Invest in Next Gen X Leaders Now!

Many smart companies and professional firms have not abandoned training in these tight economic times. They are betting that training and coaching the next generation in leadership skills will help them through the recovery period and give them an edge when competitors start building again.

True, many companies have cut training. A survey in December 2008 of 117 large U.S. companies by Watson Wyatt Worldwide Inc. revealed that 23% of respondents had cut training and 18% planned cuts in 2009. But others are investing in leadership development, which is gaining a growing share of training budgets. And that's a departure from the past, according to Yaarit Silverstone, global managing director for the organizational effectiveness practice at Accenture Ltd. Cutting leadership training in past downturns had led to mid-level managers and top performers exiting when the economy recovered. Law firms experienced this loss too.

Focus Now on Generational Leadership Development

The focus on leadership development has been observed even in companies that are reducing headcount. And that is wise. For the immediate present, the people remaining need to be more skilled to do more with less and keep clients satisfied and loyal.

For the future, when the economy turns up, there may well be a leadership gap in numbers, since Generation X, who will need to fill the experienced Boomers' (including the younger half of the Boomer cohort known as Generation Jones) shoes as the latter leave the work force, is a significantly smaller generation. In general, they have not been trained with the same attention that the Boomers got coming up the ranks. And many Gen Xers have expressed less interest in taking on greater responsibility, having witnessed the impact of Boomers' work-centricity on their personal lives.

We've observed in the legal as well as other industries that Gen Xers don't like managing Gen Y/Millennials. In more flush times, Gen Y associates at large law firms complained (anecdotally) about their treatment by Gen X senior associate managers, and that was a factor in their moving out and on. Though both generations are tech savvy and greatly value work/life flexibility, their general approach to work and co-workers differs, originating with the economic, social and political influences that informed their upbringing and early work experiences. Having often been left pretty much to fend for themselves, Gen Xers tend to like to work autonomously and are proud of their independent resourcefulness.

Gen Yers, by way of contrast, like working in teams and collaborating, and they want and need more structure and management guidance. They ask a lot of questions upfront because that is what they were educated to do and they want to feel secure that they will do things “right” and garner praise. Gen X finds this demand for continual attention frustrating, even annoying, and considers Gen Y to be coddled and over-protected.

New Objectives and New Approaches to Training

The main issue is not whose perspective and attitude is better, but how leadership and management style can flex to build better rapport and maintain desired productivity, client satisfaction and rewards. Training to inculcate long established leadership and management principles delivered the usual way probably won't work. Both command and control directive leadership and freelance philosophies have been going out of style in favor of collaborative and coaching styles. That is clearly what Gen Y prefers. Those styles foster engagement, relationship-building, technology-supported solutions and diverse contributions based on a range of individual strengths. They require a different kind of participatory training with quick feedback.

While business schools had been benefiting as training resources for professional firms when economies were booming, companies and firms are sending fewer people outside to executive education courses. And rather than asking business schools to create custom courses for them, they are saving money by conducting the training in-house ' either using staff, if qualified, or bringing in outside experts. Those employers want to be sure that the people they have are well prepared to lead during a recovery and afterwards when they need to play a significant role in growth. strategy

They are using both Web-based and live training. For example, Canon USA Inc. is combining Web tools and instructor-led courses to increase the training for newly promoted managers over the past efforts. Some of the attention is on strategic decision-making and influencing employees. Seeking time and money savings, law firms are using Webcasts/Webinars for both CLE-credited and business development courses.

In the last year we have seen stark changes in the historical recruiting and promotion processes and policies in large and mid-sized law firms. Some of these changes are long overdue. They will require more, new and different training and coaching on a more individual basis than in the past in order to move credibly away from lockstep systems.

