Looking Down on Young Leaders
The hope for dying organizations isn’t found in old leaders who don’t have the guts to say they created the problem.
Organizations reflect the age and attitude of their leaders. The older some grow, the more they lean toward no, and “no” isn’t going anywhere.
Transform organization by integrating young leaders.
Dedicated young leaders:
- Feel impatient.
- Address issues elders sweep under the carpet.
- Complain when stuck in bureaucracy.
- Consistently ask, “Why?”
- Care deeply.
- Yearn to make a mark.
- Embrace diversity.
Problems with young leaders:
- Immaturity reflected in short attention spans and lack of follow through.
- Arrogance during success and defeat during failure.
- All or nothing thinking.
- Overconfidence and/or insecurity.
Worst:
Young leaders struggle because old leaders look down on them. “They haven’t paid their dues.”
Organizations that force young leaders to
conform end up with more of the same.
10 Tips for young leaders:
- Expect to prove yourself. You aren’t being picked on.
- Stand up to those who look down on you by delivering great results. Action talks…
- Enthusiasm with endurance gets things done. Enthusiasm alone is shallow.
- Bold confidence isn’t brash arrogance.
- Don’t whine. Maintain optimism. Whining is complaining without a solution.
- Ask questions before challenging ideas.
- Humility, which isn’t playing dead, always trumps arrogance.
- Hang with “young” elders. Not all elders are dead and not all youth are the solution.
- Prioritize. You’re going to try too many things at once.
- Work on yourself while working in your position. How are you developing your leadership?
4 Tips for maximizing young leaders:
- Push them past the “all talk” stage. Let them struggle and support them at the same time.
- Take their perspective. Learn from them.
- They don’t know what they don’t know. Teach rather than scoff.
- Realize many of the qualities you look down on are the ones you need.
Youth alone isn’t the answer. I’m advocating for respectful age integration.
What’s challenging about integrating young leaders in organizations?
What advice do you have for young leaders?
Dan, I think your leadership blog is the best out there – and I read more than a few. Not unlike your other posts, this one had a few gems in it but then I started thinking – why do we even think of leaders in categories like young and old? And why are the 4 tips just for maximizing young leaders and not for “all leaders”? I’m a more established leader and those tips can apply equally to me (especially if you looked at my experience in functional areas I haven’t led – am I not “young” in that regard?).
I think I understand where you are going with this post – there are some people who have the capabilities to be leaders but aren’t quite there yet and most of those just happen to be young. But thinking along the lines of “here’s how to help young leaders” seems to me to be part of the problem in how they perceive older leaders. It presumes someone older is better – because we have something to teach the younger versions of ourselves.
I’m not quite sure what the right lens is but I don’t think it is age or even experience (many of the more experienced leaders I know don’t have much to offer any more because they haven’t kept up with the times). Maybe leadership shouldn’t be qualified. Either you have it or can have it or won’t have it, no matter what you do. And those that have it should work with those who can have it to keep each other equally sharp – and keep those who will never have it out of the circle of influence.
Provocative comment. Thanks Alf.
I agree completely on the applicability of the tips to all leaders. Today I was poking the box of young in age.
As I read your comment, I realized that we may be using the term experience interchangeably with character. Character is more important than experience.
Love the idea that launching into a new area makes us “young” again. So true! That’s what keeps leaders from growing stagnant.
I feel like I could go on and on…I’ll be back to reread your comment it’s very thought provoking and useful.
Cheers
My advice to young leaders is to connect with other leaders, and speak honest about your challenges. Get a Mentor.
Thanks Martin. You’re touching on a problem young leaders can have and that’s pretending they are good at something when they aren’t. … “speak honestly” …. I do find many young leaders are really good at transparency but some, like older ones too, are reluctant to reveal weaknesses… If we can’t reveal it..we can grow in that area…
Best
As a “Young Leader ” myself, I think the most important part of affecting change or providing a positive impact is being in an environment that nurtures the development of a young leader. When you can’t, it is important to understand the culture and pick your battles. Learn to serve those above you and lead by example. Great article.
Best wishes Doug and great point on find a culture that celebrates and develops young leaders.
