The Horizon is Filled with Hope
Annabel Beerel, in her book, Rethinking Leadership: A Critique of Contemporary Theories, examines popular and overlapping leadership theories and addresses the leadership gap highlighted and widened by the Covid-19 Pandemic. Writing in 2020, she said, “At this time of the global pandemic, the world is hungering for both morally good and professionally effective leadership. Alas, by and large, this is lacking.”[1] She goes on to point out that in our current global context of “new potentials and new tensions,” new leaders and new leadership is required.[2] Old practices will no longer work.
She strongly believes that leadership must take an interdisciplinary approach, as effective leaders must understand what makes human beings behave and think the way they do in our complex world. She says, “Leading people – which is what leadership is about – is a wholistic endeavor. It touches all aspects of what makes us human, our history, culture, psychology, emotional makeup, physical strength, belief systems, and intellectual capabilities.”[3] This is a task that can only be accomplished by leaders working collaboratively, complementing each other’s strengths, and motivated by one goal. This goal, for Beerel is “to advance global flourishing by embracing changing reality.”[4]
Where have all the leaders gone? Annabel Beerel’s book is a challenge to all leaders to courageously develop the perspectives and skills needed to learn and adapt to complex change in the world, working together in a “dog-eat-dog” world to improve life for all individuals.[5]
Similarities with Friedman
As I was reading Beerel’s book, I began to hear themes reminiscent of Ed Friedman. In his book, A Failure of Nerve: Leadership in the Age of the Quick Fix, he writes that strong and effective leaders must understand human nature and they must understand the systems of the culture in which they live. Annabel Beerel reflected this same idea, noting that effective leaders must comprehend the whole human being and the connected and changing context in which they live.
Friedman goes on to say that, “Leadership in America is stuck in the rut of trying harder and harder without obtaining significantly new results.”[6] This rut runs deep, he goes on to say, and affects all institutions in our society, even affecting the very institutions that try to tackle the problem.[7] According to Friedman, until we can see more clearly, we will continue to operate with an incomplete understanding of ourselves and an unawareness of the influence culture has on our worldview. This greatly hinders our leadership potential.
Both Beerel and Friedman challenge leaders to delve deeply into our understanding of human nature and cultural structures, so that we might be better prepared to lead in new ways for a new and changing world.
Leading Multigenerational Teams
In looking through Beerel’s book, I found the chapter entitled “Leading a Multigenerational Workforce” especially interesting, as my current work team consists of thirteen members, ranging in age from twenty-one to seventy-one. Here are some interesting insights I gleaned from this chapter:
- In the 21st century, workplaces can have up to five different generations working together.[8]
- People in these generations can have different values, behaviors, and expectations, which can cause tension between team members and affect their work.[9]
- Interestingly, understanding the childhood “shaping experiences” of each of these generations provides some insights into their varying “worldviews, capacities, strengths, and limitations.”[10]
- Managers and leaders are advised to exercise interest in and empathy with each cohort and to work on eliciting their strengths to get alignment for the work that needs to get done.[11]
It is interesting to me to consider the various perspectives that my teammates bring to their job. These perspectives have been shaped by their life experiences and by particular periods in our societal history, but also shaped by their unique family and cultural experiences. I would like to do some more research in this area, but to date, I have found that my teammates’ approach to their work seems to be shaped more by their individual life experiences, than by the defining parameters of their generation. On my team, patterns defy generational guidelines and align more heavily with personality, educational experience, and lived experience. Because my team is small, it seems normal that we would not see the broad sweeping generalizations that are present in a larger pool of people. It is helpful to be aware of these generalizations and now that I am more attuned to them, perhaps I can be sharper in identifying ways in which they may be affecting our team. And, I can respond accordingly with healthy support.
One theme that seems to be constant on my team and in our broader organization, is that everyone responds well to leadership that expresses individual interest in the team members and works to craft position descriptions that build upon a team member’s strengths and passions. As a leader, this is something on which I want to focus continually, so that my colleagues know they are valued, the work they do is needed, and that there is always some flexibility with which to provide them with the learning and growth opportunities they desire. Along these lines, Lindsey Pollak, who has studied multigenerational workplaces notes, “Whatever the generation, everyone wants meaning, purpose, good leaders, and career possibilities. Leaders should hold this in the forefront when leading multigenerational groups.”[12]
Conclusion
I found Annabel Beerel’s challenge to leaders compelling: courageous, collaborative leaders are needed for new, complex and changing times. I am excited to be graduating with my cohort in a challenging time in history. I think we are ready to continue growing and adapting to the needs in our various contexts, equipped with valuable perspectives, solid in our desire to ever be learning, continuously seeking the guidance of God, and remembering our identity in God’s love. The horizon is filled with hope.
[1] Annabel Beerel, Rethinking Leadership: A Critique of Contemporary Theories (London, England: Routledge, 2021), x.
[2] Beerel, 2.
