In the previous series, I explored several characteristics that may be helpful in establishing a leadership setting to which the emerging millennial generation will respond. The following, as a reminder, is a list of those observations with corresponding links to each topic:
In an ongoing series, I have been exploring some of the distinctives that may be helpful in establishing a leadership setting to which the emerging millennial generation will respond. Along the way I have looked at a number of the leadership and work-place attributes considered attractive to millennials. The following is a list of these observations with corresponding links to each topic:
Millennials are the 54 million adult Americans aged between 18 and 34 in 2015 and now make up one third of the American workforce, the largest generation at work. That is why for the past few weeks I have taken time to review some observations for consideration by those who lead workers in this age bracket (click here to read past articles).
This week I am looking at the way in which millennial workers value corporate transparency.
Over the past few weeks I have taken some time to explore some of the attributes that may help leaders facing the emergence from millennial generation as they enter the workforce (click to read). Along the trail, I have looked at several of the attributes considered attractive to millennials. Added to the list this week is the need to provide a clear path for career advancement.
In this ongoing series to explore some of the distinctives that may be helpful in establishing a leadership setting to which the emerging millennial generation will respond, I have looked at two of the attributes considered attractive to millennials: Mission-purpose and work-life balance.
Last week I began a short series discussing some of the distinctives that may be helpful in establishing a leadership setting to which the emerging millennial generation will respond. As I said then, I am neither a sociologist nor a psychologist – and certainly not an expert. My perception is simply that of a practitioner - and it is in such a context that I am proposing some thoughts for consideration. And on that note, we continue…
One of the realities facing those in leadership is providing a climate that is both attractive and motivating to “millennials.”
Continuing the discussion of Courage as it relates to leadership, we cannot ignore the reality that not all experiences in leadership are smooth – or even positive. Obstacles arise, choices are made, and not every decision works out well.
As it turns out, such are the circumstances that mark the difference between average and extraordinary leadership. A classic article from Harvard Business Review entitled, “Crucibles of Leadership,” puts it this way:
In an article entitled, “Courage: The Defining Characteristic of Great Leaders,” Harvard senior Fellow Bill George affirms the need for Courage in Leadership.
Quoting in part, he writes:
“…There are literally thousands of competent managers who can run organizations efficiently using pre-determined operating plans, but few with the courage to transform entire enterprises…”
In past blogs, I have discussed the importance of confronting issues as they arise (click here to review).
