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Next Generation Leadership: How to Ensure Young Talent Will Thrive with Your Organization
Employers who refuse to adapt to the expectations of younger generations are losing out on top talent, as they leave for positions at companies with more modern practices. Learn what companies need to do to fit into the new normal in the workplace.
Generation Y sees the world differently than any other generation in modern memory. And nowhere is this more evident than in the workplace. The astronomical shifts that this generation has seen in the economy, technology, and the world have changed what they want from life and work--which is not a 9-5 existence for forty-plus years, leading to a typical retirement at sixty-five. What older generations call a poor work ethic from a spoiled generation, Gen Y sees as a different way of doing things. Companies that don’t get on board risk losing the diverse, young talent that is critical for them to be able to compete.
Companies that take the time to listen realize that what Gen Y is asking for isn’t that crazy; in fact, it’s better in many ways.
A demand for work-life balance isn’t a cry for fewer work hours--it’s a cry to be able to work from outside the office beyond a rigid 9-5 schedule (which can lead, ironically, to Gen Y employees working even more hours than you expected).
Leaving a job after a couple years isn’t an inability to commit--it’s a need to learn more, expand their experience, and develop their career at a faster pace, something that is helpful to companies that hire those individuals, including your own.
Elevating nontraditional benefits over financial benefits is a step toward creating an emotional connection to the company where employees spend the majority of their time and invest significant mental and emotional efforts.
The need to work for a company with a purpose is a reflection of the power that social media has had on the social consciousness.
This book will explore what’s behind these shifts in the character of the emerging workforce. It shows that, as Gen Y assumes managerial positions, the nature of leadership and business will change over the next few decades in irrevocable and profound ways.
Generation Y sees the world differently than any other generation in modern memory. And nowhere is this more evident than in the workplace. The astronomical shifts that this generation has seen in the economy, technology, and the world have changed what they want from life and work--which is not a 9-5 existence for forty-plus years, leading to a typical retirement at sixty-five. What older generations call a poor work ethic from a spoiled generation, Gen Y sees as a different way of doing things. Companies that don’t get on board risk losing the diverse, young talent that is critical for them to be able to compete.
Companies that take the time to listen realize that what Gen Y is asking for isn’t that crazy; in fact, it’s better in many ways.
A demand for work-life balance isn’t a cry for fewer work hours--it’s a cry to be able to work from outside the office beyond a rigid 9-5 schedule (which can lead, ironically, to Gen Y employees working even more hours than you expected).
Leaving a job after a couple years isn’t an inability to commit--it’s a need to learn more, expand their experience, and develop their career at a faster pace, something that is helpful to companies that hire those individuals, including your own.
Elevating nontraditional benefits over financial benefits is a step toward creating an emotional connection to the company where employees spend the majority of their time and invest significant mental and emotional efforts.
The need to work for a company with a purpose is a reflection of the power that social media has had on the social consciousness.
This book will explore what’s behind these shifts in the character of the emerging workforce. It shows that, as Gen Y assumes managerial positions, the nature of leadership and business will change over the next few decades in irrevocable and profound ways.
- GenresLeadership
224 pages, Hardcover
First published February 4, 2020
10 people are currently reading
38 people want to read
About the author
Adam Kingl
4 books2 followersAuthor, speaker, educator, adviser Adam Kingl (www.adamkingl.com) is sought for his expertise on the future of business. One of his primary areas of research is on the work and leadership paradigms of Generation Y, a demographic that composes half the global workforce today and 75% by 2025, to shine a light on the fundamental paradigm shifts that we will face in terms of what’s important to the world of business and how it will be led. This is the subject of his book, ‘Next Generation Leadership’, published by HarperCollins in 2020. His next book, ‘Sparking Success’, published in April, 2023 by Kogan Page, is about what business can learn from the arts in enhancing its innovation, creativity, adaptability and inspiration.
Adam also speaks from a practical perspective on topics such as how to improve strategic (business model) innovation, management (or leadership) innovation, and how successfully to leverage culture, empowerment and engagement in work-life.
