[rating:4]
(Austin, TX: Greenleaf Book Press, 2011)
264 pgs.
I wasn’t sure whether to rate this as a 3 or a 4. I am pretty stingy with 4’s and 5’s. I don’t agree with everything in this book. It is secular look at society, management theory and technology. But, it is a cutting edge topic that modern leaders must address.
Szollose’s (I am glad I only have to type his name and not pronounce it!), focus is that Generation Y is the first generation to be entirely immersed in the technological age (31). There is no clear definition of who Generation Y is, but they are also referred to in modern discussions as Millennials and they were born around 1985 and later. The focus of the book is that this group is now emerging into the workforce and they provide unique challenges for leaders. Szollose suggests that the more linear thinking Baby Boomers who are predominantly in management today must learn how to tap in to the technologically savvy Generation Y workforce. However, using the older management approaches that were effective with Boomers won’t work. Szollose suggests what is needed is “liquid leadership” (7). “The new leadership requires adaptability, transparency, and strength, all of which are characteristic of water” (7).
Szollose suggests seven laws of liquid leaders:
- A liquid leader places people first
- A liquid leader cultivates an environment where it is free and safe to tell the truth
- A liquid leader nurtures a creative culture
- A liquid leader supports reinvention of the organization
- A liquid leader leads by example
- A liquid leader takes responsibility
- A liquid leader leaves a lasting legacy.
For someone who reads lots of leadership books, this list doesn’t look that much different than other books written by and for Boomers. However it is in his application and his analysis of Generation Y that makes the book worth reading. Everyone knows that technology is affecting society but this book looks at how it must change the way people lead. And it is more than merely buying the leader a new I-Pod every year.
Szollose notes of Generation Y, “This is the generation prepared for the future” (3). He notes that wise leaders will listen to the emerging generation and cultivate a corporate culture that fosters creative and futuristic thinking. He notes that Boomers tend to underestimate this generation while Generation Y often feels like Boomers are outdated. Yet both groups bring important skills to the table for modern organizations. The key is teaching them to maximize each others gifts.
Szollose makes a number of strong statements that get your attention, whether you ultimately agree with him or not. He notes: “In the new business environment, stereotypes spell doom” (8). He also notes: “Whether you like it or not, nine-to-five is over” (11). Perhaps most disturbingly, he suggests: “Believe it or not, if you are forty-five or older, eventually, your son or daughter’s college roommate will soon be your boss” (81).
Szollose suggests: “Corporations today need a team builder more than a leader” (45). He suggests that countless hours of “gaming” as this generation grew up taught them to take control of their own destiny, to set their own schedule, to solve problems, and to keep being rewarded for their success. This type of person does not have the same respect for authority that previous generations did (90). This generation is not used to reading full length books but rather blog length articles (98). They are also accustomed to multitasking rather than working in a linear fashion. The danger of this is thinking that frenetic activity is necessarily accomplishing something important (79).
Szollose suggests that successful organizations of the future will be the ones that learn the fastest (59). He also notes that “purpose and profits go hand in hand” (126). That is, people want to work for organizations that provide meaning beyond merely a paycheck. He also makes the politically incorrect assertion that “We’ve all been in a brainstorming session where everyone has an idea, and most of the ideas are useless. Usually 90% of the group shouldn’t be there. The painful truth is, not everyone should even be on a team. By filling a room with a bunch of mediocre people, you defeat the purpose and potential of teams. Too many incongruous ideas waste time” (149). He suggests people should earn the right to be on a team.
Szollose also emphasizes that although technology is revolutionizing the way we do things, wise leaders master technology rather than letting it control them. He challenges leaders to consider whether they need to answer every e-mail or keep their Blackberry on during family dinners. He also asserts that with the advent of Twitter and texting, “It is not newspapers that need to survive; it is journalism that needs to survive” (271). Now news can break on Twitter or Facebook before even news channels can have an anchor person make an announcement on television.
I found parts of the book to be somewhat repetitive. I think like most futuristic books, there is some hyperbole. Nevertheless, as a Boomer who is now hiring Generation Y’s, it caught my attention. I sense that to be an effective leader in the future, we will have to appreciate the uniqueness of the emerging generation. This is one of those niche books that won’t be for everyone. It does not address church issues although it is not hard to find application. I am not sure if the term “liquid leadership” will “go viral,” but it does suggest that management methodologies will continue to change in organizations that are effective in the future.