Leadership is in Crisis

leadership in crisis

For many years it became evident to Human Resource (HR) professionals that there is a leadership development crisis.

No doubt there is a whole bundle of other HR woes that should take priority, such as talent shortage, focusing on employee health and well-being, and strengthening manager-employee relationships. But all are linked to the leadership issue.

The failure to show flexibility and the ability to adopt an inclusive company culture has convinced HR professionals that leadership development is another trending hot topic.

While it’s true some leaders show a willingness to change with the times, trust in leadership is sinking to a new low.

An SHRM (Society for Human Resource Management) Research Overview indicates leadership development is a key challenge for HR. The workforce is aging quickly, leaving many HR teams to consider putting formal succession plans in place with more emphasis on developing future leaders.

Employees repeatedly say that poor leadership is the reason for leaving their jobs.

Despite what many employers think that employees leave because of finances, which may be the case for some, the majority of employees will say they leave because of their direct supervisor.

Let’s put this into perspective.

Think about when an employee is first hired. They are happy, excited about securing employment, highly motivated, and eager to learn. Fast forward two years and those same employees are showing all these signs of disengagement. What happened along the way? Who’s responsible for the well-being of this employee?

The leader.

The new generations want a more active role in decisions about their jobs. Unfortunately, businesses struggle to produce budgets necessary for strong employee training and development programs that emphasize leadership and growth.  It’s a mighty tough assignment for any business, SML, to achieve full credibility and trust among leaders who are not trained to adjust and adapt to today’s workforce.

No matter how well-intentioned or experienced, highly respected or positioned, agile leadership will strengthen the team. Through this action rather than words, open-minded flexible leaders will drive better business outcomes. As Gandhi said, “Be the change you want to see.”

HR personnel will tell you they are seeing more companies working on breaking down the hierarchies and focussing on creating more agile workplaces. They must!

Younger generations make up the largest segment of the workforce and as baby boomers retire, will comprise an even larger cohort in the future.

As evidenced by the trending exodus of workers ‘on the move’ seeking more meaningful work, employees are sending clear signals that they want more training and development. Younger generations are asking more questions, want to provide input, and aspire to be part of choosing their paths.

To accomplish this, leadership requires vision and skills to make the right decisions that align with the desires of the workforce. Businesses should provide employees with the resources and support they need to succeed; this includes offering leadership development programs.

By understanding the generational shifts, companies need to a build future-ready workforce, starting today.