Inter-Generational Leadership

Economic development organizations (EDO's) are in the constant hunt for new leaders. The leadership pool in many communities has grown more shallow as competition for the best leaders grows among rivaling community priorities and organizations, business, government and education leaders are spending more time taking care of their own organizations, and as the local leadership development process fails to keep up with current and future demands.

I would like to propose a new model for some EDO's to experiment with. It's called the "intergenerational leadership team," which is a way of bringing together established and emerging leaders in the same team process to get important things done in the community.

Why the intergenerational leadership team?

First, the team approach can knit together coalitions of interest and support across generational groups that would normally conflict.

Second, it would allow younger and older leaders to learn from each other and combine their unique and valuable leadership skills and strategies that are needed to successfully achieve complex economic development goals. It can help break us out of the "sequential concept" of leadership to a more "dynamic model" that brings together people with different skills in the "here and now."

Third, it could spawn new thinking and ideas brewed by the alchemy of varied approaches to leadership. I think we are likely to learn some new things by experimenting with this approach--some things we cannot identify at the beginning of the process.

Finally, it would ensure that a stable supply of leaders is available to provide leadership to important economic development issues. EDO's are going to struggle to attract the best and brightest. Here is one example. Most governors are now talking a great game about economic development, but their core concern remains balancing state budgets and avoiding California-type recalls.

How could intergenerational leadership be approached?

1. Neutral groups in the community could create an "intergenerational forum" where the topic is discussed, debated and tested in action.

2. Existing leadership development organizations, which are typically focused on creating greater continuity in leadership, could work together in building bridges between and among generational leaders. Building teams is the key here.

3. Foundations could provide funding support to launch experiments in intergenerational leadership. Many are already supporting existing leadership development programs.

4. Colleges and universities could offer courses on intergenerational leadership to ensure that people have the right skills and knowledge to be successful.

Where did this idea come from?

The immediate thought occurred to me in observing and participating in community-based economic development processes in the Greater Cleveland area, but I observe the exact same need in working in a wide range of communities and regions across America as I help them develop and implement new economic development strategies and plans. Some of these places suffer from a severe "leadership drought." Others have significant leadership resources but continue to call on the same men and women to serve on boards and committees because the community has conditioned itself to only allow certain types of people to access key leadership positions.

Coupled with this recommendation for intergenerational leadership is a second recommendation that communities and regions experiment with more network-based forms of leadership and organization for economic development, as opposed to jumping immediately to traditional hierarchical models. The network is an effective model for accessing resources from all corners of the community, which is important if we are going to build stronger economic development initiatives that truly get something done.

I would be interested in hearing your thoughts on this proposal.