Companies are changing dramatically. The way teams work has evolved, and the role of leadership is seen in a completely different way.
Nowadays, organizational models, especially in the technology industry, are flatter than ever, when they are not really networks of independent elements.
The formula for work is more collaborative than ever. One doesn’t look up no longer seeking inspiration, a model, or approval.
One looks and works side by side as peers, in a much better and more equitable approach even though some people may have more responsibilities than others.
On a project basis or proactively through voluntary participation mechanisms in ideation or innovation, there are more opportunities than ever before for someone to experience leadership in part or in the whole process or project.
If entrepreneurship is a form of expression of free initiative, of leadership, then its context has never been more favorable, too. Nowadays the world offers unheard-of to someone who wants to take the lead in creating either a business, a cause, a community, or a movement.
The technological context provides and greatly enhances this new paradigm presenting it as an extremely accelerated movement at the exponential speed of its algorithm.
Social networks can create thousands of new leaders with millions of followers in record time. With a so-called algorithmic curve, there is an increase of new leaders, which doesn’t tend to stop growing, in a short space of time.
All these phenomena flow in the same sense: the democratization and growth of the leadership phenomenon.
Leadership is indeed more accessible and freer than ever before and this is an inescapable fact that must be addressed positively.
Facing the New Reality
We live in a time of enormous pressure for leadership modernization, capable of corresponding to a context of Transformation, namely, of urgency regarding the technological adaptation of organizations, commerce, public services, and many other sectors.
The world is trying to cope with a new reality that is not yet understood. There is a growing number of youngsters brimming with energy and technological skills. At the same time, there is less consensus on the identification of great leadership role models because the diversity of choice is wider. It seems the need for great role models is smaller. Autonomy, self-sufficiency, and independence are greater.
Self-learning grew bigger, and information is one click away. Previously, everything took longer and demanded more effort.
As in many other past situations, a new formula for creation is emerging. Massive, faster, more intense, and easier. And this raises doubts, which is humanly normal.
While facing this new reality, many feel insecure about acquiring the experience and maturity to lead.
There is a generation gap in the way the leadership role is faced. Some people want to progress quickly; others feel insecure because their generation didn’t work this way or just because they have difficulty accepting a change of status. That‘s normal.
Embracing the New Reality
As in many other processes, a generational mix can not only guarantee a more harmonious and inclusive coexistence and transition but can also generate a new formula for success in the Leadership field.
Why not promote a generation JointVenture?
Can a combination of differently aged leaders result in a more complete and capable formula while being by itself an excellent example of sustainable evolutionwhere no generation is left behind and each and everyone adds value?
Let them seat side by side pipping for the opportunity. This can be an incredibly remarkable and inspiring experience. I was a lucky one because I had it.
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