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Third Generation Leadership - Developing 3G Leaders (II)
G3 Leadership requires another element - it requires the ability to manage down those areas of the brain that are not helpful in leader-follower interactions while simultaneously managing up those areas of the brain that are helpful. I refer to these as "Red Zone" (not helpful) and "Blue Zone" (helpful). Where the leader has his or her brain's locus of control is critical because only G3 Leaders are able to engage everyone with whom they interact: a G2Leader can engage only some and a G1 Leader can engage only a few. As I indicated in my last article, the question is, of course, "How do we manage down the red zone and manage up the blue zone?"

Other generations of leadership Related Articles

Strategic Tips From Your Strategic Thinking Business Coach For Managing The MultiGenerational Work Force
One of the most impactful current dynamics in today’s workplace is the presence of four generations of workers at the same time, which has increased the level of challenges to manage, retain and recruit a skilled work force. These four generations of American workers are: The Veterans - born prior to World War II; The Baby Boomers - born between 1946 and 1964; The Generation Xers – born between 1965 and 1980; and The Generation Ys or Boomerangs – children of Baby Boomers, born after 1980. Each group has its own distinct characteristics, values, and work ethics, based on its generation’s life experiences. This is a huge challenge to business today to successfully integrate these diverse generations to effectively work together. Here are some strategic tips for managing a multigenerational work force.

Why every business needs to consider generational differences
It turns out that different generations of employees respond to very different management approaches and incentives. Likewise, different generations of consumers respond differently to different marketing messages. Four generations are common in the workforce and consumer market today, and it is important to understand each. This article is indebted to the work of University of Illinois’s Extension Program and their research on engaging generations.
A Leadership Guide To Managing The Generations
One of the most common questions I am asked by managers is “how can I manage the ‘younger’ generation?” It seems every second workplace is having challenges between different generations …with differences in expectations of managers, work approach and style. Let me start by saying that what I am about to tell you will be discussing the generalities of generations. Before you leap in and yell “stereotypes” … listen up for a moment.

The Big Disconnect Managing Generations Leadership Training
The Big Disconnect - Managing Generations - Leadership Training.

Communication: What’s the Best Way?
We are experience many different communication challenges in our workforce everyday given the different communication styles of each of the generations in the workplace. Is one generation’s style more correct than another? Is there one communication style that is better than another? It depends…on the people you work with, the clients you interact with and the culture of your company. As part of our research for Bridging the Generation Gap, Linda Gravett, PhD, SPHR, CEQC and I asked 500 individuals in each of the generations what their preferred communication method was in order to learn more about the different communication styles. We quickly learned there were definitely preferences based on the generations.

Selling to the Different Generations: What to Look For and What to Avoid
It really amazes me on how differently the generations behave in terms of their buying motivations and their spending habits. Although everyone is unique, we can clearly see a generalization among age groups. I believe these differences come from peoples surroundings and their influences consequently we are a product of our environment. Let’s have a look at some of the trends we see in the last few generations assuming a breakdown as follows:

“Third Generation Leadership” – “3G Leadership” or “Leadership v3.0”
First Generation Leadership ("G1 Leadership" or "Leadership v1.0") was typified by a command and control approach in which hierarchy ruled and the leader was "right". Second Generation Leadership ("G2 Leadership" or "Leadership v2.0") was typified by a reward for conformance / non reward or punishment for non-conformance. Again, hierarchy ruled and the leader was largely "right". Third Generation Leadership ("G3 Leadership" or "Leadership v3.0") is typified by engaging followers both with what they are doing and with the people with whom they do it. In this article Doug Long introduces both the concepts of leadership generations and shows the distinctions between them.
Personal Responsibility Is The Prescription For Anxiety
There's a lot of anxiety out there this summer. I've observed a lot of worry among the talented folks I've coached, and often they're frozen by it, unable to contribute the inspirational leadership they've always brought to their teams and organizations. In many cases they need to learn (and practice) a truth held dear by generations of great professional salespeople: If worry is the sickness, action is the cure.

Business Leadership Skills
Not that a business is born with leadership skills. It is true that certain leadership traits that quite a few others seem to them. However, there are others that can be developed. There are many leadership programs that teach us different leadership style will also help us realize our business leadership skills and have some improving. However, short of the best leadership training effort comes from rising above the rest and put personal gain before the collective interests.
Is "leadership" dead?
"Leadership" now seems to be a catch-all term (a bit like "communication"). That being the case, has the time now come when we should be considering whether the term "leadership" has lost its impact and whether we need to radically rethink the whole concept by moving out of all the traditional concepts like "servant leadership", "situational leadership", “contingency leadership”, “leadership habits” etc that are based on attitudes and behaviours?
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