Adam is Adjunct Faculty at a number of universities around the world including the University College London School of Management and the Moller Institute at Churchill College, University of Cambridge. Previously, Adam was the Regional Managing Director for Duke Corporate Education Europe (Duke University) and Executive Director of Thought Leadership and Learning Solutions for London Business School. There, he directed some of the School’s flagship courses including the Accelerated Development Programme. He was also an Associate of the Management Lab and Saatchi & Saatchi for two years and served on the steering committee of the European Foundation for Management Development.
Adam has worked with organisations as diverse as Absa, Abu Dhabi Developmental Holding Company, Abu Dhabi National Oil Company, Aldar Properties, Anglo American, Arla, Atlas Copco, Bahrain Telecommunication Company, BBC, BP, Boehringer Ingelheim, Carlsberg, CGI, Daimler, DBS Bank, Deloitte, Disney, Dubai Executive Council, European Central Bank, Ericsson, Firmenich, Heidelberg Cement, HSBC, Impala Platinum, Itochu, KAUST, Kearney, Kiilto, Kuehne+Nagel, Lloyds, LVMH, Maserati, McDonald’s, MultiChoice, Munich Re, NN International, Normet, O2, Oman Oil, Oracle, Orica, Panasonic, Pixar, Sanlam, Santam, Saudi Industrial Development Fund, Scandinavian Airlines, Schindler Group, Shell, Siemens, SM Retail, Societe Generale, Suntory, Tata Consultancy Services, Tesco, William Hill, Woolworths Financial Services, Young Presidents Organisation and Zurich Insurance.
Adam has spoken at public conferences including the World Expo-Business International (Milan), Global Leadership Summit, FT-Coca Cola Enterprises Future of Sustainability Summit, Future Talent Conference (London and Dubai), HR Directors Business Summit, Employee Benefits Connect, Corporate University and Learning Summit, Strategic HR Network Leadership and Talent Conference, HR Directors International Summit, EMVA Business Conference, Citywire, University Business Officers Summer Conference, National Leadership Institute (Kuwait), TUCO Conference, PCMA Conference, HR Strategy Forum, CIPD Talent Engagement Conference. Corporate conference keynotes have included those hosted by Braskem, Deutsche Bahn, EXA Infrastructure, Forsters, Harvard Business School Alumni Club, IQVIA, Kennedys Law, KPMG, L’Oreal, Pfizer, RGL Forensics, Tremco Illbruck, UBS and TiE – the global entrepreneurs’ network.
He has contributed to and been interviewed by publications including The Financial Times, Sunday Times, Forbes, Fortune, The Guardian, Fast Company, Business News Daily, Business Strategy Review, European Business Review, Dialogue, Employee Engagement Today, City AM, Changeboard (UK and UAE), Citywire, Dubai Eye (radio), Gulf News, Gulf Business, The National (UAE), Alrroya (UAE), People Management, Business Pioneer, Saudi Gazette, Trade Arabia, South China Morning Post, Hong Kong Economic Times, Management Today, HR Magazine (UK and Hong
Adam also speaks from a practical perspective on topics such as how to improve strategic (business model) innovation, management (or leadership) innovation, and how successfully to leverage culture, empowerment and engagement in work-life.
Adam is Adjunct Faculty at a number of universities around the world including the University College London School of Management and the Moller Institute at Churchill College, University of Cambridge. Previously, Adam was the Regional Managing Director for Duke Corporate Education Europe (Duke University) and Executive Director of Thought Leadership and Learning Solutions for London Business School. There, he directed some of the School’s flagship courses including the Accelerated Development Programme. He was also an Associate of the Management Lab and Saatchi & Saatchi for two years and served on the steering committee of the European Foundation for Management Development.
Adam has worked with organisations as diverse as Absa, Abu Dhabi Developmental Holding Company, Abu Dhabi National Oil Company, Aldar Properties, Anglo American, Arla, Atlas Copco, Bahrain Telecommunication Company, BBC, BP, Boehringer Ingelheim, Carlsberg, CGI, Daimler, DBS Bank, Deloitte, Disney, Dubai Executive Council, European Central Bank, Ericsson, Firmenich, Heidelberg Cement, HSBC, Impala Platinum, Itochu, KAUST, Kearney, Kiilto, Kuehne+Nagel, Lloyds, LVMH, Maserati, McDonald’s, MultiChoice, Munich Re, NN International, Normet, O2, Oman Oil, Oracle, Orica, Panasonic, Pixar, Sanlam, Santam, Saudi Industrial Development Fund, Scandinavian Airlines, Schindler Group, Shell, Siemens, SM Retail, Societe Generale, Suntory, Tata Consultancy Services, Tesco, William Hill, Woolworths Financial Services, Young Presidents Organisation and Zurich Insurance.
