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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 (I)
G3 Leadership requires an additional element to earlier generations. 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 G2 Leader can engage only some and a G1 Leader can engage only a few. In this article the first step to becoming a G3 Leader is provided.
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?"

Characteristics of Third Generation Leadership & 3G Leaders
This is a world in which people are almost addicted to learning new things – especially if they can help them with social networking. This is a world in which people are very aware of the vast amount of information available and in which they have to make daily decisions as to what information to accept and what to reject. This is a world in which, fundamentalists of any form aside, people are increasingly willing to grapple with complexity and seek new answers to age-old issues. This is a world in which we need 3G Leaders.
Third Generation Leadership resolves problems
Respect is an interesting concept. When Group 8 Education were researching issues in education, one of the questions they asked teachers was: “Do you treat your students with respect?” The answer was an unequivocal “Yes”. When students from their classes were asked: “Do your teachers treat you with respect?” the answer was a resounding “No”. How could the perceptions be so different? The answer lies in the difference between “conditional respect” and “unconditional respect”.

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.
Third Generation Leadership: the role of the CEO
As we move more and more into a knowledge economy the greatest point of leverage in organisational success is to increase the capability of each employee. And that requires a new culture – a Third Generation Leadership culture. And facilitating that should be the central role of a CEO.

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 and Depression
A recent Scientific American article makes it clear that an early aspect of depression leads to creativity. A person feels “down” or suffers some disquiet about his or her situation and, under the right circumstances, can use this to develop new approaches – the experience is used to harness their creative ability. This is a “blue zone” activity and 3G Leaders are adept at helping people shift their brain’s locus of control into the “blue zone”. Such leadership can help many people avoid the debilitating illness of clinical depression.
Third Generation Leadership In Context
To “Generation Y” rigid reporting structures and narrow sources of information are a foreign concept. Their whole life has been lived in a world of personal computers, mobile phones, the internet, social networking, and the like. They have learned that by using the internet and the search engine of their choice they can find out almost anything about anyone at any time – and some of what they find out will even be accurate! Generation Y has an expectation that information will be readily available and that they will be involved in determining the accuracy and utility of such information. Their expectancy is that they will be engaged with what they do and with those they are doing it with. This creates a problem for traditional leadership approaches
Third Generation Leadership and Expectations
Gen Y works from the premise that authenticity is important – both in themselves and in their leaders. In the main they are not interested in second guessing the leader – they want to be authentic and they believe they have a right to say what they think or to question that which is dubious, doubtful, or unclear.

Third Generation Leadership: Now!
What I really like about Gen Y is that they invariably demonstrate an openness and authenticity which enables them to demonstrate congruence, unconditional positive regard, empathy and a willingness to learn from others
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 - facilitating the shift
The time is ripe for facilitating a shift to a Third Generation Leadership world view as our dominant paradigm. We need to learn new communication skills.
Third Generation Leadership – Engaging People
Third Generation Leadership is based on engagement. And engagement requires that people do things - that they follow the leader - because they want to rather than because they have to. Engagement requires that the leader has developed sufficient levels of trust and respect with the followers that the followers are committed to the same course of action as is the leader.
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
Third Generation Leadership and inappropriate behaviour
By focusing on my performance and explaining difficulties I may be having in reaching my performance goals the emphasis moves away from how “the other” should change to how “the other” can help me achieve whatever it is I am supposed to achieve. I can use a Third Generation Leadership approach in my interaction with him or her or “them”. Now it is an easy step for me to set out what support I need or would like from “the other” in order for me to perform.
Third Generation Leadership = Increased Profit
Improved profitability can be obtained through a very simple – yet very comprehensive 9 step process that is capable of harnessing the energies of everyone in the organisation.
Third Generation Leadership – a different way of listening
Authentic and strong attention on another and for them is the underlying social mechanism that triggers engagement – and engagement with both the work to be done and with the people involved is what Third Generation Leadership is all about.

What employees need
Research shows that there are 4 key things that followers need if they are to provide peak performance - in other words, to do the things that their leaders need them to do in obtaining desired results - safe, respected, listened to, believed in.
Obtaining Peak Performance
First Generation Leaders and Second Generation Leaders have a strong need to be in control. They see their role as that of making and implementing decisions. These men and women show conditional respect – in other words, obtain the results I need in the way that specify, and I will respect you – and they tend to have a low level of belief in the ability of people to manage themselves and to obtain desired results unless they are closely supervised. The result is that, far too often, managers interfere and actually hinder peak performance because of this need to control.
How to achieve peak performance
5 critical steps in obtaining peak performance: 1. Don’t expect respect. 2. Don’t think you’ve got the answer 3. Don’t pretend 4. Get out of the way 5. Say “thank you”

How to transform performance
Can the performance of any individual or person be transformed? In almost every case: “yes”. But it requires a different type of leadership from that which we normally encounter.
A Battle for the Mind
Almost every person is born with virtually unlimited potential in terms of their ability to develop. Not everyone can be (or wants to be) an elite athlete or a Nobel Prize winner, but almost anyone can mature to be the person that he or she wants to be. The problem is that, in many cases, this maturing is negatively impacted by our self-talk. And much self talk arises out of feedback we experience. Third Generation Leadership operates in a different mind space.
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?
The Dawn of Something New
January 2011 is the start of something new. Change is in the air. Perhaps we need to think a little about what makes us contemplate change as well as our role in facilitating any change that is required.
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.
Achieving potential
If we want to achieve results in today's world - whether in the personal, organisational, national, international or any other arena - we need to be "whole people". "Whole people" are those in whose lives all areas - cognitive, moral, interpersonal, spiritual, and affective - are integrated and consistent.
Improving the bottom line
Within 100 days it is possible to achieve outstanding improvements to revenues and profits. Organisations have increased revenues by as much as $27 million in this time and both large and small organisations have proved that the results are sustainable. The key lies in the way that we lead - moving to a leadership approach that is based on engaging people both within and outside of the organisation.
What makes Third Generation Leadership “different”?
The Canadian singer-song writer, Leonard Cohen, has a song “Everybody Knows”. In this Cohen is pointing out everybody knows what is going on – especially when things aren’t working – but no-one is prepared to do anything about it. We continue doing the same things – possibly with some “tweaking” but basically still the same – and wonder why there is no real improvement. The issues of leadership and employee engagement are no different.

Other third generation leadership Related Articles

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....
Managing Generation Ys
Generation Y is largest generation behind Baby Boomers. Often referred to as Millennials or Generation Next, these workers are just now entering the marketplace and seem to be creating quite a stir in companies all over the world.

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