Young Leaders — Reshaping Team Success

Inexperience Boosts Learnings Cycle

While experience in handling critical situations is always promoted as the DeFacto Model, it is often a bane to unlearn rigid process and methodologies when dealing with a novel tech/people situation. Young leaders have an attitude to go back to drawing board and make continuous improvements to the organisational culture making it more inclusive towards the juniors in the team. Experience in policy making always has a risk of alienating teams from the next generation of workforce, hence stalling team growth to current set of leaders.

Feedback Driven

Its humane for any leader to have biases in their overall decision-making cycle, while the biases is good in most of the cases, serve as blind spots in rare cases. For teams to work upon these blind spots, young leaders having been at the receiving end in time proximity cycles are more receptive to feedback. They tend to put their first-hand experiences aside and be more willing to accommodate team needs just as the McVay example in the LA Rams story.

Elevate Team Goals

There is a general tendency for outgoing leaders to solve for keeping their personal timeframe at an organisation/team in mind and often in such scenarios team goals are diminished until there is change of guard. Often a times, this offsets team goals by a few years and thus impacting the overall team growth trajectory. Young leaders having a greater career headway often look to elevate team goals independent of their own presence at team and hence paving way of long term alignment with overall company vision.



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