“I didn’t know what my job was, why I was doing it and how I was doing.” It was those words that summarized almost exactly why the cliche “People leave managers, not companies” is true. Reality had set in, she was leaving me, not the business.
No longer does it feel like leaders have to rule with an iron fist, not care about the people being lead, or are afraid to show vulnerability in front of those people. Instead it is encouraged to be a servant leader, to be committed to the development of people, and to try and create more leaders, not more followers.
The most impactful thing happened after a sleepless redeye flight back to North Carolina. All I wanted from the Uber driver was a comfortable (and silent) 20-minute ride home. What I got was way better.
Problems and challenges aren’t new in the workpleace, but the insurgence of the Millennial and Gen Z workforce has created an urgency for change. In some ways it feels as though professionals want big changes to occur, but don’t know where to start. It starts with this idea of not needing permission to lead, but choosing to lead.
We’ve been told leaders care about revenue and production, (and they do) but those are just table stakes. Every business pays its employees to produce results, but that’s not what real leaders actually care about – it’s what they expect. It’s critical to differentiate between expectations and care.