This article appeared in the June/July issue of Your Business Magazine.
Are you ready to lead? Here are some tips for handling the pressure…
Whether you’re young or old, leading a business is never easy. However, assuming the mantle as a ‘young person’ does bring with it some unique challenges. There are two trials that young leaders invariably face; of these twin challenges, one is internal, the other external.
I remember a conversation with the newly-appointed CEO of one of South Africa’s largest listed companies. “They don’t take me seriously” was his comment and it clearly rankled. He was considered ‘young’ for the role but had been intentionally groomed for the position for years. And, as the youngest amongst his industry peers, his youth was even more apparent.
He frequently encountered dismissive and somewhat patronising attitudes from colleagues, and found it near impossible to shrug off the label of ‘new kid on the block’. It was an unfair response from these established players, who no doubt saw this young buck as a threat to the status quo. But this is a response that many young leaders encounter, no doubt.
The challenges
The key external challenge that many younger leaders face is exactly the one described above: not being taken seriously by industry peers who are older and more experienced. The truth is that you can do little about this reaction. But by anticipating this response, you can least be prepared for such.
The internal challenge is similar and involves dealing with people within your business, and team, who are older and more experienced. This is a crucial challenge for younger leaders, and how it is handled will either make or break you as a leader. There is no simple solution as each scenario and workplace is influenced by a number of factors, including the culture of the organisation, how the succession transition was handled, your reputation, what is needed as the business moves forward, and the maturity or emotional intelligence of those around you.
So what then can younger leaders do when faced with these challenges? Here are three suggestions:
1. Ask questions
Don’t be afraid to ask questions. Smart leaders, whatever their age and experience, know that in today’s complex and ambiguous world, learning is not optional, it is a prerequisite for leadership. Confidence is important, but don’t think that asking questions and learning from others makes you appear lacking in confidence. In fact, quite the opposite is true. Confident leaders ask questions and admit when they don’t know something. Asked in an appropriate way, good questions can start conversations, build respect, and foster learning for opportunities for all involved.
Edgar Schein’s masterful book The Humble Inquiry should be mandatory reading for all leaders, particularly young leaders. The title is self-explanatory and refers to both your attitude and skill set, which the book has some great pointers on.
2. Find a mentor
Approach people that you respect and from whom you can learn to become your mentors. You may strike up a formal or informal arrangement, but try to schedule regular meetings or take advantage of potential mentoring opportunities whenever they present themselves.
At your meetings ask lots of ‘why’ questions, and a few ‘how’ questions. Then listen carefully to what is said, and not said. Your mentors need not be in your industry, in fact, it can sometimes be beneficial if they aren’t.
I always ask the same question of my mentors: what is the best advice you have received that you could pass on to me? It’s a simple question, but one that yields rich returns.
One piece of advice that I received many years ago has influenced my business journey ever since. This particular response came from a prominent philosopher, Dallas Willard, whose writing has influenced me and who I sought out on a trip to North America. In response to my usual question, as stated above, he replied: “Never worry in life about the size of the stage on which you feel called to perform; worry more that you have something worthwhile to say.”
Find a mentor or mentors who will shape answers in you around the ‘why’ question more so than those who give you the ‘what’ and the ‘how’. You lead out of who you are – so, pay attention to who you are becoming. Character trumps skills when it comes to leadership practice.
3. Build frameworks of understanding
Leadership is made all the more complex by the context in which you operate. It may help to develop frameworks to enhance and deepen your understanding of these various contexts and inform your response to them. Generational Theory, for example, provides a framework for understanding the different generations and the ‘gap’ between them. The more frameworks you have at your disposal, the greater your understanding of any given situation and your capacity for facing it head on. Frameworks around change, culture, strategy, people, the future and innovation are just some that will come in usefully when leading a business.
In sport it’s often said that “if you’re good enough, you’re old enough”. Age need not be a barrier to leadership, but much depends on the character of the individual. In fact, leadership is more about character than a specific skill set.
Recognise that you are on a journey, one in which you have the privilege of leadership sooner than most, and embrace this opportunity.
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