Outdated thinking – managing younger people

I was recently working at Manchester Business School, training a group of very senior military people who were about to re-enter civilian life and we started to discuss what’s changed over our lives and how this might affect the way that we manage people at work.

What emerged from the discussion is that most of the talk about management methods assumes that the people we will be managing think as we do.  Looking around the room, we realised that we were all either approaching, in, or at the back end of middle age and that everything we were talking about reflected our ways of thinking.  The new generation of people starting work is simply not like us.  We grew up in a working environment in which things moved relatively slowly, people had some expectation of longevity in an organisation, there was a reasonable distinction between working life and home life and career progression might be relatively slow and time-served.

New graduates have no such expectations.  There is a theory that most will have around seven different careers during their working lives – note that this is careers and not jobs.  The first job is likely to be a stepping stone to something else and that something else may be a in a completely different field.  Slow has given way to fast and there is some expectation of instant gratification: “if you can’t provide this for me here and now, then I can always go somewhere else for it”.  With lower expectations about ever getting on the property ladder, young people are more prone to spend than to save.  They have a genuine social conscience and, whilst many expectations are still paying lip-service to corporate social responsibility, many younger people have a real drive to see greater social justice.  Where we might have gone from school to university to work, many young people have used their gap year not only to travel but to volunteer and work in environments which we may even consider hostile.  This in its turn breeds a level of confidence that I’m not convinced was so widespread when we began working.

Our management books focus on managing in a world which is fast being eroded by social, cultural and technological change.  Can we afford to keep training people to manage others in our own image?

To discuss any aspect of organisational development, leadership and management training, soft skills development or simply pass the time of day, please call me on +44 161 929 4145 or email me at david@davidcotton.co.uk.


The stability paradox

Apparently, Tom Peters once claimed that the paradox for organisations is that they have to  pursue change whilst maintaining stability.  I wonder if the notion of stability is a myth? It used to be said that leadership talk the future into existence and managers manage the status quo. Status quo (literally “the state in which”) is taken to mean the current state of affairs.  Some have interpreted that to mean a static, stable situation.  Of course, it neither is nor ever was.  Stuff happens; things change.  Managers manage in changing times.  If there’s change, there’s no real stability, so the paradox disappears.

If a company has a good and viable strategy, then reaction to external forces will force change to the execution of that strategy – and if instability means it’s not standing still, then the change means instability.  If the strategy is not viable because of external forces, then the strategy needs to change.  The change means instability.  If a company chooses not to notice outside forces, it will probably fail – hence, more instability.

So, back to Tom Peters’ assertion.  Pursuing change is necessary.  Instability is a given.  No paradox.

Have a good weekend.

To discuss any aspect of organisational development, leadership and management training, soft skills development or simply pass the time of day, please call me on +44 161 929 4145 or email me at david@davidcotton.co.uk.

New year, new directions – defining your business strategy

Some years ago I was asked by the Board of Directors of an SME to help them to more effectively deliver their strategy. I hope it doesn’t take a trained consultant to work out that my first question was “What’s your strategy?”

To a man (they were all men) they pointed to the Finance Director and said “Ask him!”

The FD blushed a deep scarlet, pondered and then had a lightbulb moment.

“Reduce our cost base by 3% and double our margins over the next, erm… three years.”

His colleagues applauded.

I repeated that I had asked them for their strategy, not their financial targets.

Over the years, I’ve found that the same confusion exists pretty much everywhere. Strategy is sexy stuff, talked about constantly in Boardrooms and yet little understood.

Without a clear strategy, a business has no direction. Without direction, everyone becomes task focused and silo-based. It becomes fairly easy to tell the organisations with no strategy. Just go to a board meeting. Typically, as one person gives their monthly report, the others are hastily scribbling theirs. There is little point in listening to the person speaking, because nothing they say has any direct bearing on your own functional area. 80% and more of the meeting looks backwards instead of forwards. If you have no direction, discussion of the future has no framework or structure.

So, why not start the new year by reviewing your strategy?

We can help you with our 1-day Strategy Review or 2-day Strategy Programme.

Call me on +44(0)161 929 4145 or email David Cotton.

I look forward to hearing from you.

Meanwhile, happy new year!

David Cotton is an independent trainer,management consultant, facilitator and speaker with vast international experience.