[3] Beerel, 4.
[4] Beerel, 4.
[5] Beerel, 3-6.
[6] Edwin H. Friedman, A Failure of Nerve: Leadership in the Age of the Quick Fix (New York, NY: Church Publishing, 2017), 3.
[7] Friedman, 3.
[8] Beerel, 367.
[9] Beerel, 367.
[10] Beerel, 368.
[11] Beerel, 368.
[12] Lindsey Pollak, The Remix: How to Lead and Succeed in a Multigenerational Workplace (New York, NY: Harper Business, 2019), 7.
About the Author
Jenny Steinbrenner Hale
16 responses to “The Horizon is Filled with Hope”
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Wow, final blog! Way to end on a strong note (though I’d expect nothing less). I too lead an inter-generational team. The oldest team member is seventy-five and the youngest is twenty-two. What are some best practices you integrating from Beerel that you recommend?
Hi David, That is so cool that you also have an intergenerational team! You have a really broad age span. I thought it was interesting that Beerel suggested setting up mentoring relationships amongst teammates of different generations. (This makes me think of your project.) This seems so wise. She suggested that some of the younger team members could be helpful on teaching technology skills. I haven’t tried this before, but I’ll be watching for opportunities. At the moment, we have our most experienced and wisest teammate supervising our newest and youngest teammate. One of the things I appreciate most about my teammate of an older generation is that he has a great perspective on what to worry about and what not to worry about in the work setting. This has been such an important perspective for everyone else on our team to learn, as it saves much unneeded stress. I’m so thankful for his presence on the team.
I’ve so appreciated your comments and questions in our cohort, David. See you Monday for our last class. How is that possible?
Jenny – I love that you lead a mult-generational team. As Beerel said, it’s important to embrace “different” as leaders. Do you find that the different generations contribute to a more balanced, well-rounded team?
Hi Laura, Thanks for your comments and question! I have really loved having such a wide age range on our team. It definitely adds to a well-rounded team and makes for some good conversations and sometimes, even some good laughs together. 🙂
Jenny,
I like this and hope to weave it into my syntopical essay-
“Annabel Beerel reflected this same idea, noting that effective leaders must comprehend the whole human being and the connected and changing context in which they live.”
This is so true:
“One theme that seems to be constant on my team and in our broader organization, is that everyone responds well to leadership that expresses individual interest in the team members and works to craft position descriptions that build upon a team member’s strengths and passions. ”
I am curious how you go about this in a practical way.
Excellent blog post
Thanks, Kristy, for reading and commenting. In answer to your question, one way we go about crafting position descriptions to fit people’s strengths and passions is, when possible, to allow people to tell us their ideas on how they’d like to adapt their positions. If we’re able, and it fits into our mission, we do that, because they are then more excited about their jobs. Thanks for asking!
Jenny,
Thank you for your well-written blog. Your team is blessed to have you. I agree with you that “the horizon is filled with hope.”
Thank you, Jean, for your encouragement! I have so enjoyed being in the cohort with you and I have benefited greatly from your wisdom!
Jenny, thank you for sharing your thoughts on the reading along with your experiences at work. What a challenge you have set before us from Beerel’s book, to “advance global flourishing by embracing changing reality”. I think I am less overwhelmed by that challenge knowing that you and all our friends from this cohort are seeking that same end.
Caleb, I so agree with you! 🙂
Dr. Hale,
I really enjoyed how you drew parallels between Beerel’s insights and those of Ed Friedman, you highlighted the importance of understanding human nature and cultural structures in effective leadership. I also like how you note Friedman’s critique of traditional leadership paradigms and his call for leaders to gain a deeper understanding of themselves and the societal context in which they operate.
Dr. George, Thank you for your comments! It sure has been a pleasure to be learning alongside you these three years.
Great post and strong finish. I love “ One theme that seems to be constant on my team and in our broader organization, is that everyone responds well to leadership that expresses individual interest in the team members and works to craft position descriptions that build upon a team member’s strengths and passions.‘ This is a blessing and great principle. May God continue to bless you. You are a powerful warrior in His kingdom.
Michael, Thanks so much for your comments. I sure have loved learning alongside you and our cohort pears these last three years. Looking forward to seeing what we all might do together in the future!
Dr. Hale – great last post on leading multigenerational teams. I was drawn to how you observed that everyone on the team responded to an individualized plan that takes into account their own strengths and weaknesses. It was encouragement to me in my leadership. I lead multi-gen teams in the church space and it is a lot of work and the gravity is toward conformity and results (often loosely defined in church the space). This was a helpful reminder that at our core we all just want to be seen and for others to invest in us. I think that alone will transform work cultures and change people’s lives for the better. Thank you for your leadership.
Dr. McSwain, Thank you for your comments and for your leadership, as well! I so agree with you. Investing in people one-by-one seems so valuable. May we continue this work with our teams, in all of our various contexts.
See you at graduation! 🙂