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www.privateairny.com Private Air | Spring 2020 54 EXECUTIVES IMPART 'WHAT IT TAKES' TO LEAD IN TODAY'S BUSINESS LANDSCAPE BUSINESS By: Merilee Kern, MBA I t's fairly indisputable that a prospering company or organization wouldn't be enjoying any notable measure of success without highly effective leadership. Potent leadership is, in fact, often a primary driver of business innovation, development and growth overall. Commanding a team, department or company at-large isn't (or shouldn't be) about the prestige, accolades, lofty titles or that sweet corner suite. Rather, genuine leaders are able to establish and sustain a mindset that profoundly resonates with the masses—one that galvanizes committees, groups, companies, and organizations in a common mission. Of course, there's isn't a one-size-fits-all leadership style that every CEO "must" adopt. In fact, much is learned by trial-and-error throughout a leader's oft jagged trajectory to the top. Successful leaders certainly can—and should—play to their innate strengths and abilities. However, those that go over-and-above to recognize and parlay those of key stakeholders, recognizing (and being willing to admit) their own abilities aren't enough, often exceed achievement expectations. To do this effectively, a leader must maintain an uber-awareness of the human resource assets at hand. Towards this end, it's imperative for leaders to identify their superstar players across all departments while also staying in-tune with the proverbial "pulse" of their workforce overall. But this is easier said than done amid a widening gap among the c-suite and "everyone else" that's sure to make doing so a bit more complex. A recent Forbes online article cited that "an important challenge facing US leaders in 2020 is the growing generation gap in attitudes and capabilities between themselves and workers soon to be entering the labor market," as asserted by Rob Anthony—a professor of management at the Boston campus of Hult International Business School. is Forbes article also offered results of a study conducted by organizational advisory firm Korn Ferry, which put "the average age for CEOs at 58, chief HR officers at 55 and CFOs at 53. At the other end of the spectrum, the post- millennial Generation Z will start to turn 23 and soon command the largest share of the US labor force." Relative to mindsets, this widening age gap will also surely breed emotional rifts that can further alienate an inflexible or stubborn c-suite. Another Forbes online article underscored the importance of leaders ensuring every employee understands their organization's purpose. is Forbes report noted that, "in the past, most employees focused on their paychecks and job titles. Times have changed. Purpose matters more than ever before. Individuals who have a clear sense of purpose are more likely to stick around and love their jobs." is particular article also cited a study (registration required) finding that "nine out of ten workers were willing to make less money to do more meaningful work." So, a leader with his or her ear to the ground, with a keen understanding of what will motivate a team, can be a make or break differential. With the modern business landscape changing so profoundly, I connected with a few business leaders who are known for being particularly progressive for some perspective. Below they share some philosophies on "what it takes" to lead in this competitive and transformative new decade.

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