Tips for Younger Leaders (that apply to leaders of any age)
Lately, I've been working on a second edition of my book, The Next Level
In her Linked In profile, Frances describes herself as Dynamic Connector of People and Ideas. That is what you call truth in advertising. She is a woman who comes up with new ideas and makes them happen. As an example, check out this article from the Washington Post on her nonprofit, the Greater Washington Clothing Swap. I first met Frances last year when she was a manager at the ASAE & The Center for Association Leadership and I was a speaker there. She told me then that she had read my book and found a lot in it that applies to young professionals. I wanted to hear more so we had lunch last week to talk about it.
She had a lot of great observations and advice for young professionals moving into leadership positions. I wanted to get some of them to you sooner rather than later, so here are a few of her tips. (By the way, I think these apply to leaders in any age cohort. Wisdom for all ages. Thank you Frances!)
Emotional intelligence is key. As Frances told me, "You might think you're awesome, but if everyone else thinks you're obnoxious, that's a problem."
Practice two way communications. Know what to say and what to leave up to the other person to ask. Build those skills early in your leadership career.
Build your conflict resolution skills. Frances points out that e-mail and texting technology has allowed a lot of people to avoid dealing with tough issues on a face to face basis. Conflict needs to be resolved through talking, not texting.
Look for mentors. Frances says, "A lot of young professionals think a mentor is just going to land in their laps. It rarely happens that way. You have mentors all around you. Look for role models and observe what they're doing."
Volunteer for leadership. Seize whatever comes your way. Fill leadership roles outside of your 9 to 5 job. As Frances notes, "It expands your organization's reputation when you're out there involved in the community and it makes you feel great."
Manage up. Frances speaks the truth when she says, "You're not going to get an awesome manager in every job. Sometimes you're going to get managers who absolutely stink and don't deserve to be there." Her advice for when you do? Step back and observe what motivates them and how they want to be communicated with. You have to adapt to them. If that doesn't work, you have to know when to leave.
Embrace failure. Everybody fails from time to time. Frances has this advice for when you do. "When you accept it, she says, you get over it much faster. People don't judge you when you fail. They judge you on how fast you get up and back into the race."
Which of the leadership tips from Frances hit home with you? What would you add to the list? Are there other key things that younger leaders need to keep in mind? Anything that applies solely to younger leaders?
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ABOUT THIS BLOG
Executive coach Scott Eblin’s goal is to help you succeed at the next level of leadership. Throughout the week, he’ll offer his take on the leadership lessons in the news and his advice on your most pressing leadership questions. A former government executive, Scott is a graduate of Harvard’s Kennedy School of Government and is the author of The Next Level: What Insiders Know About Executive Success.
Sharp gal! I would add that when you take a position rather then being in a hurry to tell your employees how great you are and how educated you are ask your employees about themselves ask about their families get to know them act like you care or actually care would be best. I have seen allot of 30 somethings taking positions that are way over there heads maybe not in skills but in public relations. Its not there fault they just have not been around long enough to understand human nature. And to young managers the old timers in your dept may not be highly educated but remember thier life experiences count. If they where fools they would have been dead along time ago so give them alittle credit for obviously making proper decisions and are still walking around.
LC Posted Thursday, February 4, 2010 10:42 AMScott:
Pete Spaulding Posted Thursday, February 4, 2010 11:50 AMAs you write your blogs and books, I hope you give some thought to government leaders as well as business leaders. As everyone know, we are in desparate need of new , upcoming leaders in federal, state and local government. The challenges and motivations are different, though I think many of the necessary skills arethe same. Keep up the good blogs!
Emotional intelligence (EI)is SO important to developing relationships. Younger leaders who take the time to develop their EI skills will drastically increase the quality of their relationships and hence their influence. I also "second" the tip on volunteering for leadership roles. Experience paired with reflection turns knowledge into wisdom. Leadership growth will happen more rapidly by doing it rather than reading or thinking about it.
Susan Brown Posted Thursday, February 4, 2010 12:06 PMFrances provides very savvy and useful advice. I would add that a leader needs to know and build on personal strengths -- and also look for opportunities to stretch and expand his/her comfort zone. When a person stops learning, they stop leading.
Matt F. Posted Thursday, February 4, 2010 11:02 PMAs an older manager in DOD I have to say this article is right on in someone else's governemnt agency, we'll never see this in DOD. When ever I use any of these skills (including failure) you are the first to be ripped apart for being too "soft". I very much dislike the old "tirant" managers they breed here.
Older Manager Posted Wednesday, February 10, 2010 10:50 AMEmbracing failure is easier said than done. Most times it means leaving the organization in a lateral fashion so that the stigma of failure doesn't linger. In government, the Mentor is essential. An interested Mentor often defines your performance as Successful when the absence of a Mentor would allow your performance to be defined as failure.
Bob Lovell Posted Wednesday, February 10, 2010 2:13 PMI believe you need to add passion for the mission or activity as part of the mix. When a leader is passionate about what their group is doing it is infectious and can greatly motivate those around them.
Joe K Posted Thursday, February 11, 2010 6:45 AM