I’d look out for the attitude of superiority that some older leaders have…seek people who celebrate youth and aren’t threatened.
Very true!
Yo Dan. What is up with number 4?
Thought you were a how guy?? Lol
Encouraging young leaders to ask why all day like me!!!!! Oh the Humanity!!! Hehe
Ok good natured ribbing aside. When I agree I will sing your praises. When not too sure I will offer why I feel that way. Feel I owe you that.
I highly value transparency and practice it not just say it.
For me the determining factor in Leadership is open mindedness and flexibility, not age.
What if you have an old guy who reads the gallop poll that says we got 7 out of 10 employees in America hate their job and comes to the conclusion we have a Leadership crisis And wants to Do something about it?
Then you got a kid fresh outta schooling knows everything and he listens to those same stats but can’t hear? His daddy built their business based on the old paradigm, profits not people, he has his degrees and not even a nuclear blast could not open juniors mind.
So Dan is age more of a determining factor in working with folks or an open mind and flexibility?
Reading Sermon on the Mount this morning, section in the Beatitudes. Man that Emmett Fox really has a way of explaining that stuff.
So I ask in the spirit of understanding not being understood.
I Concur, The Dude Abides
Shifterp Back to the Present!!
Thanks Scott. Yeah, I slipped into the why thing..but I think it’s one thing young leaders keep asking… why do we do it that way, for example.
Great call on flexibility and open minded. Some leaders lose these as they age… Perhaps these two qualities are central to maintaining youthfulness.
I still lean toward age as an important factor. There’s something vibrant about having some young leaders up front and visible to an organization. It says a lot about who they are.
Great response and thanks Dan!
I feel those two qualities, open mindedness and flexibility are essential, central to effectiveness.
Still can’t see age determining! Hey I am 51 and want to sing the praises of being wiser now than 20 years ago. Howeva….
Thing is I can’t say that about others who have not taken advantage of their experiences one lil bit!!!! Allegedly!!!!!
I will take a young open minded whipper snapper over an old close minded coot any day!
Just as will take an old open minded old coot over a close minded young whipper snapper.
Just for me it boils down to having a willing mind to till, mine and theirs. Closed mind all bets are off.
As far as why goes. Osama puts a gun to ur families head. Says get to California by noon tomorrow or I shoot.
You will figure out how if your why is big enough, not the other way around.
Not saying both are not important. Just saying for me, first things first.
Thanks again great response.
SP back to the present
Wow! So much here! As the years have transitioned my perspective, I’m overwhelming grateful for those who challenged and encouraged my talents and gifts when I was in my 20’s and 30’s, they truly helped to uncover things I did not see in myself. Their efforts of coaching and development were huge to me.
As I now seek to do that in others I sense a strong tug to remain center stage, but a guiding principal that says “build others now.”. (if I’m transparent, I still feel a strong magnet of center stage! Achievement through others is an acquired taste, a discipline.)
Thanks Ken. I feel it too. I keep learning to step off center stage. Perhaps it’s fear of becoming irrelevant? Plus, being up front gets my juices flowing.
I’m learning that growing leaders exponential extends my own leadership.
I’m thankful for your transparency.
Good point about the centre stage tug, Ken. In a way I think that’s why leaders become leaders to begin with, but certainly wise to remember to help others into the spotlight too even if you have to move aside to let them do so.
As Dan says, growing leaders helps us grow too. I always say that there was a time when knowledge was power, but in today’s world I say that shared knowledge is what really provides power. Leadership is not about the leader it’s about the result!
Always Care!
Paul, your observation about wanting to be on center stage is certainly one of the things that pulled me toward leadership.
I have learned that not all are extroverts…some leaders don’t feel the tug of the limelight.
BTW, your last sentence totally nails it!
Thanks
Dan, I’m an old leader and proud of it! Your tips to the young are good. Many apply to us that still have our natural hair colour albeit in a lighter shade of grey than it was before….
Old leaders shouldn’t try to be young leaders or new leaders. Being humble applies to us too. Asking questions before challenging new ideas applies.