Six Keys to Fostering Successful Next Gen Leadership

Given the potentially overwhelming numbers of Gen Yers coming into the workforce to outnumber Gen Xers already there, they will not and cannot be converted to the Gen X freelance mentality. Since there needs to be a meeting of the generational minds, and Gen Yers need more experience under their belts before leapfrogging (as they would like to) into key roles, an organically generated compromise without either generation losing their authenticity or their edge must be reached. For this to happen, organizations need to invest in the following:

One. Foster a Culture of Respect, Openness, Transparency and Flexibility

This is what most people would say they want, what Gen Y/Millennials demand, and what characterizes firms recognized as “employers of choice.” It, unfortunately, is not typical of most law firms with their residue of a caste system and “eat what you kill” cultures. While striving for leadership based on merit, people leadership ability rather than simply rainmaking success or legal practice success must be a significant criterion. Openness, transparency and flexibility are key and derive from respect of others and the sustainability of the institution.

Two. Make an Awareness and Understanding of Generational Diversity a Part of Everyone's Professional Development

Capitalizing on age diversity ' generational differences, similarities, challenges and solutions ' is as crucial to firm strength and longevity as any kind of diversity. Based on my personal experience giving talks and conducting workshops on inter-generational relations for several years, the interest in learning how to work better with other generations to reduce frustration and loss of productivity and clients is continuing to increase, even in the down economy.

Three. Invest in Facilitated Dialogues Within Work
Teams and Multi-Generational Governance Committees to Capitalize on the Best of the Styles of Each Generation

Leaders of multi-generational client and work teams have complex challenges: creating harmony out of the generations' different concepts of teamwork, recognition, flexibility, communication styles and need for structure.

Rather than considering it a frill, instituting structured dialogues among team members on a regular basis and at the beginning of every new engagement will achieve buy-in to common goals and establish desired, respectful behaviors.

Four. Invest in Leadership and Management Training for Gen Xers

They need it. Most lawyers don't naturally seek out and interpret for themselves knowledge on how to lead and manage diverse, ambitious, time- pressured teams. I have long described lawyers as “highly educated skeptics.” To generalize further, Gen Xers tend to be a generation of skeptics (some would say cynics). Gen Yers, by way of contrast, are idealistic and optimistic. Gen Y leaders and managers need to learn to adjust their approaches ' ones that may work for them ' to resonate better with the younger generation in order to get the outcomes they desire.

Five. Establish Mentoring Circles to Provide the Support and Feedback Each Generation Wants in Its Own Way

Assigning mentors when the relationship doesn't emerge organically has a high failure rate. Since no one person can mentor any individual in all the areas they need to grow, and potential mentors are usually very time-pressured already, I advocate setting up mentoring circles comprised of professionals at all levels. Gen Yers like doing things in groups. And every member of the Circle then has several people to call on for advice and to extend networks. (Contact me to learn more and how to make mentoring circles work.)

Six. Involve Gen X in Expanded Orientation Training for Gen Y Entry-levels and Laterals

Generational differences in their preparation to enter the workplace as well as changes in law firm policies and procedures indicate the need for expanding the spectrum of topics covered in both entry-level and lateral orientations and how they are delivered. Differing views on what is appropriate and when cause tensions beyond firm personnel internally and can negatively affect client service and client perceptions of the firm. Both generations need to clearly articulate expectations and align behavior with what the firm and clients require. Input from Gen Xers will increase likelihood of successful outcomes and lay the path for ongoing harmony between the generations in a reporting relationship and on a client team.

Conclusion

It certainly seems like investing in next generation leaders, to engage them in making them the best they can be, needs to be a high and urgent priority for any law firm that intends to survive and thrive now and in “the new normal.”

Phyllis Weiss Haserot is the president of Practice Development Counsel, a business development and organizational effectiveness consulting and coaching firm working with law firms for over 20 years, Phyllis is the author of 'The Rainmaking Machine' and 'The Marketer's Handbook of Tips & Checklists' (both West 2009). E-mail: [email protected]. URL: www.pdcounsel.com. 'Phyllis Weiss Haserot 2009.

