We are all updating our smart phones, our computers, and our “clouds” with the latest version of whatever operating system that runs these devices. Some of us wouldn’t be caught dead with an older version of software! It is almost a black mark on our reputations as device-toting professionals of the modern era. But what about the “software” that drives us—as human beings, as professionals in the workplace, and ultimately, as travelers looking for fulfillment?
Daniel Pink, in “Drive,” talks about the “operating system” for motivation and the fact that it is outdated to fit today’s workplace. Leadership requires its own operating system. I believe that the type of leader you are, the intensity of followership you are blessed with, and the breadth of impact you have are all related to your Core. As in, what is your Core? How do your competencies drive your daily leadership behavior? How have you designed your unique contribution to your team, your organization, and your community?
A Case in Point
Tom works for a large health-care company. He had reached a senior managerial level at his organization based on past achievements. However, he felt stuck. He thought it was potently unfair that seemingly less experienced people than him were getting more visibility and rewards. He was upset with his boss, Nancy, and this reflected on his behavior toward his own team, as well. He thought he had been an excellent leader and just couldn’t understand how he wasn’t being rewarded. He sat down with Nancy and told her directly that he felt he was being sidelined. Nancy, who was an excellent leader herself, smiled and said, “I have been waiting for you to have this chat. I would have brought it up in the near future, but I wanted you to feel the urgency yourself.”
Tom was perplexed. Why would Nancy delay this important discussion? And Nancy surprised him further by asking him to meet with some of his own team to gather their feedback before she would give him any direction. Tom, frustrated and a bit angry, decided to talk to his senior-most team member, John, who had been with Tom since they started their careers more than two decades ago. John was a steady and reliable contributor, usually the rock of any team. He wasn’t interested in traditional corporate ladder climbing and kept well away from territorial politics. He was, however, an impact player as he had built deep product expertise, as well as longstanding customer relationships.
John smiled at Tom and said, “Well, I am glad we are talking about this because I have been concerned about you. Lately you have been very short with your team and it is not like you at all.” He continued, “Tom, have you looked at your team composition lately?” Tom replied, “What do you mean? The number of people?”
John said, “No, look at the average age of your team—they are younger by 10 years now than even a couple of years ago.”
Tom reflected and said, “Yes, you are probably right. I never paid any attention to that.”
John looked at Tom for a minute and asked him, “Do you think the skills you use to motivate me and folks my age and experience work with your younger team members? Have you taken the time and effort to reskill yourself and understand what drives them so you can lead them better?”
Tom was taken aback. Had he lost his skills?
John said, “Tom, you are still a good leader and a great person to work with. You just don’t connect with your team anymore. And Nancy and the other seniors have noticed that. Our performance has slipped a bit, and we have missed a couple of deadlines in the last six months. The team doesn’t respond to authoritative directives anymore—you have to earn their trust and build consensus.”
Tom was beginning to understand. “I understand what you are saying, but this is how my leaders led me, and this is what has worked for me. If I am to change, I really need help.”
John helpfully replied, “You know that HR actually has a ‘New Generation Leadership’ program that I have heard a lot about. And they even have an ongoing coaching program that I am sure Nancy will enroll you in. I think that would help a lot.”
Tom ruefully thanked John and hurried into Nancy’s office and barged in. Nancy looked at him and said, “Tom, what’s the matter? You look pumped!”
Tom said, “Nancy, I figured it out. I need to polish up my core skills. They have tarnished a bit!”
Nancy smiled and said, “Okay, Tom sit down. Now let’s have that chat and then we can figure out how to put you back on track.”
You can see that Tom had to re-evaluate his “operating system” and “upgrade” it. He had to refresh it to keep him relevant. By doing so, it helped him get back on track and resume his leadership journey.
Vinay Nadig is the author of “Leadership IS for Everyone: 20 Leadership Secrets for Exceptional Outcomes and Fulfillment at Work.” He has had a 20-plus-year career as a consultant, entrepreneur, and business unit head in the manufacturing, health-care, retail, technology, and airline sectors, consulting with several large Fortune 500 organizations. For more information, visit, http://www.vinay-nadig.com and http://www.leadershipdharma.com.