My tip to old leaders is to share wisdom wisely and widely. Young leaders might be after our jobs and that’s a good thing or we’ll never be able to retire… so let’s help them grow so they’re ready to take over when we’re ready to go golfing!
Always Care!
Paul
I lost a sentence in there somewhere…. must be getting old! 🙂 Last paragraph should read:
My tip to old leaders is to share wisdom wisely and widely. Listen to others’ wisdom with an open mind.
Thanks Paul. I’m a gray hair too! I’m also learning and enriched by young leaders and excited to enrich them.
One young leader recently showed wisdom when they said, “We transform them and they transform us.” A wise elder not only transforms others but is transformed by them. It’s a necessity.
Best
My biggest tip (from experience) is to learn patience. Things didn’t get to where they are overnight and you can’t change them overnight. The world will not crumble if things are not changed now. Take your time and develop your support structure.
The challenge with integrating young leaders is the same as many of your other articles point out: change. The established leadership sees talent and so they hire it thinking “we will teach him our ways”. However, as soon as the young leader comes along and wants to do things differently the established leaders fear the change.
Awesome post, Dan. This topic is a great one that is not talked about enough. I wish I would have had these pointers about 10 years ago. Thanks!
Thanks Anthony. Thanks for brining up patience. On one hand it’s the impatience of youth that is so valuable. On the other it’s the source of discouragement and disillusionment.
I try to listen to the impatience of youth. However, while being impatient can be an advantage, it can come off as disrespect and arrogance.
Humility makes impatience respectful.
Best,
“Not all elders are dead…” I would argue that not all youth are alive.
I would further offer that some elders are far from dead, in fact, they eat their young.
Impatience is the curse of youth. By that logic, many elders should have much more patience than they display.
True leadership is ageless and can be found in any age from the youngest child to the oldest sage. Yet, it is still rare.
Thanks MJ… so true, not all youth are alive. I’ll stick with the basic idea that there’s real value in bringing youth (young in age) into leadership roles. Older leaders with youthful attitudes really appreciate this approach. Old stagnant leaders look down on this idea like they look down on most everything.
Cheers
I enjoy your daily blogs! They are insightful and I learn something everyday even if I do not always agree with what is said but if gives a different perspective. Happy Tuesday!
Thanks for your comment and Happy Tuesday to you. Cheers
Spectacular. As a young leader, I can certainly identify with the characteristics of my generation. More painfully, I can identify in myself the problems you’ve delineated. And they’re true!
What I hate to see the most, though, is a young leader who is immediately ground down to what the organization thinks it needs. It’s a brave new world! We’re going to need brave new leaders to face it.
You nailed a fundamental problem in organizational life. Organizations can grind people down, sap our vitality, and destroy the very things that would take them to the next level. Youthfulness isn’t a cure-all but it sure is better than agedness without vitality.
Thanks for your consistent contributions! Cheers
Hello Dan, organizations that force leaders to conform create former employees who lead other organizations. Leaders do not wait once they read the writing on the wall that non-leaders cannot see.
And then they whine about not having any real talent! 🙂
I agree to a certain extent with a couple responders today who say that leaders should just be leaders — not separated from the herd by age.
Having said that, though, at some point old leaders will age out (if you know what I mean); and if we are not taking steps to replace ourselves, then what happens is a leadership gap.
One essential requirement of a leader is to NOT make himself/herself irreplaceable.
While I didn’t consciously set out to do it, I get immense satisfaction out of mentoring and advising young people with leadership potential. I was mentored myself. And I welcome the opportunity to pay it forward.
Thanks Scott.
I agree that fundamentally, leadership isn’t about age. I do, on the other hand, see certain strengths that seem to go with age. The think I like about younger is it’s tendency to be open. Having said that, I’m not young but am open to young leaders… I hope that makes me open…
Thanks for your example of building others through mentoring!
Numbers 6 & 1 could be combined in one single piece of advice. Simply be a learner, and let this be obvious to those around you. Great post!
Thanks Brent… an important part of your comment is letting others see that we are learners. This is nearly impossible for a know-it-all leader of one who is overly concerned about saving face. Cheers
Dan – it’s a provocative question you laid out for us to chew on. Thanks…
Here is just one of the numerous potential answers to your question.
