Most leaders feel like they are facing more acute challenges than ever before, and that their jobs are harder than those of their predecessors.
- Rapid technological evolution…
- Shifting workplace dynamics and higher expectations from employees…
- Balancing colleagues’ expectations of empathetic, caring leaders with Board and shareholder expectations of ever better results…
- Global uncertainties, affecting all organisations, directly or indirectly…
Firstly, breathe. As with all challenges, prioritising those with the biggest impact is key. Ever was it thus.
Below I look at three specific challenges and offer a menu of ideas to kick start your thinking.
Challenge 1: Rapid technological change
Artificial intelligence, automation and digital transformation are part of the landscape today. Yet many leaders I come across either do not have the time to learn about the strategic implications of tech issues, are a bit “rabbit in the headlights” about it or immediate priorities eclipse the need to lean into these issues.
Solutions:
- The scale of change can feel daunting, but you don’t need to know it all. Decide what YOU need to know and what others in your organisation need to get to grips with. How can you knit these pockets of learning together so the organisation as a whole can respond strategically and operationally?
- How can you better harness the expertise of Board members? Could any advise on what your organisation’s focus should be? What networks could they introduce you or your teams to?
- If you are a charity, could you look for an expert volunteer to carry out or advise on technology projects? Student placements from with local colleges? A skills swap with a corporate?
Challenge 2: Employee expectations are increasing
I was at a talk recently where the speaker reminded us that in five years’ time generation alpha (born around 2010) will be joining the workforce. Their picture of how the world works and what the working environment should be is hugely different from generation X, many of whom make up our current leadership cohort.
Solutions:
- How are you countering stereotypes in your mind about “what young people are like these days”? Contrary to some leaders’ opinions they are not lazy snowflakes, they just think differently about work and life.
- What evidence or trend data are you looking at to shape your thinking or how you evolve your working culture, structures and systems?
- How are you looking beyond surface level or platitudinal solutions? E.g. most HR people are (rightly) focused on wellbeing, but as the workforce diversifies, one size fits all solutions don’t work.
- How are you equipping managers to be better people managers? Most colleagues’ experience of work is hugely impacted by how they are managed, so what are you doing to make this experience great?
- How can you create a more conversational style of internal communications so you can hear from others as well as share information or decisions? A regular staff engagement survey on its own is not enough. It’s the forming of relationships that matter.
Challenge 3: Operating at speed
Employee burnout and feelings of disengagement are real dangers if you don’t consciously manage the pace of work. Few leaders think about how to manage this. The speed at which we expect ourselves and others to operate can lead to poor thinking and decision making.
Is that a risk you can afford to take?
Solutions:
- Are your managers trained or equipped to spot the signs of burnout in their teams. Would they know how to address the issue? Do they know how to support their teams to prevent burnout?
- What avoidable pressures are you creating through goals and targets you set? How do you assess whether your expectations are realistically achievable? How do you manage the expectations of those you report to?
- What cross organisational responses do you have in place? I know of organisations experimenting with four-day weeks or with having the same week(s) over summer where everyone is on leave to minimise the stress and drudgery of having to catch up with hundreds of emails after a holiday. A colleague recently shared an example of an organisation that has a reading week, where everyone’s focus is on reading and reflection.
- As a leader, what can you do to model rest and self-care?
What could you experiment with that might work for your organisation?
Conclusion
It’s super hard being a leader, and the ideas above are pointers to get you thinking. What have you tried in responding to the challenges of modern leadership? What’s worked? What’s not worked? I’d love to hear from you.
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I love public speaking. Conferences, podcasts, in-house events – you name it. My goal in 2025 is to do more of what I love and so I am expanding my professional speaking gigs.
If you are looking for a speaker, check out my speaker pack or reach out to me at srabani.sen@fullclr.com and let’s chat.