Leading Through a Fragile Pipeline.
Recently, there has been a subtle shift in the conversations surrounding leadership. The conversation is no longer predominantly focused on strategy or tactical execution; now the emphasis is put on the application of energy. The term ‘energy’ refers specifically to emotional energy.
Over the last few years, an increasing number of organizations have trimmed the number of employees within their organization. With this, comes the realization of ‘leaner structures’ and ’sharper focus.’ On paper, this results in a faster decision-making process and reduced costs. There exists a second side to this issue that is not apparent in quarterly reports.
When organizations made changes resulting in a leaner workforce, leaders within the organization now carry the burden of an increased number of emotional load as well as other responsibilities. Take, for example, a mid-level manager who previously managed eight employees. That mid-manager now manages five employees. The mid-manager is still expected to deliver the same level of outcomes. Surely they are closer to the work, but they are also closer to experiencing burnout.
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Perhaps this explains why organizations across the country are calling their leader’s pipeline ‘fragile.’ There likely isn’t a lack of talent; there is likely a perception of an increased burden in the leader pipeline.
While it may be easy to misdiagnose the situation as a lack of capability and therefore require the enhancement of the leader’s capabilities through additional training, frameworks, and/or leadership models, these do not help relieve the additional strain that the new lean work structure creates.
What appears to be more important to the current generation of leaders is the provision of support. Support in the form of legitimate support, and not just formalized support structure such as structured programs. Leaders require genuine, safe spaces to allow them to express their level of uncertainty. Peer networks that do not feel performative, and even small things such a redistribution of invisible work, can help create an environment of support.
Another perspective to consider when discussing the work of leaders is that the current generation of leaders expect to be able to see an open environment concerning their emotional load, and they are much less inclined to tolerate the level of pressure that exists within them. Depending on who is speaking, the desire for leaders to disclose their emotional load could either be viewed as being weak or viewed as a long-overdue corrective action.
In summary, while it may be difficult to lead change, it may be even more difficult to effectively sustain those who are expected to lead change. A lack of effective sustainment of leaders in the pipeline will not only undermine the effectiveness of the leaders but will also create a pipeline that will not only be ineffective, but will also be eroded over time.
