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“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.
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?"

Third Generation Leadership and Teams
3G Leaders are not threatened by questions and discussion. They readily share all the information about what has to be done and the parameters within which it needs to be done. Then they seek to harness the expertise of everyone involved so that people are openly listened to and respected. 3G Leaders see themselves in the role of facilitators who are working with their team rather than as controllers to whom the team is responsible. 3G Leaders operate as equals with their fellow team members while being willing to accept ultimate responsibility if things go wrong - which, unsurprisingly, is not often.

Other second generation leadership Related Articles

Thirteen Proven Lead Generation Tools For Service Businesses From Your Strategic Thinking Business Coach
Is your lead generation tool kit well stocked or almost empty? Or are your lead generation tools rusty and no longer work? What lead generation tools are you using? And are the tools you are using producing results? So many people over so many years have told me that they just cannot grow their service business. After listening to them complain, I ask what and how many lead generation tools they are using? They tell me that they advertised in the Yellow Pages and mailed some letters as their lead generation efforts. Wow, and they are complaining that they do not get enough leads. Reflecting on what have been successful tools for me in the past, your Strategic Thinking Business Coach identified thirteen (13) proven lead generation tools to apply to your service business. And here they are in no priority order.

Why Invest In Leadership Development
There is a growing leadership crisis in America. Large numbers of "baby boomer's" are reaching retirement age. As a country we decimated mid-level management for the past several decades. We did not spend the time, money and effort to groom the next generation of leaders. Many organizations will now have to play catchup if they are going to have the leadership to remain competitive. Leadership or executive coaching is a viable path forward.
How to be a high performance leader
The subject of leadership is the quintessential conversation of our generation, particularly at this time of great social change, commercial and political unrest. I believe leadership, [being a leader] to be a character trait, not simply a title you bestow upon a person or entity, without significant reason and evidence over an extended period of time. True 'leadership' is the ability to inspire action through ones own actions. This feat is not as easy to achieve as the definition suggests. Easy in theory - but ever challenging in practice.

“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.
Third Generation Leadership Develops Self Confident People
At the heart of the human condition lies existential anxiety. Essentially existential anxiety is a search for meaning. As such it is unique to humanity.Traditionally people have found the answer to this quest in work and structure coupled with religious faith of one sort or another. Over the years three main ways of dealing with existential anxiety have emerged and these correspond to First Generation Leadership, Second Generation Leadership, and Third Generation Leadership.
Third Generation Leadership - why we need it NOW!
If ever there was a "wake up call" as to the necessity to shift our leadership understanding and approach then this Gulf of Mexico disaster should be it. The time is ripe for facilitating a shift to a Third Generation Leadership world view as our dominant paradigm.

Third Generation Leadership and Accountability
The bottom line in any organisation is performance. And performance demands accountability. The issue as we move from First Generation Leadership or Second Generation Leadership approaches to a Third Generation Leadership approach is not one of being accountable versus being unaccountable. This article looks at how it is possible to maintain personal accountability in a Third Generation Leadership organisation
Feelings of Entitlement
It is difficult for most kids who are working in the family business to not have some feelings of entitlement. After all, the main reason most entrepreneurs’ start their own business is to provide for their families. Once that is secure, thoughts of creating a legacy and passing the business from generation to generation become a natural progression for most founders, even though statistics show that business failure is alarming in second and third generation leadership. In fact, The Family Business Institute reports that only 12% of family businesses survive the third generation. Feelings of entitlement are not necessarily a bad thing. It’s the attitude of the owner’s child that really matters.
The Case for Third Generation Leadership
If we want to again maximise the probability of achieving desired results on a long-term basis we need to find a new management / leadership approach. Just as The Great Depression lead to the development of Second Generation Leadership, so the Global Financial Crisis needs to lead to the development of Third Generation Leadership.
Great Leadership Requires Inspiration, III
Inspirational leadership - or more of it, anyway - is the goal of many of my coaching clients. Increasingly, leaders recognize that command-and-control isn't enough to get the job done these days, when a generation of their teammates are more interested in "having" a job than in "doing" the job the leader remembers signing up for years ago. So, since inspirational leadership requires being an inspired person, we've been talking about how to become more personally inspired....
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