Last week we talked about the current employment landscape and the reasons leaders are often afraid to provide effective leadership to their teams. The consequences of leading scared are significant and holding onto nostalgia for “the way employees used to be” prevents leaders from successfully adapting to today’s workforce. The good news? Companies that proactively adjust their leadership strategies and HR practices are thriving — and the key is embracing a new leadership mindset.
Transforming leadership approaches requires energy, empathy, self-reflection and a willingness to shift perspectives. But in a world that’s changing faster than ever, leaders who evolve their people-management strategies will be the ones who remain competitive, attract top talent and build resilient businesses.
A word about generations. Every generation from boomers to Gen-Xers to millennials to Gen-Z exhibits certain traits that have emerged from the time in which they were raised and the values they grew up with. Every generation has something to teach us. The references to younger workers in this article reflect a generalization of Generation Z. We acknowledge that while generational descriptors represent a typical segment of that generation, there are always exceptions. Great leaders get to know their team members so they know how best to lead, rather than make assumptions and use a one-size-fits-all approach.
Are you leading scared? It’s time to reclaim the workplace. Here are some strategies to help you move from caution to confidence.
1. Take leadership from fearful to firm and fair
Stop second-guessing yourself and take ownership of performance management. Having difficult conversations doesn’t make you a bad boss; avoiding them does. It prevents people from learning and growing. You can be direct about expectations and performance gaps without compromising on accountability. Leading with clarity, not emotion, reduces the chances that a conversation can go sideways. Remember that younger workers appreciate feedback in real time. Instead of waiting for annual reviews, adopt a coaching mindset and offer continuous affirmation and course correction to build trust and create a feedback culture.
2. Set clear, uncompromising performance expectations
Many younger employees struggle with ambiguity, so be explicit about what good performance looks like and clearly define expected outcomes. Focus less on how hard someone tries (subjective) and more on results (objective), shifting from effort to outcomes. Implementing written performance contracts reduces ambiguity as employees agree to measurable performance standards and avoid subjective assumptions on both sides.
3. Deliver feedback with strength and specificity
Normalize performance conversations by making feedback regular, expected and constructive. Don’t wait until things get bad. Avoid the “feedback sandwich.” It’s an old-school method and employees are on to it. It’s not an authentic way to give feedback. Tell employees where they are falling short and what they need to do to fix it. In doing so, keep feedback factual (metrics, deadlines missed, quality issues) rather than personal. Using data, not opinions, creates stronger accountability.
Finally, employers can struggle if they feel emotional fragility from their team members, but the solution is not avoiding the conversation. If an employee gets defensive or upset, remain calm, kind and understanding, but don’t compromise the message.
4. Address the mindset shift in younger workers
Many younger employees view work as transactional and expect rapid promotions with minimal pushback. Address this by countering unrealistic expectations with facts. For example, promotions and compensation increases are achieved by being teachable, responsible, accountable and doing their jobs well. Help them to understand that performance management is not an attack, but a growth opportunity. If you can encourage employees to take feedback as a tool, not a personal insult, you are helping them grow their resilience. Gen Z employees tend to need more validation for their efforts. Sincere praise builds trust and paves the way for helping them hear the message that effort and results are non-negotiable.
5. Use HR policies to support your leadership and let go of social media pressure
HR policies exist to support your leadership, not replace it. You can’t avoid managing people by hiding behind policies. Keep documentation clean, then take action when needed. Post COVID, there’s a real fear among employers that if employees are performance managed, they will make complaints on social media. Accept that some employees will complain online and there’s little you can do to control that. If you have clear policies, results-driven leadership and a strong culture, your reputation will speak for itself.
The key to reclaiming the workplace is creating an environment where everyone is valued, nurtured and allowed to bring their best to work, as well as building a culture where performance is a normal part of the growth experience, not a punishment. This requires leaders to let go of fear, over-accommodation and weak management practices, and create a workplace culture that thrives on clear expectations, consistent feedback and taking accountability for growth. These strategies, executed in the context of empathy, kindness and caring, will give you the courage and confidence to reclaim your workplace and build a thriving team.
Last week, Part 1: Why Are We Here? We examined how uncertainty in the employment landscape has left many leaders reluctant to provide strong, effective guidance.
Ingrid Vaughan, principal of My Smart HR and founder of the Smart Leadership Academy, provides HR support and leadership coaching to small-business owners and managers.
Image: Getty Images
