Generation Y’s different values and attitudes are causing tensions in the corporate world and the military too.  Gen Ys are natural networkers, they do not respond well to command and control styles of leadership. This actually poses a huge opportunity to those organisations who see the benefit in collaborative working. And there are an increasing number who do.

I was recently talking to a senior manager in a big media company who told me that the only way they would be able to reach their high revenue targets is if people start to work together more effectively. The challenge is for older managers who are used to a hierarchical way of working.  They want to keep control and feel uncomfortable with the idea of encouraging their staff to cross organisational boundaries to work together. They simply do not want to do things differently.  Why would they? They have always worked in a hierarchically-based way.

I have been working with my co-directors to design a leadership programme that helps such managers. It is desperately needed. It is surprising how much leadership development is still based on outdated assumptions. It is also surprising how few leadership programmes  take account of the new context within which leaders have to operate.

The military have of course had to respond to new contexts in recent years. One of these has been the threat of terrorist organisations that operate on a non-conventional, networked model.  I was interested to know whether the military were thinking about how they need to change in light of the external changes. As let’s face it, if they can get to grips with a new kind of leadership anyone should be able to. And sure enough, they are taking the issue very seriously. This excellent article describes the changes that they need to make and the opportunities that this affords them. Businesses would do well to take a leaf out of their book.

Sally Bibb