Tweet

Third Generation Leadership – Engaging People

Guest post by: Douglas Long

Article Overview: Third Generation Leadership is based on engagement. And engagement requires that people do things - that they follow the leader - because they want to rather than because they have to. Engagement requires that the leader has developed sufficient levels of trust and respect with the followers that the followers are committed to the same course of action as is the leader.

Third Generation Leadership – Engaging People

Some years ago I was consulting to a major manufacturing organisation in Sydney. On my first morning on-site, the Managing Director took me for a tour of the factory to show me some of the areas about which he was concerned. Right from the outset of the tour I was impressed with the cleanliness of the place. Although the manufacturing process in this location involved lots of 'messy' items, the place was spotless. As we walked through it was clear that my tour guide knew all of the people working in the factory (several hundred) and could address them by name. That in itself was very impressive and, in part, it explained the obvious respect with which he was greeted by the people we met. What really impressed me, however, was when my host saw some rubbish lying on the floor. Having previously been escorted by Managing Directors and other senior executives as I walked through factories, I expected the usual response to this piece of rubbish - a quick look around then a terse instruction to someone "get that cleaned up." This time my host surprised me. "Excuse me for a moment," he said. "Finders' keepers." He walked over, picked up the rubbish, placed it in the nearest bin, and came back. "We have very few rules here," he then told me, "but one of our cultural norms is that if you see something that needs doing and you are able to do it, then do it." He made it clear that this did not mean a person tried to do tasks for which they were not qualified or trained, but that, with things like rubbish, it didn't matter what your job: if you see it, you have the responsibility for dealing with it - personally. Over the subsequent weeks that I worked with this organisation I had myriad opportunities to see that this approach was adhered to by everyone. No wonder the place was clean, tidy, and had a very enviable safety record.

First Generation Leaders and Second generation Leaders have a different approach. In a First Generation Leadership or a Second Generation Leadership organisation the problem or issue is seen by someone senior but, rather than dealing with it himself or herself, an instruction is given so that someone else deals cleans up. How often do you see things like the start of a meeting being held up because a relatively junior staff member hasn't yet appeared with whatever it was they were supposed to bring? I have watched General Managers and other senior people sit, wait, and complain at the delay. A Third Generation Leader would go and see if the person needed any help or, better still, ensure that he or she actually took responsibility for bringing whatever it is for which they are waiting.

Or think about such mundane issues in the family as a baby with a soiled nappy (diaper for my North American readers!) How often do you see a male (usually the father or grandfather) call out to the mother that "the baby needs changing"? Males can attend to baby's needs (other than breast feeding) just as well as females. Finders' keepers! The same is true for virtually all other tasks around a home.

Of course conflict arises when Third Generation Leadership approaches encounter First Generation Leadership or Second Generation Leadership beliefs.

I recall a situation in which I was talking with the Chairman, a newly appointed director, and the Chief Executive Officer of a major Australian manufacturing and distribution company that employed some 2000 people. The new director was very well known and had a formidable reputation for achieving results. The media saw this new director's appointment to this very successful, very profitable company as a sign that the company intended to do even better in coming days. I had been consulting to this company for some time and I had an excellent relationship with both the Chairman and the CEO. I also knew the way in which the company operated and, I believe, much of the reason for its success.

The company had a very flexible policy in relation to starting and finishing times as well as to overall hours of work and to the arrangements by which any employee could get another employee to "cover" for them while they dealt with urgent private issues - even in the factory areas. As long as the operation was obviously open during specified hours and as long as all key areas were always adequately staffed, people were free to deal with dental appointments, family emergencies, and other personal matters by liaising with their work mates as to who and how necessary task covering would be done. The success of this approach was seen in the fact of more than half of the employees having been with the company for 10 or more years and that it was not uncommon to see people returning outside of normal working hours in order to make up for time they had lost. The fact that this approach worked was seen in the returns paid to shareholders and the international credit rating that the company enjoyed.

The new director stated that he believed the company employed too many people and that those it did employ were not working hard enough. He complained that if he called the company at 7-30 in the morning or at 6-30 at night it was unlikely that the person he wanted to speak with would be at work and that, frequently, when he tried to call them on their mobile phone, it was switched off or diverted to a messaging service. He argued that by reducing staff and making everyone work harder there could be greater profits and even better returns to shareholders.