Adam has spoken at public conferences including the World Expo-Business International (Milan), Global Leadership Summit, FT-Coca Cola Enterprises Future of Sustainability Summit, Future Talent Conference (London and Dubai), HR Directors Business Summit, Employee Benefits Connect, Corporate University and Learning Summit, Strategic HR Network Leadership and Talent Conference, HR Directors International Summit, EMVA Business Conference, Citywire, University Business Officers Summer Conference, National Leadership Institute (Kuwait), TUCO Conference, PCMA Conference, HR Strategy Forum, CIPD Talent Engagement Conference. Corporate conference keynotes have included those hosted by Braskem, Deutsche Bahn, EXA Infrastructure, Forsters, Harvard Business School Alumni Club, IQVIA, Kennedys Law, KPMG, L’Oreal, Pfizer, RGL Forensics, Tremco Illbruck, UBS and TiE – the global entrepreneurs’ network.
He has contributed to and been interviewed by publications including The Financial Times, Sunday Times, Forbes, Fortune, The Guardian, Fast Company, Business News Daily, Business Strategy Review, European Business Review, Dialogue, Employee Engagement Today, City AM, Changeboard (UK and UAE), Citywire, Dubai Eye (radio), Gulf News, Gulf Business, The National (UAE), Alrroya (UAE), People Management, Business Pioneer, Saudi Gazette, Trade Arabia, South China Morning Post, Hong Kong Economic Times, Management Today, HR Magazine (UK and Hong
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Displaying 1 - 4 of 4 reviews
December 10, 2022
People create value. Creating an environment in which talented humans - of all generations - want to work is the business challenge and equally huge opportunity of our times.
As a leader in a pretty successful and growing professional services organisation and having a focus on the development of commercial and technological foresight to support our clients in delivering their best to consumers, working with some of the best young consultants, technologists and engineers I have ever met, I started reading "Next Generation Leadership: How to Ensure Young Talent Will Thrive with Your Organisation" by Adam Kingl, with the view that I wasn't going to learn anything new;
Of course, Kingl explains why the increasingly familiar backdrop - the societal contract between generations is faltering and the economic and social conditions that motivated Baby Boomers and even Generation X to have a degree of "loyalty" to organisations are largely gone.
Of course, he covers how the current emerging generation (Generation Y, not to mention Gen Z types now entering the world of work) have a different perspective on business, informed by their life-long access to the fire-hose of knowledge that the internet has provided, and have an, arguably, more nuanced view of what work-life balance means and of the positive purpose in society that an organisation should play, beyond the profit impulse.
So far, so yawn? NO. NOT ALL:
As a middle-aged, perhaps slightly grumpy, family father, and a life-long consultant, I am quick to pick up new information, but also quite critical of the "new new". So, whilst I have heard much of this before - indeed, even like to think that I am a modern manager with empathy and understanding of what is at play here - I recognised whilst reading this book that, even in the most successful companies, there is much to be learned and, crucially, internalised about the motivations and behaviours of Generation Y that is going to shape our organisations and the wider business over the coming decade... and in a good way.
Alongside the excellent insight and research, the best part of Kingl's book is the practical advice in each chapter on what to take away and action.
After a chance meeting with Adam Kingl at the UCL School of Management, I also stumbled across his website as well: I can recommend his video content on human-centric management - everything from quiet quitting to practical virtual working.
This book is well worth your time.
As a leader in a pretty successful and growing professional services organisation and having a focus on the development of commercial and technological foresight to support our clients in delivering their best to consumers, working with some of the best young consultants, technologists and engineers I have ever met, I started reading "Next Generation Leadership: How to Ensure Young Talent Will Thrive with Your Organisation" by Adam Kingl, with the view that I wasn't going to learn anything new;
Of course, Kingl explains why the increasingly familiar backdrop - the societal contract between generations is faltering and the economic and social conditions that motivated Baby Boomers and even Generation X to have a degree of "loyalty" to organisations are largely gone.
