Recently, it’s been a bit like an episode of “this is your life” – leadership edition. Folks from various stages of my career seemed to pop up unexpectedly and in the process of our chat they referenced something they do in their leadership role now because of our work together. While at times it’s awkward for me to take the compliment of how I influenced someone’s career journey, it’s also intriguing what stuck with folks… from the trusty notebook for client notes and quality control neurosis (aka proofreading/formatting) to facilitation approaches and recognition programs (Brussel Sprout award… and associated necklace!), and everything in between.

I get so excited to learn how they forged their own type of leadership.

These conversations led me to realize mentorship impacts generational leadership. The good and bad that formed me was passed on to others.

Just like generational trauma, “occurs through biological, environmental, psychological, and social means” – leadership is formed much the same way:  leadership norms based on historical gender roles (biological), a firm’s culture (environment), DEIA/psychological safety/belonging (psychological), and the “requirements” to look or sound like a traditional leader (social means). Generational leadership is both the good that is transmitted and the bad that is absorbed or conformed to as the norm.

Here are three ways you can get more intentional about your personal or organization’s generational leadership.

Endorse Individuality

There are thousands of books that will try to convince you that leadership is done Mandalorian style, “this is THE way.” A single model or expectation of leadership breads weakness or vulnerability in the workplace ecosystem. It would be like the U.S. Department of Defense only having an Army… rather than a force that works in land, sea, and space. Show your team that leadership comes in all forms:  quiet, effervescent, big picture, black suit, calm, colorful tennis shoes, remote, tearful, young, technical. Review the impact your leadership programs and promotion cases have on generational leadership.

Mentorship Program

Mentorship maintains or breaks the cycle of generational leadership. A training, book, podcast, or HR framework are the bricks of leadership development with opinions, case studies, and metrics. Mentorship on the other hand, gives you the color commentary – or mortar between the bricks – to make personalized choices about how to apply the information. Review your mentorship program… How does it measure success? How are mentors recruited, vetted, trained, evaluated, and removed? Who uses the mentorship program and how homogenous are they? How do you encourage staff who are not familiar with a mentor to take the risk with one? How do you incentivize participation? If you cannot offer one internally, do you have a vetted list of mentor programs that are free or have costs covered by the firm? Do you have “reverse mentors” – newer professionals to mentor seasoned ones?

Your Choice

Executives, get serious about your leadership team and the impact they have on generations of workers and future leaders. “High performers” who hit the financial metric but leave a trail of trauma and bad habits should not be tolerated or promoted but rather given a measurable performance improvement plan. Professionals – leaders of all ages and stages – take a hard look at your leadership legacy and current environment, then determine what you need to break or build your own leadership health. Collect mentors… at one point in my career I had a full house of mentors—one to understand client business, promotion/career mobility, consulting, and my specialty. Can’t find one in your office, look to your community programs (e.g., church, volunteer work, sports) or find a mentorship program. Get intentional about how you want to invest in generations of leaders … this is your legacy to build.  

Finally, to the dynamic leaders I watched, worked with, and learned from along my own leadership journey. I am grateful for how you…

• Taught me accounts payable and receivable and how to use my left hand on the massive calculator so I could write down calculations with my right (yes, before excel!)
• Had Stephen Covey’s 4 quadrants of time management on her office white board for all to see to remain focused on what mattered most
• Incentivized my attention to detail with my first spa pedicure
• Showed me feedback and annual reviews could be both constructive and fun (not to mention the reward of movie day!)
• Planned the next team social the day before the current one to be sure our team took play seriously
• Demonstrated compassion with thoughtful words and tokens of care during life’s inevitable heartbreaks
• Took me aside for a candid “put your big girl pants on” talk about office politics
• Gave away opportunities you could have kept for yourself
• Held me accountable
• Showed me the value of having folks sit in a circle at an offsite
• Leaned hard of me to improve and grow while also advocating for me with others – client and co-worker – so I continued to grow with new experiences
• Made yourself available to listen, just listen
• Celebrated the wins, big and small … hello “happy dance” in a cube farm in the basement of the Army Human Resourced Command HQ

I am grateful for how my generational leaders balanced business and heart, let me see behind the curtain through vulnerable conversations, looked beyond the metrics to see the person, and instilled a habit of mentorship I work hard to carry on.