Leen Kawas | Entrepreneur, Inventor, Innovator and Leader | Managing General Partner at Propel Bio Partners.
As the calendar pages continue to turn, four generations of professional women are engaged in their own evolution. Baby Boomers are phasing out of the workforce, retiring or embarking on their second (or third) careers. While some Gen-Xers have moved into top leadership roles, others are putting their early retirement plans into motion.
Meanwhile, Millennial women now have a decade (or two) in the professional ranks, with many of them carving out leadership and executive roles. Finally, Gen-Z women continue to enter the workforce at a furious pace. As the years progress, these younger professionals will comprise an ever-larger percentage of the workforce.
Together, these younger generations are well-positioned to become transformative future leaders. I believe guidance from today’s accomplished female executives can further prepare these younger women for landmark accomplishments. Let’s take a look at how we can train up promising women within our own companies to excel at transformative leadership.
Defining Transformative Leadership
In order to help others become transformative leaders, we first must have a clear understanding of what it means. I have found that a transformative leader isn’t someone who focuses solely on operational efficiencies and strategic planning. Instead, they focus on creating a workplace in which everyone can thrive. And, not surprisingly, this doesn’t happen overnight.
The first step of becoming a transformative leader is to develop an impactful company vision. A transformative leader is someone with the enthusiasm and communication skills to inspire team members to climb aboard for the ride. Team members should be encouraged to retire the status quo and develop “out of the box” ideas and solutions, with everyone’s ideas being welcomed and collaborative thinking being the order of the day.
At its heart, transformative leadership is about cultivating a workplace in which every team member feels empowered and motivated. Naturally, each team member offers a distinctive blend of talents and passions. A transformative leader should support each individual’s growth journey, understand that every team member prefers to be valued and appreciated in certain ways and work to leverage each person’s strengths to benefit the overall organization. I really believe recognizing every team member’s achievements is important; each individual’s success can enhance their personal growth and/or career progression. These accomplishments can also help further the organization’s goals.
Most importantly, a leader should take time to celebrate each victory or milestone together with their team. These collaborative events can help build camaraderie and team cohesion—two key attributes that I have found contribute to longer-term company growth.
Developing The Next Generation Of Leaders
When selecting an employee you believe would make an excellent future leader, first remember that each generation has a distinctive set of values that guide their workplace perspectives. For example, some studies suggest that Gen-Z team members prioritize employer-provided mental and emotional support along with work-life balance. Therefore, they may be hesitant at first to pursue leadership opportunities that require extra time demands. You may also find that a prospective trainee has previously observed ineffective leaders, leading her to regard leadership in a less-than-positive light. In such cases, start by exposing her to inspirational, transformative leadership prior to preparing her for a leadership track.
Once you’re ready to introduce a trainee to the leadership track, I recommend focusing on these areas:
1. Personalize leadership development pathways.
An effective leadership development program should take participants’ skills into account. Some individuals may demonstrate strong skills in specific areas. For example, Millennial and Gen-Z candidates are often familiar with multiple forms of digital technology. My younger team members, and those of my clients, are often digital wizards.
However, some younger candidates may lack the interpersonal communication and relationship-building skills that would enable them to thrive in a collaborative environment. These team members may require targeted training that will help increase these in-demand “soft” skills.
2. Prioritizing real-world training opportunities.
Regardless of the industry, a leadership development program should always include opportunities to substantially contribute to highly visible projects. For example, you might ask a trainee to create (and deliver) a digital presentation on a key emerging technology.
Taking a different tack, many Millennials and Gen-Zers are strongly committed to environmental and social causes. When possible, give them opportunities to participate in relevant projects that demonstrate their knowledge and passion.
3. Equip managers with in-demand coaching skills.
Each leadership program trainer should have a proven command of the required material and objectives. If necessary, have these leaders engage in “upskilling” that prepares them to deliver fact- and evidence-based coaching and other feedback.
After guiding your younger program participants toward mastery of specific objectives, ask them to share tips to help your organization better train younger candidates. To illustrate, a Gen-Z participant may share training techniques that appeal to digitally savvy younger professionals. It’s a “win-win” for both parties.
Preparing To Pass The Torch
Effective female leaders who demonstrate empathy, high emotional intelligence and excellent relationship-building skills have a strong foundation for transformative leadership. Mastering vision development and communication, as well as prioritizing team members’ personal well-being and professional growth, are also key considerations. As strong female leaders, let’s continue to “pass the torch” by preparing next-generation professionals for leadership roles.
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