Training Industry Magazine - Winter 2015 - (Page 51)

LEADERSHIP 2.0 VUCA LEADERSHIP I N T O D AY ' S MULTIGENERATIONAL WORKPLACE - KE N B LANCH ARD AND S COT T BLANCHAR D Strategic planners in the business world have embraced the acronym VUCA to describe an environment that is increasingly volatile, uncertain, complex and ambiguous. Although the acronym originated at the U.S. Army War College in Carlisle, PA, Bob Johansen popularized VUCA in his book, "Get There Early: Sensing the Future to Compete in the Present." believe their leaders could do more to help them develop their leadership skills. Most say their current employer does not encourage them to think creatively. They believe the biggest barriers to innovation are management attitude (63 percent) followed by operational structures and procedures (61 percent). As we look ahead, leaders need to consider the skills they may need to compete successfully in a VUCA world - especially in today's multigenerational workplace. Johansen believes leaders can be successful in our ever-changing environment by developing the flipped skills of vision, understanding, clarity and agility. We agree. While the initial responsibility for drafting an organizational vision rests with top management, mechanisms should be in place to give people in the organization an opportunity to help shape the vision. LEADERS MUST ADAPT TO SITUATIONS TO MEET THE NEEDS OF THEIR PEOPLE. CREATING A SHARED VISION An essential characteristic of great leaders is the ability to mobilize people around a shared vision. This is more important than ever in today's world where a new generation seeks a workplace where leaders value their contributions. In the 2014 Millennial Survey, consulting firm Deloitte gathered the views of more than 7,800 millennials. The study shows that this generation wants to develop their skills, make a positive contribution to society, and work for organizations that foster innovative thinking. Millennials UNDERSTANDING AND CLARITY Once a shared vision is reached, leaders need to keep the message alive and essential to ensure their people have a deep understanding and clarity about where the company is going. In many organizations, vision statements go up on the wall but don't provide any real guidance. It's important for leaders to keep talking about the vision to inspire people as they help the organization grow. Aspects of the vision may change over time, but its essence will remain. If an obstacle or unexpected event throws things off course, leaders may have to change short-term goals, but the vision should be long lasting. BEING AUTHENTIC AND AGILE As a leader, your actions need to be congruent with the vision. One of the attributes of the millennial generation is T R A I N I N G I N DUSTR Y MA GAZ INE - WINTER20 1 5 I WWW.TRAININGINDU S T RY . C OM/ MAGAZ I NE their desire for authenticity in their leaders. This is a very educated and paradoxical generation. They are idealistic - but also realistic. And they may be experiencing a business environment with more limited opportunities than if they had come on the work scene 10 years earlier. One challenge baby boomer, as well as generation X, leaders need to address is a potentially judgmental attitude that can create an unnecessary gulf between generations. Millennials have a thirst for knowledge, but also yearn to have their contributions valued. Leaders need to be educators, but also need to know when to listen. Intergenerational mentoring is a valuable way to build camaraderie between seasoned veterans and millennials. Leaders who are able to facilitate mutual understanding in this way are the ones who will set up their people and their organizations to succeed. LEADERSHIP IS A PARTNERSHIP Leaders must adapt to situations to meet the needs of their people. The leaders who can effectively set an inclusive vision, understand the needs of their employees, provide clarity, and remain agile when changes arise are the ones who will be best positioned for success - today and tomorrow. Scott Blanchard is a principal and executive vice president of The Ken Blanchard Companies. Ken Blanchard is the best-selling co-author of "The One Minute Manager" and 50 other books on leadership. Email Scott and Ken. 51

Table of Contents for the Digital Edition of Training Industry Magazine - Winter 2015

Tracking Trends
Table of Contents
Guest Editor: Training Trends across the Spectrum
From Training to Continuous Learning in the Workplace
Integrating Accommodations for Learning Disabilities into Training
Emerging Learning Technology Trends
The Business Potential of Cloud-based Learning
A New Role for Instructional Design
Social Motivation: The Key to Adult Learning ROI
Key Trends for 2015: Transforming the Training Function
Bite-sized Learning Turns Less into More
How C-level Executives View Corporate Training
Learning Content Modernization: Why, What and How
Casebook: Boy Scouts of America: Reimagining the Learning Experience
Communities of Practice: The Future of Workplace Learning
VUCU Leadership in Today's Muligenerational Workplace
It's All About Climate Change
Closing Deals
Company News
What's Online
Training Talk

Training Industry Magazine - Winter 2015