Of course, he covers how the current emerging generation (Generation Y, not to mention Gen Z types now entering the world of work) have a different perspective on business, informed by their life-long access to the fire-hose of knowledge that the internet has provided, and have an, arguably, more nuanced view of what work-life balance means and of the positive purpose in society that an organisation should play, beyond the profit impulse.
So far, so yawn? NO. NOT ALL:
As a middle-aged, perhaps slightly grumpy, family father, and a life-long consultant, I am quick to pick up new information, but also quite critical of the "new new". So, whilst I have heard much of this before - indeed, even like to think that I am a modern manager with empathy and understanding of what is at play here - I recognised whilst reading this book that, even in the most successful companies, there is much to be learned and, crucially, internalised about the motivations and behaviours of Generation Y that is going to shape our organisations and the wider business over the coming decade... and in a good way.
Alongside the excellent insight and research, the best part of Kingl's book is the practical advice in each chapter on what to take away and action.
After a chance meeting with Adam Kingl at the UCL School of Management, I also stumbled across his website as well: I can recommend his video content on human-centric management - everything from quiet quitting to practical virtual working.
This book is well worth your time.
February 7, 2024
Even though the book was published in 2020, I feel like a lot of information I have read elsewhere regarding generational differences. After explaining the different needs and views that each generation has regarding work and loyalty to companies, all based on the economic climate of those generations, the author focuses mainly on what Generation Y wants out of their careers.
Being a Gen X, I found myself agreeing with many of the viewpoints of the generation below me. I, too, do not believe that the number of days or hours that I spend in the office equates to high levels of output. In fact, after transitioning to mainly remote work, I find myself producing more at home than I do in the office, where I spend a considerable amount of time connecting with colleagues. This is a part of my job essentially as a staff trainer, where I'm always gathering intelligence to develop better trainings.
As society continues to transform itself, I honestly believe that employees are more empowered to make intelligent choices regarding their careers - including flexibility, where and how they work, and using the available tech to do so. Gone are the days of being loyal to one company through a lifetime - this was dead and gone even with Gen X. Factors such as the loss of pensions and forcing employees to buy into an unstable market to create a retirement fund is unacceptable, which is one of the reasons why people do not remain with companies for very long. Poor leadership and execution within many companies also cause people to flee and rightfully so.
Regarding many companies' aversion to remote work lies in leadership's inability to trust their employees and the stubborn desire to hold onto expensive real estate. Learn to trust your employees and sell the expensive real estate to reinvest in better technology and workforce teams. You'd be surprised to see how much your teams can accomplish without having to be boxed into something that only hinders their progress.
Being a Gen X, I found myself agreeing with many of the viewpoints of the generation below me. I, too, do not believe that the number of days or hours that I spend in the office equates to high levels of output. In fact, after transitioning to mainly remote work, I find myself producing more at home than I do in the office, where I spend a considerable amount of time connecting with colleagues. This is a part of my job essentially as a staff trainer, where I'm always gathering intelligence to develop better trainings.
As society continues to transform itself, I honestly believe that employees are more empowered to make intelligent choices regarding their careers - including flexibility, where and how they work, and using the available tech to do so. Gone are the days of being loyal to one company through a lifetime - this was dead and gone even with Gen X. Factors such as the loss of pensions and forcing employees to buy into an unstable market to create a retirement fund is unacceptable, which is one of the reasons why people do not remain with companies for very long. Poor leadership and execution within many companies also cause people to flee and rightfully so.
Regarding many companies' aversion to remote work lies in leadership's inability to trust their employees and the stubborn desire to hold onto expensive real estate. Learn to trust your employees and sell the expensive real estate to reinvest in better technology and workforce teams. You'd be surprised to see how much your teams can accomplish without having to be boxed into something that only hinders their progress.
November 16, 2021
Książka o tym, jak zarządzać pracownikami z generacji Y. Wynudziłem się. Mnóstwo teorii, mało przykładów, a te które są, sa przytoczone w sposób nudny. Nie mój styl.
May 15, 2023
Supremely practical and applicable actions suggested for what you can do immediately.
Displaying 1 - 4 of 4 reviews