I asked him how the current profits and dividends related to competitive operations. He replied that, as I knew, the company was in the top 15% of all Australian businesses. I asked him if the shareholders were pressuring the directors for even better returns. He replied, again as I knew, that there was no such pressure - in fact at the recently held Annual General Meeting (at which he had been elected to the Board) the shareholders had expressed their total satisfaction with the way the company was being run. The Chairman then, with a smile, stepped into the discussion and made it clear that there was no current belief that things should change.

Two years on the new director became Deputy Chairman and a year after that he became Chairman. Within 6 months the CEO had been replaced and steps were afoot to institute tight controls in all areas of staff matters. Within a year staff levels had been significantly reduced and working conditions were strictly according to new policies set by the Board. In the subsequent years, staff turnover soared, quality and quantity of output reduced and profitability dropped - and this was before the 2008/9 Global Financial Crisis and at a time when the company's competitors in Australia were experiencing great growth and profitability. A Second Generation Leadership approach had triumphed over a Third Generation Leadership approach - and everyone was worse off.

There is an old quote that says "If you love something set it free; if it returns its yours forever, if not it was never meant to be." This is part of the ethos of Third Generation Leadership.

First Generation Leadership and Second Generation Leadership are very strong on control. In a First Generation Leadership or a Second Generation Leadership world it is necessary to know "who is in charge" and to ensure everyone complies with rules and regulations. Freedom to think and/or act independently is seriously curtailed as was seen for many years in assembly line operations where, if a worked stopped the line for any reason (including a perceived emergency) instant dismissal was imminent. Only a suitably senior person had the authority to stop production - and even then he'd better have a very good reason! Compliance and conformance are demanded and only those who give this will last.

Third Generation Leadership is based on engagement. And engagement requires that people do things - that they follow the leader - because they want to rather than because they have to. Engagement requires that the leader has developed sufficient levels of trust and respect with the followers that the followers are committed to the same course of action as is the leader.

This is something that those talking about "engagement" from a First generation Leadership or a Second Generation Leadership perspective miss completely. "Engagement" in a First generation Leadership or a Second Generation Leadership environment may contain an element of fear - if I don't get involved with this there may be some unpleasant consequences. Alternatively, "engagement" in a First generation Leadership or a Second Generation Leadership environment may arise because I am totally wrapped up in the task itself - I want to show how good I am in this role or with this task. By learning more about this and by showing how good I am here I will improve my chances of recognition as a true professional or as one who is worthy of promotion. "Engagement" in a First generation Leadership or a Second Generation Leadership environment is almost invariably "me" orientated. In most areas today such as education with its emphasis on "student engagement" (which means using better pedagogical techniques so that students are engaged with the content they are learning), in business with its emphasis on engagement with the company, or even in religion with its emphasis on engagement with the local religious community, when people talk of "engagement" it is this type of engagement about which they are speaking.

Engagement from a Third Generation Leadership perspective is quite different. Engagement in a Third Generation Leadership environment is because people are first of all engaged with the leader.

This was the sort of engagement I saw when I toured the factory with the Managing Director who picked up rubbish that he saw lying around. This was the sort of engagement I saw in the company that allowed large degrees of freedom among all staff members to organise their work so that both the company's and their own personal needs were met. This is the sort of engagement that engenders a true "team" approach because the emphasis is on "us" and what "we" are doing rather than on "me" and what "I" must do. This is the sort of engagement that brings about individual and organisational performance that is well above that which is normally expected. This is the sort of engagement that "delights" customers or clients. This is the sort of engagement that makes an organisation truly great.

But to get this level of engagement we need to have leaders who have made significant changes in their own behaviour. It is only leaders who are sufficiently self confident that they can risk everything who are able to engender this level of commitment - and you cannot have this level of true self confidence if your brain's locus of control is operating out of the red zone.

---

Related Articles
  The Battle for Talent is Heating Up, Are You Ready?
  What makes Third Generation Leadership “different”?
  A Battle for the Mind
  Why Should I Have to Keep Them Entertained?
  Third Generation Leadership Develops Self Confident People

