Theme: ‘Next Generation as Leader as Coach’

2020 will be known as the year of the COVID19 pandemic. It has been a bittersweet pill to swallow but we have all learned something about ourselves especially with regards to our tenacity and increased sense of community. However, where would we be without the technology that allowed us to stay in contact with family and friends. This technology also provided the opportunity to continue to work from home. The agility of businesses and leaders has been tested and those able to react quickly to change have amazed us with their resilience, creativity and adaptability.

A few years ago, I was lucky enough to attend a series of webinars hosted by the Association for Coaching (AC) and delivered by Hetty Einzig titled ‘The Future of Coaching’ and I immediately went out and bought her book.[i] Hetty states that ’if the workplace continues to promote a culture that encourages a competitive win-lose model, with ……..high levels of exploitation…….increasing numbers of millennials will opt for the risks of entrepreneurship.’

Millennials are also referred to as Generation Y and represent the population born between 1980 and 2000. They are the digital generation who have greatly influenced the way we live and work and are deemed to be the key influence of the rapidly changing world we currently find ourselves in. There are around 17 million millennials currently in the UK and therefore as a group, they are worthy of our attention. Before we can make predictions about future generations, we must gather clues from this group first.

Hetty’s own research identified that millennials have expectations associated with information technology that are redefining how we work. ‘Technology and …social media run in their blood.’ They want instant leadership and ‘demand more transparency’ and accountability than previous generations. Social entrepreneurship is growing as a result of this group and establishing a solid global platform is achievable through the advanced technology they have developed. In summary Hetty states that whilst ‘their lack of deference can ruffle feathers….this may be just what is needed right now to grapple with our global challenges……Impatience, coupled with…..technology…..makes them a formidable disruptive force.’

I have witnessed the increase in management trainee apprenticeship schemes. offering postgraduates the opportunity to be fast tracked into management positions. I have witnessed the inception of the digital age and the move towards flatter organisational structures. I have witnessed businesses moving towards greater social responsibility, as their customers are driving this change.

In my role as a coach, I have witnessed high levels of stress and, in the worst cases, burnout from millennials. The causes can be categorised under:

·         unrealistic expectations of themselves and others;

·         poor work life balance

·         workload demands and

·         lack of appropriate leadership management training.

We are living in a volatile, uncertain, complex and ambiguous (VUCA) world and COVID19 is a prime example. We need leaders who have the skills, resilience, creativity and mindset to be able to navigate turbulent seas, squalls and doldrums. Leaders who have the foresight to change course before the storm hits to bring the business and their employees safely through.

The world of business and the role of the leader is changing and whilst we are spoilt for choice in the number of models available to us (each with their own unique viewpoint) there is a greater expectation for successful leaders to display certain emotional intelligence (EI) characteristics to be truly inspiring. Daniel Goleman spearheaded this topic in 1995 and it is also linked to evolutionary survival and adaptation (Darwinism).

What is so special about EI and why do I think it is important for current and future leaders to possess these characteristics? Leaders who have high levels of EI are resilient and more self-aware. They cope with daily pressures and are quick to recover as they can manage and control emotions. They are intuitively able to understand how others feel and develop effective relationships. They have social responsibility. They set and achieve goals that represent a holistic viewpoint. They seek first to understand before being understood and are typically positive, optimistic and lead by example. They are committed to maximise potential of themselves as well as others. However, they are assertive and decisive decision makers when needed as well as confident and inspiring to be around.[ii]

How do you increase a Leader’s EI? There are a number of models that can be used to measure a leader’s EI which are valuable in Leadership Coaching. The interpretation of the results should be available prior to the coaching session. The coach can work with the client to develop a SWOT analysis from which a development plan can be created. It is important to note that these models are to promote greater self-awareness and is not a map to a particular destination.

I am pleased to witness a greater awareness and appreciation of emotional intelligence as a core strength in leadership. I believe that as we move towards greater automation and increased application of AI, remote workers, working flexible hours that fit with their own life patterns will become the norm and our next generation of leaders will benefit from coaching to deal with the staff management issues this presents. COVID19 has accelerated the process and provided organisations with a glimpse of the new world of work. Now is the time to invest in Leadership Coaching programs. The Association for Coaching Conference 2020 is a good place to start making connections that will transform your business and provide a framework for developing the next generation of leaders.

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