The changing requirements for effective leaders

The world of the 2020s is substantially different to the world of the 2000s and this realisation now enables us to recognise a decade of urgent warnings from Maverick Leaders. The culmination of their predicting and preparation is now self evident.

We live in a complex, constantly shifting world, where the old stables are no longer true and we need organisations full of influential Maverick Leaders, that do not require formal titles to lead themselves or others, that are change eager and able to predict and react to the patterns of change. 

Prior to 2020 our collective hope was for individuals to move from a fixation on self interest, that ultimately drove conflict within teams, to a model of cooperation. Organisations experienced a reluctant agreement from individuals to work within their teams to achieve a common goal. However, the individual was still primarily motivated by self and immediate team interest, necessitating the requirement of the leader to actively and intentionally facilitate team interaction and participation.

I have noticed, however, that when the leader has provided the right environment, individuals are motivated to actively collaborate within the the team for the benefit of the wider community. When enough individuals have the default motivation to collaborate, then dynamic change and innovation can occur. 

The ability to move from the old model of conflict to collaboration within team environments is therefore essential.

It is possible to correlate the motivational changes within team environments with the style of leadership that the organisation encourages and supports. For example, autocratic, top down leadership styles will foster conflicts in teams that are motivated by individualistic self interest. Leadership styles that focus on the leader choosing the right lever or motivation to facilitate team interaction will engender various degrees of reluctant, time bound cooperation that has self interest at its base. Maverick Leadership that focuses on who you are and what you do, with its themes of objective reasoning, the greater good principle, and effective execution fosters collaboration. This ability to collaborate spills out of the team, fuelling dynamic change, where Maverick Leaders (regardless of job title), seek to align and influence to move the organisation forward. The primary focus is no longer self interest, rather the effective execution of the organisation’s mission and values to all stakeholder’s satisfaction.

The changing requirements for effective leaders

Therefore, in this brave new world, it is not unexpected that what we think makes effective leaders[1] today is different from the past. In our latest poll on this matter, LinkedIn users were given the option to choose from:

• Ethics and values
• Culture of the organisation
• Ability to implement strategy
• Ability to collaborate and align

to determine the requirements of effective leaders.

As you can see 79% of those that responded to the poll, felt that ethics and values, along with the ability to collaborate and align, were essential skills for a leader to be effective. However, these essential aspects of the leader’s toolbox are often relegated to the concept of ‘soft skills’, which means that they are either considered innate or not prioritised for training.

Effective Maverick Leaders consider this to be a dangerous and highly damaging viewpoint to take. They understand that the customer’s reality is ultimately a direct result of the leadership culture, and therefore, how the entire organisation demonstrates its leadership has an effect on the organisation’s ongoing viability. Maverick Leaders are also cognisant of the need for late Millennials and Generation Z (that make up 50% of the workforce), to work in places that are ethical, purpose driven, and have similar values. 

We have seen this need fuel The Great Resignation.

I have seen this changing requirement for leaders mirrored in the work I’m asked to deliver for organisations. They have a desire for me to orientate leaders to individually and collectively amplify their own impact and leadership capability, whilst ensuring that their leaders become more DRIVEN™[2] and change eager. I believe that these essential skills should be integrated with the organisation’s values to enable the shift in leadership execution to become more powerful and integrated throughout the whole organisation. I also believe that all learning should be focused on skill acquisition, behavioural change and be action oriented (eg the participants should be able to take action on what they learn, as they learn, rather than acquire theoretical knowledge only, requiring reluctant change).

The world of the 2020s is substantially different to the world of the 2000s and this realisation now enables us to recognise a decade of urgent warnings from Maverick Leaders. The culmination of their predicting and preparation is now self evident.

Effective leaders need to have the ability to collaborate with and align others to not only execute the organisation’s objectives but to equitably restore the psychological contract organisations fractured in the 1990s and effectively destroyed in the early years of the 21st Century.    

A return to meaningful work, in ethical, value driven organisations, that encourages cognitive diversity by change eager individuals have become necessary to survive and thrive in this decade and beyond.

[1] What makes an effective leader is different to what makes an effective Maverick Leader. See my book, The Maverick Paradox: The Secret Power Behind Successful Leaders

[2] DRIVEN™ Leaders – from The Maverick Paradox: The Secret Power Behind Successful Leaders

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Judith Germain is the founder and principal consultant of The Maverick Paradox, a leadership consultancy that utilises Maverick Leadership principles to enable business owners, leaders, the C-Suite, and organisations, thrive in complex, constantly changing environments by improving their diversity of thought, impact, influence and leadership capability. 

She is the leading authority on Maverick Leadership, an author, C-Suite and CEO Mentor, consultant, trainer, and speaker. Judith is a Brainz 500 Global honouree, recognised as one of 500 Companies and Influential Leaders who are recognised for their entrepreneurial success, achievements, and dedication to helping others.

Full bio and enquiries on how to hire Judith at maverickparadox.co.uk