Leadership is being turned on its head, driven by a new generation of workers who’ve grown up in an always-on, always-connected world. The resulting expectations, unique capabilities and challenges require a different type of leadership — and competencies that we, as leaders, don’t necessarily have today. In fact, some of those competencies run in opposition to what today’s leaders have learned to prioritize throughout their careers.
With 45% of teens reporting they are online on a near-constant basis, one of the biggest shifts leaders will have to make is in learning to manage toward “decompression.” By that I mean helping employees take a step back from the pressures and distractions of always-on communications and digital technology.
This could be a hard habit to break, as most of today’s leaders grew into their roles by constantly grinding — that is, having a high level of responsiveness and an ability to drive forward momentum. They were managed toward action, and so they in turn often manage toward action, too.
Younger generations are already programmed toward action and immediacy. They’ve grown up experiencing life at a pace without precedent. Guiding them to break from this will be critical to helping them (and the organizations they contribute to) realize their potential. Here are a few considerations for managing the future workforce.
Helping Develop A Longer-Term Outlook And Framework
All activity — with no purpose — gets you nowhere. No matter how many, or how quickly, individual tasks are completed, if they don’t further overall strategies or goals, they’re not high-value. With the pervasiveness of technology and resulting 24/7 world, though, there’s a likelihood that younger generations will be hyperfocused on reconciling short-term actions.
The ability to maintain a long-term view — and make decisions within that framework — has always been a critical skill. But it’s a mindset leaders increasingly will need to cultivate in workers, largely through decompression and management tactics that help employees lift their heads from the immediate. They’ll also need to develop a culture that rewards this broader view and thoughtfulness, not simply reactivity and high-volume output.
Creating Technology-Less 'Think Time'
Workers today already feel strapped for time, with ever-growing to-do lists and email inboxes that seem nearly impossible to manage. Companies have tried many approaches to carve out “heads up” time for strategic thinking, such as no-meeting days so workers have time to complete tasks and do deeper thinking.
Think time will only become more important, as younger generations are programmed toward micro-action and immediate resolution. Leaders will have to create acceptable — and potentially mandatory — time away from computers and phones so employees can decompress and think strategically about larger goals.
Minimizing Technology-Driven Burnout
When someone texts, they expect a fast response. When someone requests a ride-share, they expect to be connected to a driver in 30 seconds. This expectation should not be carried into the workplace. If workers feel every ask — at any time of day — requires immediate action, there is no doubt they’ll burn out. It’s already a major concern, and the younger generation’s technology habits could put them at even higher risk.
Leaders will need to be able to recognize early signs of burnout caused by 24/7 connectivity and coach employees away from it, especially as globalization and flexible work schedules further extend working hours. They’ll also need to set a “digital tone” for their teams and practice responsible use of technology themselves — for instance, by avoiding checking their phones in meetings or sending emails late in the evening. If technology is all-encompassing for leaders, it will be for their teams, too.
Our society’s dependence on — and occasional overuse of — technology is drastically changing leadership. Leaders of 2025 and beyond will undoubtedly need to possess a different set of skills to effectively manage this tech-dependent, always-on future workforce. Although the generation that’s grown up in this environment hasn’t even fully entered the workforce yet, many of these leadership skills are already proving vital.