Article Tags: employee engagement, finders keepers, third generation leadership



Related Forum Posts
Re: Traditonal Demographics Do NOT Work with Generation V - That article is the first time I ever heard the term. I found this definition - [i:189o61sy]The term Generation V (for Virtual) is used to describe the online culture in which relationships, services and communication are carried primarily and preferably through electronic media. Generation Virtual is made up of people from multiple demographic age groups who make their social connections primarily online - through virtual worlds in online games, in social networks, as bloggers, or through posting and reading user-generated content.[/i:189o61sy] I like the targeting options the internet offers much better than the typical demographics. Age is particular is not nearly as effective in finding a target market unless you want to target kids. Too many of the typical demographics rely on stereotypes and just seems outdated for many types of promotion. That's one of the reasons this article title caught my eye. Shri
Re: Business Women Peer Mentoring Spotlight - Hi Everyone, Gosh, I REALLY appreciate your concrete feedback. This was far more than I expected and I'm glad you said what you thought straight out. Each of you have shared something of value and I want to take some more time to think and really go over what each of you have said. However, I can see there are some things I need to change right away. What an interesting point about a NEW program perhaps making people think they are guinea pigs! This is NOT what I want to convey! It's funny how we can see some things so clearly in others while not always seeing it for ourselves! I must admit there are a few things I've been meaning to change (like my bio which is very outdated). Obviously, these things need to be higher on my priority list. You caught me like the plumber who puts his clients first and doesn't get around to fixing his own tap! As far as my target market, I do feel quite strongly about working with Women Leaders and doing Leadership Coaching with them. It's non-negotiable in my books. In my Executive Coaching training, the terms "Leaders" and "Executives" are interchangable. To me, an Executive is a Leader and so is the Business Woman or Entrepreneur who is CEO of her own business. I love working with decision makers! What I did learn is that I need to avoid opening up the Leadership term beyond what I described above. I'm also wondering if there is a misunderstanding with the general public as to what Leadership Coaching really is. Leadership Coaching is all about developing your leadership skills, both as a people manager and in more effectively running and growing the business. There is ALWAYS room for growth in some way. As well, sometimes, we just need a sounding board to clarify what our next BEST step is. In fact, if a woman thinks she has nothing to work on, then we aren't a good Client/Coach fit anyway. How can she grow if she doesn't see the value of expressing ALL of the great ability within her? How can her company grow if she doesn't see the value of strategic planning for the next best level? Thanks again to you all! I will go back to my website and really question whether I am conveying the right message. I got more than I bargained for in this Spotlight... you generously offered way more than I was asking. I think we could be on to something great for the Forum. Now it's time to let someone else have the spotlight. It would be great if everyone took a turn! In gratitude, Tami
Different Hats - CEO Sales & Marketing & Leadership Development Company Strategic Vision 10 Alliances & Growth Strategies 10 Hiring & Managing People 8 Mentoring 8-9 Strategic Planning for Clients 10 Execution of Marketing Campaigns 9-10 (i have great people who do the nitty gritty) Financial Management 9 Bookkeeping 3 (outsourced as I really hate the fine details like GST0 Administrative Follow Up 6-7 (again have great staff) Writing & Publishing 9 (getting better all the time!) Speaking 10 (so I have been told) Self Promotion 9-10 Web development & Promotion 6-7 (learning more and have brought on players who are 10+) Babysitting Employees (1 - wont do it, that's why I work so hard to hire and motivate the people I have) Great topic Kevin!! Jude
Re: 3 Ways I Used Twitter To Grow My Business This Week - Hi Olivia, It seems you are working in the area of leadership area. Is Leadership = Learning? I am looking for some good books on strategy? Which one do you recommend? Thanks, Robert
Re: Google Places Review | How to Get a Review on Google Places? - Hi Evan, Yes, I am planning more. I have multiple videos coming out this year on: Social media marketing Email marketing Lead Generation Organic search marketing Conversion rate optimization Analytics Content marketing Paid search marketing I am looking for SEO / Internet Marketing questions people have. I enjoy producing videos answer tuff SEO questions. Let me know if you are any of your members have any they want answered. Jeff


Share this article with your friends. Fund someone's dream.

Leave a comment below or share on the left and you'll help support entrepreneurs in Africa through our partnership with Kiva. Over $50,000 raised and counting - Please keep sharing! Learn more.

Tweet

Newsletter

Get advice & tips from famous business
owners, new articles by entrepreneur
experts, my latest website updates, &
special sneak peaks at what's to come!

Name:
Email:

Popular Articles

Selling What Sizzles vs. Delivering Real Value

Fear Factors in Small Business: Sales & Marketing

Small Business Internet Marketing

Suggestions

Email us your ideas on how to make our
website more valuable! Thank you Sharon
from Toronto Salsa Lessons / Classes for
your suggestions to make the newsletter
look like the website and profile younger
entrepreneurs like Jennifer Lopez.