Many smart companies and professional firms have not abandoned training in these tight economic times. They are betting that training and coaching the next generation in leadership skills will help them through the recovery period and give them an edge when competitors start building again.

True, many companies have cut training. A survey in December 2008 of 117 large U.S. companies by Watson Wyatt Worldwide Inc. revealed that 23% of respondents had cut training and 18% planned cuts in 2009. But others are investing in leadership development, which is gaining a growing share of training budgets. And that's a departure from the past, according to Yaarit Silverstone, global managing director for the organizational effectiveness practice at Accenture Ltd. Cutting leadership training in past downturns had led to mid-level managers and top performers exiting when the economy recovered. Law firms experienced this loss too.

Focus Now on Generational Leadership Development

The focus on leadership development has been observed even in companies that are reducing headcount. And that is wise. For the immediate present, the people remaining need to be more skilled to do more with less and keep clients satisfied and loyal.

For the future, when the economy turns up, there may well be a leadership gap in numbers, since Generation X, who will need to fill the experienced Boomers' (including the younger half of the Boomer cohort known as Generation Jones) shoes as the latter leave the work force, is a significantly smaller generation. In general, they have not been trained with the same attention that the Boomers got coming up the ranks. And many Gen Xers have expressed less interest in taking on greater responsibility, having witnessed the impact of Boomers' work-centricity on their personal lives.

We've observed in the legal as well as other industries that Gen Xers don't like managing Gen Y/Millennials. In more flush times, Gen Y associates at large law firms complained (anecdotally) about their treatment by Gen X senior associate managers, and that was a factor in their moving out and on. Though both generations are tech savvy and greatly value work/life flexibility, their general approach to work and co-workers differs, originating with the economic, social and political influences that informed their upbringing and early work experiences. Having often been left pretty much to fend for themselves, Gen Xers tend to like to work autonomously and are proud of their independent resourcefulness.

Gen Yers, by way of contrast, like working in teams and collaborating, and they want and need more structure and management guidance. They ask a lot of questions upfront because that is what they were educated to do and they want to feel secure that they will do things “right” and garner praise. Gen X finds this demand for continual attention frustrating, even annoying, and considers Gen Y to be coddled and over-protected.

New Objectives and New Approaches to Training

The main issue is not whose perspective and attitude is better, but how leadership and management style can flex to build better rapport and maintain desired productivity, client satisfaction and rewards. Training to inculcate long established leadership and management principles delivered the usual way probably won't work. Both command and control directive leadership and freelance philosophies have been going out of style in favor of collaborative and coaching styles. That is clearly what Gen Y prefers. Those styles foster engagement, relationship-building, technology-supported solutions and diverse contributions based on a range of individual strengths. They require a different kind of participatory training with quick feedback.

While business schools had been benefiting as training resources for professional firms when economies were booming, companies and firms are sending fewer people outside to executive education courses. And rather than asking business schools to create custom courses for them, they are saving money by conducting the training in-house ' either using staff, if qualified, or bringing in outside experts. Those employers want to be sure that the people they have are well prepared to lead during a recovery and afterwards when they need to play a significant role in growth. strategy

They are using both Web-based and live training. For example, Canon USA Inc. is combining Web tools and instructor-led courses to increase the training for newly promoted managers over the past efforts. Some of the attention is on strategic decision-making and influencing employees. Seeking time and money savings, law firms are using Webcasts/Webinars for both CLE-credited and business development courses.

In the last year we have seen stark changes in the historical recruiting and promotion processes and policies in large and mid-sized law firms. Some of these changes are long overdue. They will require more, new and different training and coaching on a more individual basis than in the past in order to move credibly away from lockstep systems.

