Creating Success Through Chaos and Change
Fast Company has been running a series of articles on a term they coined Generation Flux. Most generations are based on the common events that shaped attitude and lifestyle during time periods. Generation Flux is a mindset, based on psychographics; flexibility and adaptability characterize this group, not age. Gen Flux are able to adapt their business to different models in order to succeed in the competitive business environment. So what’s their secret to successfully dealing with business in this globalized, competitive economy? Robert Safian presents several case studies that delve into the nature of the chaos and how emerging leaders are responding.
To be competitive, what counts is how an organization responds, and equally important, how fast. There is no “right” model. Business, Safian says, is a paradox. It requires a balance of seeming opposites. Businesses must be open to new ideas and still keep the bottom line in mind. Bottom up leadership should be embraced, empowering employees to make decisions at all levels. However a leader, as Clara Shih of Hearsay Social says, should know where and when this is appropriate and how to make hierarchies work in order to keep innovation at the core.
Leadership is much like the steer and row model advocated by the public sector. Executive leadership, with input from employees (and customers) establish the values, strategies and ultimate priorities for the organization, which allows the team to align with the organization’s fundamental mission. This is one model that keeps the entrepreneurial spirit at its core, empowering employees to respond quickly to problems or changes. How this is executed is open to interpretation.
Generation Flux leaders have dealt with change and the failure and success that comes with it. Angela Blanchard, CEO of Texas non-profit Neighborhood Centers, calls this a “figure it out job.” The more opportunities to fail or succeed allows leaders to learn and adapt. When you think of some of the most innovative and adaptive companies, you’ll notice that they often have many projects going on at once. Generation Flux thrives on experimentation and ambiguity. How can you harness this spirit in your organization? This might be simpler than you think. Hold a brainstorming session with your employees and team leaders. What projects or ideas do they have? Safian mentions a great example from Nike. Mark Parker, Nike CEO, walks the halls of Nike, ensuring that employees don’t feel isolated and ignored, asking about projects employees are working on. While doing this Free, a billion dollar Nike franchise, was created. What incentives do you have in place for this type of creativity? Bonuses, days off, a paid vacation? Ask employees what motivates them and then give it to them as best you can.
It’s time to start thinking critically about how you embrace change and the structure and processes in place to do this. If you don’t, life will surely go on. However your organization might not.
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