One challenge is there are numerous leaders that talk about leadership development – yet, are unwilling to give-up-the-reigns so to speak. They like to drive the boat, and they believe they are the most capable and experienced. They like to go fast. Ego is a huge element in this equation.
Unfortunately, integrating new leaders does not occur at the speed of light. It’s a process that tends to be a bit slower, with some bumps along the way. But there is a reward for nurturing the development of the rising stars. This being the development of bench strength and a leadership team.
Thanks Rod. You are nailing an important issue. Incorporating young leaders includes giving up the reigns. It doesn’t mean giving up involvement or expecting results… but it is risky.
You comment reminds me of a Coach Wooden saying…. Go slow to go fast. Sure, it’s slower in the beginning to bring in young leaders…but in my experience it’s faster in the end.
Cheers
Dan,
I have a little backstory followed by a question for you:
In the past I’ve run into a lot of what I like to call “southern gentleman superiority”. What I mean by that is when working around or beside or for (generally men) people over 55 or 60 in the south, there always seems to be the backlash of superiority, as if their 35+ years of experience always means they are correct. No matter how respectfully you tell them they are wrong on a particular subject, it always seemed like they only wanted to listen to what they wanted to hear (I know I could have gotten in with them if I played golf).
I don’t personally deal with illogical decisions or processes well, and always find room for improvement, which I’ve been told comes across as arrogant or defiant (although some really appreciate it). I have a high IQ and strong academic and work-related success and feel, regardless of my age (I’m not yet thirty) or fewer years on the job, if I am entrusted with a project or the oversight of something, that my opinion and judgement should be respected in kind, and that the “I’ve been in this industry xx years,” or “this is the way we’ve always done it” cards should be trashed. The only advice I’ve gotten on this matter is that I should just let it go.
I am sure I have much more to learn and prove over time, but I still feel that my track record, success, and multi-faceted experience should speak for themselves. I find myself wanted to tell others “I told you so” as the reprecussions from their decisions come back to bite them.
So, my question is how can I learn to professionally deal with that situation so that it is handled properly and that the decisions made don’t end up hurting others or myself unneccessarily? So far the only thing I’ve been able to do is move on to a new and better company.
I do like your takes on this matter. Your blog almost always gives my mind something to chew on in the mornings.
John, Scott here not Dan just wanted to offer my experience strength and hope.
Take what u like and leave the rest.
Dude moves from one town to another. Meets a fella and they get to talking.
Normal stuff where is the grocery store, movie theatre blah blah blah.
Then the just moved dude asks, so what’s the people around here like?
The fella answers him with a question, what were the folks like where you came from before here?
Dude says , great, wonderful, warm , loving!! I hated to leave but job moved me here.
Fella says, that is pretty much what u are going to find the folks to be like around here then.
We receive what we perceive, period.
If you spent all day with the worst person in the world you would catch them if u watched them closely do something wonderful. It you spent all day with a wonderful person if u watched them closely you would catch them doing something pretty crappy.
Seek and ye find. Just get jiggy with that and when you find understand you chose to seek that. Other stuff was happening all over but that but you chose to focus in that cause it reinforced your core belief.
Don’t like what u chose, make another choice. No biggie!
Master that and you can Lead anywhere anytime under any circumstances.
Either that or just be a childish victim!!!
Lol
Your choice!!!
SP back to the present
Thanks John. Great comment and question.
Your story made me wonder about the ability to make people feel our respect for them even if/when we disagree.
BTW, I think the issue goes well beyond the South. I’m in the Northeast where many leaders who have been around awhile look down their noses at those who haven’t. I see a sense of “Father Knows Best.” Frankly, I have to watch that attitude in myself.
Best wishes on the journey.
Dear Dan,
A good debatable post. Can’t differentiate the leaders into young an old. Leaders have the basic role of driving the organization in future and those who are achievers have the basic respect at the organization.
Leaders have to be good contributors irrespective of the age. Young leaders generally have newer ideas and the courage to try different things coupled with innovation to stand out in the crowd. The older lot need to appreciate and encourage them without resistance and delaying the decision process. There is a need of good synergy between both these classes and should respect each other. The clarity of job roles, goals, individual targets and the deliverable can provide a healthy work environment for every leader, irrespective of age, to contribute towards the organization success.
