Now that we are to the end of our 8 POST SERIES, BRAD SZOLLOSE AND ROB HIRSCHFELD INVITE YOU TO SHARE IN OUR DISCUSSION ABOUT FAILURES, FIGHTS AND FRIGHTENING TRANSFORMATIONS GOING ON AROUND US AS DIGITAL WORK CHANGES WORKPLACE DELIVERABLES, PLANNING AND CULTURE.
We hope you’ve enjoyed our discussion about digital management over the last seven posts. This series was born of our frustration with patterns of leadership in digital organizations: overly directing leaders stifle their team while hands-off leaders fail to provide critical direction. Neither culture is leading effectively!
We felt that our “cultural intuition” is failing us. That drove us to describe what’s broken and how to fix it.
Digital work and workers operate in a new model where top-down management is neither appropriate nor effective. To point, many digital workers actively resist being given too much direction, rules or structure. No, we are not throwing out management; on the contrary, we believe management is more important than ever, but changes to both work and workers has made it much harder than before.
That’s especially true when Boomers and Millennials try to work together because of differences in leadership experience and expectation. As Brad is always pointing out in his book Liquid Leadership, “what motivates a Millennial will not motivate a Boomer,” or even a Gen Xer.
Millennials may be so uncomfortable having to set limits and enforce decisions that they avoid exerting the very leadership that digital workers need! While GenX and Boomers may be creating and expecting unrealistic deadlines simply because they truly do not understand the depth of the work involved.
So who’s right and who’s wrong? As we’ve pointed out in previous posts, it’s neither! Why? Because unlike Industrial Age Models, there is no one way to get something done in The Information Age.
We desperately need a management model that works for everyone. How does a digital manager know when it’s time to be directing? If you’ve communicated a shared purpose well then you are always at liberty to 1) ask your team if this is aligned and 2) quickly stop any activity that is not aligned.
The trap we see for digital managers who have not communicated the shared goals is that they lack the team authority to take the lead.
We believe that digital leadership requires finding a middle ground using these three guidelines:
- Clearly express your intent and trust, don’t force, your team will follow it
- Respect your teams’ ability to make good decisions around the intent.
- Don’t be shy to exercise your authority when your team needs direction
Digital management is hard: you don’t get the luxury of authority or the comfort of certainty.
If you are used to directing then you have to trust yourself to communicate clearly at an abstract level and then let go of the details. If you are used to being hands-off then you have to get over being specific and assertive when the situation demands it.
Our frustration was that neither Boomer nor Millennial culture is providing effective management. Instead, we realized that elements of both are required. It’s up to the digital manager to learn when each mode is required.
Thank you for following along. It has been an honor.