Guest
post from Glenn Elliott and Debra Corey:
The world of work has and continues tochange. Our workforce, which now consists of five generations working side by
side, expects and demands different things from its organization, its job, and
most certainly its leaders.
We conducted a study to better understand
these new expectations of leaders, asking 350 millennials the question: What do
you want and expect from your leaders? We asked the respondents to name and
prioritize the leadership traits that they most respected and valued.
these new expectations of leaders, asking 350 millennials the question: What do
you want and expect from your leaders? We asked the respondents to name and
prioritize the leadership traits that they most respected and valued.
The results show that what employees are
looking for in a leader has changed dramatically in the last 20 years. These
are the 10 traits that employees expect -- and I strongly believe that
companies need -- from their leaders:
looking for in a leader has changed dramatically in the last 20 years. These
are the 10 traits that employees expect -- and I strongly believe that
companies need -- from their leaders:
1. Own and live the company values. Leaders
need to be role models for their company’s values. They should take every
opportunity to communicate and apply the values constantly, incorporating them
to guide and help make better decisions.
need to be role models for their company’s values. They should take every
opportunity to communicate and apply the values constantly, incorporating them
to guide and help make better decisions.
2. Communicate openly and early. Leaders
need to be open, honest and transparent with their employees. They should
communicate news and information early, not shielding them from bad news.
need to be open, honest and transparent with their employees. They should
communicate news and information early, not shielding them from bad news.
“Be as open with your people as you can,
as early as you can. Employees are much more likely to go to bat for something
they understand.” --Helen Craik, Reward Gateway Co-founder
as early as you can. Employees are much more likely to go to bat for something
they understand.” --Helen Craik, Reward Gateway Co-founder
3. Inspire people to reach higher. Leaders
need to create an environment where employees are able to do their jobs well,
and a culture where they want to do their jobs well, inspiring
them to be the best they can be each and every day.
need to create an environment where employees are able to do their jobs well,
and a culture where they want to do their jobs well, inspiring
them to be the best they can be each and every day.
4. Own their mistakes. Leaders
are no longer expected to be perfect. They are expected to be human and
positive role models, which includes owning mistakes when they happen. Leaders
should also think of mistakes as learning or teaching moments, using them as
opportunities and not obstacles.
are no longer expected to be perfect. They are expected to be human and
positive role models, which includes owning mistakes when they happen. Leaders
should also think of mistakes as learning or teaching moments, using them as
opportunities and not obstacles.
5. Recognize big wins, small wins and hard
work. Leaders build a culture of employee recognition
by modeling continuous recognition and where saying thanks is an everyday
occurrence.
work. Leaders build a culture of employee recognition
by modeling continuous recognition and where saying thanks is an everyday
occurrence.
6. Trust people. Leaders
should always default to trust and accept that most people are good and
trustworthy. They must lead in a way that’s respectful and honors other’s good
intentions, and not presume that their employees’ have malicious intentions.
should always default to trust and accept that most people are good and
trustworthy. They must lead in a way that’s respectful and honors other’s good
intentions, and not presume that their employees’ have malicious intentions.
7. Make the right decision, not the
popular decision. Leaders need to prioritize doing
what’s right over what’s popular. They should be accountable to their people
and act as servants, being prepared to be unpopular when necessary, and
striving to do what’s right for the business, the customer and their people as
a whole.
popular decision. Leaders need to prioritize doing
what’s right over what’s popular. They should be accountable to their people
and act as servants, being prepared to be unpopular when necessary, and
striving to do what’s right for the business, the customer and their people as
a whole.
8. Add value to their teams, helping them
to succeed. Leaders who deliver visible value to their
teams, helping them bring their creativity, ideas and judgment to work,
overcome the challenges of the new world of work and of more complex jobs.
to succeed. Leaders who deliver visible value to their
teams, helping them bring their creativity, ideas and judgment to work,
overcome the challenges of the new world of work and of more complex jobs.
9. Have the courage to be genuine and
visible. Leaders need to bring their whole selves to
work, having the courage to be authentic and to show vulnerability.
visible. Leaders need to bring their whole selves to
work, having the courage to be authentic and to show vulnerability.
10. Take care of people. Leaders
need to lead with compassion and kindness, showing their employees that they
truly care about them and have their best interests in mind.
need to lead with compassion and kindness, showing their employees that they
truly care about them and have their best interests in mind.
Great leaders understand and embody all of
these qualities, and don’t just pay them lip service. They understand that in
this new world of work they need to eliminate the barriers that separate them
from their people, using every tool they have at their disposal to cut through the
hierarchy and bring themselves closer to their people. By doing this, they will
significantly improve upward feedback and employee engagement. And, they’ll
earn the loyalty of not only millennials, but every generation they have the
privilege to lead.
these qualities, and don’t just pay them lip service. They understand that in
this new world of work they need to eliminate the barriers that separate them
from their people, using every tool they have at their disposal to cut through the
hierarchy and bring themselves closer to their people. By doing this, they will
significantly improve upward feedback and employee engagement. And, they’ll
earn the loyalty of not only millennials, but every generation they have the
privilege to lead.
Glenn Elliott is founder and Debra Corey is group reward director of Reward
Gateway, a world leader in integrated employee engagement technology
with more than 1,800 clients worldwide. Elliott and Corey's new book, Build it: The Rebel Playbook for
World-Class Employee Engagement (Wiley, Feb. 27, 2018)
highlights practical improvements that organizations can make to build a highly
engaged company culture.
Gateway, a world leader in integrated employee engagement technology
with more than 1,800 clients worldwide. Elliott and Corey's new book, Build it: The Rebel Playbook for
World-Class Employee Engagement (Wiley, Feb. 27, 2018)
highlights practical improvements that organizations can make to build a highly
engaged company culture.
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