Six Keys to Fostering Successful Next Gen Leadership

Given the potentially overwhelming numbers of Gen Yers coming into the workforce to outnumber Gen Xers already there, they will not and cannot be converted to the Gen X freelance mentality. Since there needs to be a meeting of the generational minds, and Gen Yers need more experience under their belts before leapfrogging (as they would like to) into key roles, an organically generated compromise without either generation losing their authenticity or their edge must be reached. For this to happen, organizations need to invest in the following:

One. Foster a Culture of Respect, Openness, Transparency and Flexibility

This is what most people would say they want, what Gen Y/Millennials demand, and what characterizes firms recognized as “employers of choice.” It, unfortunately, is not typical of most law firms with their residue of a caste system and “eat what you kill” cultures. While striving for leadership based on merit, people leadership ability rather than simply rainmaking success or legal practice success must be a significant criterion. Openness, transparency and flexibility are key and derive from respect of others and the sustainability of the institution.

Two. Make an Awareness and Understanding of Generational Diversity a Part of Everyone's Professional Development

Capitalizing on age diversity ' generational differences, similarities, challenges and solutions ' is as crucial to firm strength and longevity as any kind of diversity. Based on my personal experience giving talks and conducting workshops on inter-generational relations for several years, the interest in learning how to work better with other generations to reduce frustration and loss of productivity and clients is continuing to increase, even in the down economy.

Three. Invest in Facilitated Dialogues Within Work
Teams and Multi-Generational Governance Committees to Capitalize on the Best of the Styles of Each Generation

Leaders of multi-generational client and work teams have complex challenges: creating harmony out of the generations' different concepts of teamwork, recognition, flexibility, communication styles and need for structure.

Rather than considering it a frill, instituting structured dialogues among team members on a regular basis and at the beginning of every new engagement will achieve buy-in to common goals and establish desired, respectful behaviors.

Four. Invest in Leadership and Management Training for Gen Xers

They need it. Most lawyers don't naturally seek out and interpret for themselves knowledge on how to lead and manage diverse, ambitious, time- pressured teams. I have long described lawyers as “highly educated skeptics.” To generalize further, Gen Xers tend to be a generation of skeptics (some would say cynics). Gen Yers, by way of contrast, are idealistic and optimistic. Gen Y leaders and managers need to learn to adjust their approaches ' ones that may work for them ' to resonate better with the younger generation in order to get the outcomes they desire.

Five. Establish Mentoring Circles to Provide the Support and Feedback Each Generation Wants in Its Own Way

Assigning mentors when the relationship doesn't emerge organically has a high failure rate. Since no one person can mentor any individual in all the areas they need to grow, and potential mentors are usually very time-pressured already, I advocate setting up mentoring circles comprised of professionals at all levels. Gen Yers like doing things in groups. And every member of the Circle then has several people to call on for advice and to extend networks. (Contact me to learn more and how to make mentoring circles work.)

Six. Involve Gen X in Expanded Orientation Training for Gen Y Entry-levels and Laterals

Generational differences in their preparation to enter the workplace as well as changes in law firm policies and procedures indicate the need for expanding the spectrum of topics covered in both entry-level and lateral orientations and how they are delivered. Differing views on what is appropriate and when cause tensions beyond firm personnel internally and can negatively affect client service and client perceptions of the firm. Both generations need to clearly articulate expectations and align behavior with what the firm and clients require. Input from Gen Xers will increase likelihood of successful outcomes and lay the path for ongoing harmony between the generations in a reporting relationship and on a client team.

Conclusion

It certainly seems like investing in next generation leaders, to engage them in making them the best they can be, needs to be a high and urgent priority for any law firm that intends to survive and thrive now and in “the new normal.”

Phyllis Weiss Haserot is the president of Practice Development Counsel, a business development and organizational effectiveness consulting and coaching firm working with law firms for over 20 years, Phyllis is the author of 'The Rainmaking Machine' and 'The Marketer's Handbook of Tips & Checklists' (both West 2009). E-mail: [email protected]. URL: www.pdcounsel.com. 'Phyllis Weiss Haserot 2009.