for success. This requires a “whole person” developmental approach where mind, body, and spirit all play a role in corporate success.
4. Awareness. In the old environment, work was standardized. People only needed to focus on the widgets and project in front of them. In the new environment, people need to be self-aware and environmentally aware. Self-awareness is critical to development of emotional intelligence and working well with others. Environmental awareness refers to the ability to take a proactive stance by identifying relevant factors to be incorporated into the company’s future.
5. Persuasion. In the old environment, leaders relied upon authority and position to make things happen. In the new environment decision-making and expertise is distributed. Thus, the ability to influence others becomes critical. Strong 21st leaders are able to build consensus across groups and advance the mission of the organization.
6. Conceptualization. In the old environment, short term goals and day-to-day focus was sufficient. In the 21st century, a solely short-term focus will inevitably make the organization obsolete. 21st century leaders need to proactively evaluate the future and create “now” opportunities that leverage future reality.
7. Foresight. In the old environment, efficiency was king. In the new environment, foresight will rule. Foresight refers to the ability to look at the past, present and future in anticipating long-term outcomes. This trait is less logical than it is intuitive. It is based upon experience and strong internal intuition.
8. Stewardship. In the old environment, organizations were divided into departments and sub-groups. In the new environment, all departments must work in concert. The overall vision, mission, and strategy of the organization must guide all parts of the organization. Successful 21st century leaders will set aside ego and selfish ambition in pursuit of customer excellence and organizational performance.
9. Commitment to the growth of people. In the old environment, workers only needed to bring a set of hands to work. Independent thinking was “processed out” of production and operations. In the new environment, the opposite is true. Almost all 21st century positions rely upon the judgment and intellect of people. 21st century leaders will develop personal and professional abilities and skills within their people.
10. Building community. In the old environment, the breadth of community was limited to a small local community. In the 21st century, consumers are much more aware of environmental impacts, social causes, diversity issues, etc. 21st century leaders will gage a sharper eye to the impact of organizational decisions on the global and local community.
Change is one of our greatest certainties as we move into the 21st century. The days of “do as we have always done” are gone. The leadership skills described above will enable leaders to align with the 21st century workplace environment. The overall theme – care about your assets, your people. 21st century leadership is characterized by development of relationships and skills across the entire organization.
Contact Talent Journey to discuss ways to build 21st Century leadership skills in your organization.
Worldwide Copyright TJ Associates, LLC Diane Brown
