Layoffs cast a dark cloud over an organization. People become risk averse, unwilling to push boundaries out of fear for being let go, and because few departments are eliminated entirely, people begin experiencing a form of survivor guilt. Do some people perform better to guard their position? Sure, says Dr. Nadya Fouad, but others may perform worse.
Young talent can be ambitious, but how do you steer that energy and help a burgeoning professional reach their goals? Mr. Gray of Everett Smith Group suggests assigning worthwhile projects for talented individuals so they can start differentiating themselves. But successfully completing a project on time isn’t enough — understanding the context for that project — the “why” — is crucial for leadership development.
Pat Nazemetz, Former Chief Ethics Officer at Xerox Corporation, discuss how intergenerational or cross-generational leadership does not require a specific program — it is really about allowing leadership to evolve organically from within a team. This more plastic development permits different people to lead depending on their exertise and skills, promoting communication and skills-sharing between diverse demographic groups.