“Gone are the days when twenty years of management experience guaranteed strong performance as a leader.”
Now, I don’t like to buy into controversial gender debates… And much less point out the apparent negatives of blokes being in control of the asylum…
But when gender AND age are involved in such an intoxicating combination, it simply can’t be ignored.
It is no secret that companies and organisations in industries everywhere are grappling with multiple challenges – of rapid technological change, stalled economic growth, climate change, the scarcity of resources, global restructuring and the need for flexible forward-thinking – as they strive to adapt and succeed in today’s environment.
While the world might be generally short of leaders with the attributes and capabilities required to lead and achieve transformational change, the demographic that dominates that leadership style, that they call ‘strategists’, is women over the age of 55.
Well, according to a new report by international business consultants, PwC (UK), in conjunction with psychometric testing specialists Harthill Consulting, less than half of business transformations succeed because those in charge of driving change in the organisations lack the skills necessary to do so.
The report, entitled ‘The hidden talent: Ten ways to identify and retain transformational leaders’, argues that these ‘wicked’ challenges – historically unprecedented in their scale and complexity – require ‘transformational’ change on the part of organisations. And to achieve transformational change, it says, organisations require leaders with highly developed leadership skills.
New leadership skills required
The report argues that the attributes required to manage a transformational change are not the same competencies as those exhibited by leaders who cope well with day-to-day issues, or even by those who excel in a crisis.
“Gone are the days when twenty years of management experience guaranteed strong performance as a leader.
“Most of the issues facing leaders in the public and private sector are not like the complicated technical problems of the past; problems that could be addressed by smart people working hard,” it says.
“Many of our current leaders have ‘got to the top’ through clear thinking and determination. We suggest that this will not be enough when facing today’s ‘wicked’ problems.”
“Instead the leaders who do seem better placed to tackle these issues have necessarily had experience of diverse settings and people, as well as failure, that has bred both a humility in their own perspective and resilience of knowing what to do when things don’t work.”
Alas, the research finds that these different, more highly developed leadership skills are a bit thin on the ground. Less than one in 10 organisations have the capabilities, attributes and mind-set required to lead transformational change and solve these difficult problems. It is a failure of leadership, they say.
But here’s the interesting thing. While the world might be generally short of leaders with the attributes and capabilities required to lead and achieve transformational change, the demographic that dominates that leadership style, that they call ‘strategists’, is women over the age of 55.
“Many of our current leaders have ‘got to the top’ through clear thinking and determination. We suggest that this will not be enough when facing today’s ‘wicked’ problems.”
The ‘strategist’ approach
Warning: I’m going to make some sweeping generalisations here about gender differences in management styles and say that all this rings pretty true to me.
‘Strategists’, according to the report, are leaders who generate and embrace transformational change from both an organisational and personal perspective; and they tend to see the world differently to conventional leaders.
For example, they tend to be able to see situations from complex, multi-faceted perspectives rather than single perspectives. This enables them to use ‘uncommon sense’, which allows for fresh approaches and innovative thinking.
Strategists “lead with inquiry rather than advocacy, with engagement rather than command,” and from “a deeply held humility.” In other words, they don’t assume they have all the answers.
Another trait of strategists is the ability to see and act upon both the big picture and the detail. They can move easily between the vision, strategy, actions and the actual outcomes, says the report.
Less ego, more vulnerability
They are passionate but they also have a healthy level of detachment in their perspective. They need to be able to stand back and reflect; to see their actions objectively; to learn and to change their position if new insight requires it.
“Leaders lose the hearts and minds of followers if it is ‘all about me’ and they attempt to force compliance to ‘my truth and my way’”, the report says.
Yes, I am generalising, but is it sounding like a female skill-set yet?
The report goes on to say that leaders who are ‘strategists’ use language positively.
“Language, the primary tool of leadership,” says the report, “can be used to liberate or oppress, inspire or demotivate, expand or limit. Leaders who are strategists use language with awareness, skilfulness and an intention to create positive outcomes.”
Strategist leaders also express both vulnerability and courage, enabling others to take responsibility and give honest and frank feedback. “They need less limelight. Their ego enables them to take a stance that creates the opportunities for others to thrive.”
Finally, strategist leaders use their power wisely, creatively and courageously – to not just deliver results, but build long-term engagement, commitment and trust, which is especially vital in uncertain times.
What can be done?
The authors of the report offer some advice to organisations that are looking to increase their quota of leaders with ‘strategist’ skills, starting with the suggestion to look in the right places.
“For example,” it says “the analysis suggests women leaders are more likely to have reached strategist level.” Ten per cent of female leaders in the study were strategists compared to only seven per cent of men.
“Older leaders are also promising: amongst leaders aged 55 and over, 14 per cent were strategists, twice the average across the study,” they report.
“For the 45-49 year-old group and the 50-54 year-old group, the figures were 10 per cent and nine per cent respectively.”
At the same time, the report urges organisations to do more to retain their most mature leaders.
“Strategists often feel uncomfortable within organisations, where the difficult but necessary questions they ask can ruffle feathers, particularly in traditional businesses that rely on hierarchical management structures.
“Such organisations must now work harder to develop and retain ‘strategists’. In an era of unprecedented complexity, these are the leaders who hold the key to transformation and, ultimately, survival,” the report says.
This report certainly underlines the value of maturity and experience, as well as those traits which might be typically associated with female leaders. Quite probably, it makes total good sense too. It does to me.
The report highlights examples of progressive, innovative organisations that are thriving under this kind of thinking and leadership but acknowledges that the majority of organisations are still stuck in outdated, less useful leadership paradigms. Are more organisations likely to heed this advice and take measures to attract and retain more senior people – and senior women?
Any thoughts?
Following are the key ‘leadership types’ identified in this research:
- Strategists (8 per cent) generate organisational and personal transformation. They are often shaped by different experiences to their peers and see the world differently to conventional leaders. As a result, they have developed a particular leadership style that enables them to lead organisations through the most complex transformations.
- Individualists (33 per cent) interweave personal and company logic, bridge gaps between strategy and performance and are often effective in consulting roles.
- Achievers (52 per cent) juggle management duties and market demands. They are both action and goal orientated.
- Experts (7 per cent) rule by logic and expertise. They seek rational efficiency and are good as individual contributors.
