Leadership and non-compliance - the generational trigger.

I watched a reel of a middle- aged woman returning to teaching after a hiatus.  I very nearly scrolled on when I heard the very predictable rhetoric of how different school is from when she last taught, the major difference being the attitude of the children. We know this narrative. 

However, instead of speaking of a lack of respect or interest, she spoke of an absence of compliance in school. …..interesting ...then she spoke about however challenging it may be, it was refreshing to see children push back; and she wondered about what shift in pedagogy may be needed to accommodate it. 

I was all in.

I have heard the same complaints about new generations entering the workplace; about how almost a different language is needed to communicate effectively to get a job done. I don't think a new language is needed, but I do think we need to shift the paradigm to one where doing something just because you're told to, or because that's the way it has always been done, is not enough incentive.

Non-compliance is not "no"; but "why".

Our younger teams and emerging leaders are asking why. And instead of rewarding curiosity, traditional leaders are getting triggered by it.

Triggered, because "why" questions authority, and that is not the model.

Triggered, because "why" questions direction, and many leaders are rolling out strategies and projects without questioning it them themselves.

Currently, the narrative for staying relevant is about leading with curiosity.

"Why?" is leading with curiosity.

“Why?” should be the most valued question in business.

Not just in the design phase of projects, but in every phase, every day.

“Why?” is what will keep us accountable, remind us of our vision and cultivate comfort in discomfort.

Good leaders know why.

They are able to articulate why because they have spent time cross-checking progress against all 4 of the p's (profit, people, place and planet) that matter to them and their team.

If good leaders stumble on the “why?”, they double down on it, until why makes sense.

And you’re right, “why?” is disruptive; it can slow progress.

If asking why becomes common practice, it is less of a sticking point and more of an organic filter.

And if “why?” does halt progress, it's probably for good reason.

“Why?” is sense making.

“Why?” is team-building.

“Why?” is vulnerability in action (for both parties).

“Why?” is purpose-cultivating.

“Why?” builds trust, even when the answer is “I don’t know”. Especially when the answer is “I don’t know”.

Why builds respect.

And then, ironically, compliance follows.

(We've been doing it backwards. We've been forcing compliance to achieve success ; and now we're left with a lack of trust, respect, vulnerability, team cohesion, purpose and sense.)

Leaders - Instead of silencing the why, double down on it.

If you notice yourself getting irrationally angry when being asked why, the work is yours to do.

Become crystal clear on “why?”; articulate it ; get your team to articulate theirs. And consider each team member and their “why?” when a new strategy or project comes along, and present it to your team with their “why’s” in mind.

Your leadership practice will expand. And your team will flourish. Performance will follow.

Trust the process.

And if not - trust us.

Your pain point is our TouchPoint. 

If your business is negatively impacted by these generational triggers, get in touch. 

-Kate Bruce