I strongly feel that it’s the CEO who can set the ball rolling to establish an organization climate of progressive type with a professional respect to every responsible key leadership position. Trust, Creativity while working on Newer Challenges and the 2-way Communication are the success ingredients that he should greatly rely upon. He needs to develop the future leaders by grooming them first with varied roles without differentiating them on age basis.
Thanks for your comment Dr. Asher. You aren’t the only one to push back at the ideas I’m suggesting.
I particularly appreciate the role of top leadership in creating environments the develop and leverage leaders.
We definitely agree that generally speaking young leaders have newer ideas and courage… perhaps brashness, to try new things.
Best
I think what is most challenging thing about integrating young leaders is that they get put in leadership positions before they are ready to lead. Young people start at an individual contributor level then get promoted because they get really good at what they do and they have the right attitude (all of the points you made above). But, transferring your youthful exuberance and energy to a group you now lead is a completely different skill set that needs to be learned. To me, this is part of the promoting leaders role to not just identify and promote, but to mentor and prepare the young leaders to lead a team. I see it as there being two really big jumps in moving up in leadership positions. The first step, leading anyone is a big jump. The second is where you get high enough where you are leading high functioning leaders.
I guess my overarching point is, because I’ve seen it happen several times to people, is they get promoted because of how well they contribute and their attitude is great, but they aren’t prepared to lead. What happens when you promote these people is there is now a large hole where your best associate was and you have a leader who is struggling. You just turned one good thing into two problems.
Well said Jon.
Makes me think of the importance of preparing young people for leadership. However, I will add, who of us was really ready? I’m not convinced I’m ready yet! 🙂
However, there are some sad ramifications both for individuals and organizations when young leaders crash. It’s a real danger.
Jon, I agree with your comments.
The book ‘Reengineering the Corporation’ (RtC) was a big hit but one of the authors had to write the book ‘Reengineering Management’ because the two authors of RtC forgot to include the impact on employees especially managers in RtC; employers lost many employees during their change efforts.
I’m going to write the next book ‘Reengineering the Employees’ (RtE) and RtE will be very short. What the heck, here it is. “’We can’t reengineer people and employees are people so don’t bother trying to do it.”
However in my experience, having a positive culture is rarely at the top of the ‘behavior’ of CEO’s and the result is high turnover and political surroundings. In the article ‘Transforming the Engineer into a Manager: Avoiding the Peter Principle,’ Civil Engineering Practice, Fall 1989, the author, Dr. Neil Thornberry a Professor at Babson College, asserts that young engineers are judged on technical merit and accomplishment, and that promotions go to the technically proficient and verbally expressive engineers, while less technically proficient and less verbally expressive engineers wait their turn.
The Peter Principle is, “In a hierarchy every employee tends to rise to his level of incompetence.”
Dr. Thornberry found that for a group of engineers the most talkative, competent engineer gets the first promotion into management. The second most talkative, competent engineer gets the second promotion into management. However, the third most talkative, competent engineer makes the best manager, i.e., they listen to others. Now let us presume that a growing company keeps promoting their most talkative competent engineers into management. What do we have? The best technical experts no longer doing the work and the best managers not in management and if they are in management they report to someone who is less capable of managing effectively–they talk too much.
Great post! Positive perspective while pushing for progress! Have always enjoyed working with young leaders! This explains the “why” very well! Thanks, Dan!
Thanks Terry and keep up the great work. I love working with young leaders, too. Best
The assumption by many from the inside and the outside in is that “old” is equated to stagnant ideas and no energy. Likewise a similar assumption is that “new” is better. Both are narrow viewpoints and neither are necessarily true. I agree with many who have posted before me that “effective” leadership can happen with any aged leader. It takes vision, passion, the ability to listen, and to develop new ideas by continuing to learn and take on new challenges. There is value in the history and knowledge that a veteran leader brings to the table, just as there is value in the new perspectives – fresh eyes if you will – that new leaders bring with them.
