In my last blog, I reflected on how my recent experience with a young, tech-based business in Bulgaria demonstrated how a different type of management and leadership has evolved from that I grew up with. I’ve generally worked in more traditional environments, so although I was aware of this different approach, I hadn’t experienced it first hand.
My work with these bright, young leaders highlighted that increasingly (and especially in more creative, knowledge-based industries) leaders have all arrived in their position via a different route. First-line leaders have skills and abilities that would have only been associated with the most senior people a generation ago or in more traditional businesses.
They also have skills gaps and blind-spots. Without many years’ experience, they are brilliant in some respects yet may flounder in others. However, due to the flexible and agile nature of their roles ‘traditional’ management skills are less relevant (not unnecessary – just less important). With multiple lines of reporting, lack of standard operating procedures, few tried and tested processes or even set job roles, this type of leader needs an entirely different type of management and leadership development, focusing on:
- Emotional Intelligence
- Building Effective Working Relationships
- Leading different types of character
- Coaching and developing people
- Empowering people
- Being a credible leader
Managers of knowledge-based workers don’t always have the answers; they haven’t always done the exact same job themselves. Unlike their counterparts in more industrial or regulation-led businesses, they are less likley to have worked their way up through a structured career path. Instead they have adapted to the changing needs of the buisness and seized an opportunity. As such, their role is less about being the expert. Instead, they need to know how to unleash their team members’ creativity, and provide just the right amount of support and guidance to keep everyone pulling in the same direction. They are all about making the idea work, and ensuring expectations are met. Of course, these skills are important in more traditional industries too, but they are front and centre in every-day operations.
READ PART 1 (more traditional industries) HERE
In my final blog, I’ll discuss how this has changed management leadership training.