My advice: be a learner, a listener, and look around to make connections with those who can move the bus forward and don’t worry about what year that person graduated from high school.
Thanks Vicki, You are right to point out that my post deals with generalities. It’s never all one way or the other. I’m an older leader with, I hope, an open mind. 🙂
I like what you say. However, I would not put the issue down to age. I would talk about mind-sets. Too many people who are close minded reach leadership positions, without really having the right to be there.
Let’s talk about mindsets, and not about age
Thanks Rajiv. Totally agree that mind-sets matter. I’ll hold to the idea that youth mixed into the traditionally old leadership team gives a different complexion. I think organizations just look better if they include some younger faces in leadership… it says something about who we are. To some degree, I think it is about age. I better be careful, can I get sued for saying that?
Hi Dan
Well, I am old as well, and there is always a tendency to become mentally (and physically) rigid with age!
However, this is the challenge that we all have to be aware off.
Your blog has inspired me to write my own entry, in the next few days, about leaders who refuse to let go, who refuse to have a “sell by..” date on their careers. An example? Indian politicians!
I think young people often have unrealistic expectations of their careers and are too impatient as well. There is no overnight success, just persistent growth.
Thanks misslapepita. YOu point out an important problem. Some young people don’t want to work for it. It’s best to weed them out just like older people who have a sense of entitlement.
True. I guess time will do that. After all we life in a results driven society: if you don’t perform people will notice and turn to those that will.
This one just moved into my 10 Best Articles of 2013 list. Magnificent!
Thanks Jim. It’s a pleasure to serve!
Normally your blog posts are thoughtful and informative. This one shows a lack of depth of understanding in leadership as it is not about age. Some of the most dysfunctional businesses I come across have inexperienced leadership that does exactly what you say old leaders are doing. It has nothing to do with age.
The young Turks at Enron were exactly what were needed.
Tell this to the worlds oldest billionaire, Karl Albrecht of Aldi fame and fortune. He is in the top 10 still or so I am led to believe. Warren Buffett, and many others I know personally are not old thinkers.
Thanks Greg. Your comment is much appreciated. I think we are both calling it like we see it. Your points regarding some exceptional older business people are well taken. Perhaps we can both think of some examples of younger successful business people as well.
Cheers!
It’s amazing how true this can be. You have to sometimes be your own biggest promoter because others above you fear that praising you may mean you are soon promoted to the same level. That fear can lead to squelching a potentially game changing leader. But never fear they will go somewhere else where they can continue to grow and help a new organization flourish. These folks will not be held back.
???
Bravo!! Apprecitate your words always. Will be sharing this one with church folks as it is what I feel they need to hear.
Thank you.
It seems to me that you are taking the wrong approach … Leadership is NOT about young and Old …. it is about poor and Great!
Anyone young or old can be a poor leader….just like anyone young or old can be a great leader!!!!!
People need to focus on what it takes to be a great leader…no matter what your age is… history has shown that age has nothing to do with being a great leader!
had a real “young leader” day today… this was very helpful to pull me out. great advice here… thank you.
Hands down one of your best blogs, Dan, thanks! As a 33-year-old with 140 employees reporting to me–this spoke volumes.
Very interesting blog. As one getting ready to retire in a few years from nursing & medicine, I find a key aspect to leadership—MENTORING my students with down-to-earth skills, application and learning how to think globally. Younger workers graduate from school and/or college and think they have the answer(s). With mentoring from an older, experienced sage, they can develop this wisdom into concrete and useful products without getting “eatten alive”. The world and markets have changed dramatically in near recent past. We ALL have to re-learn and re-work our knowledge bases to a new world. One thing I find extremely saddening is the ageism that is in the workplace and employment lines today. Reminds me of Soilant Green.
Rather than young or old, I tend to look at leadership metaphorically as fathers and sons. Fathers create, initiate, nurture, and maintain. The pioneers who start and run big companies never stop being vital. If and when they retire or die, a son (not necessarily their son) may take over and that may be a problem no matter what age they are as the company needs a father (or mother).
Thanks Mark. The only thing that troubles me about the father/child metaphor is that it makes others children. Perhaps partner is more suitable?