“…Machines don’t wage war. People do and they use their mind!”
~ John Boyd
Below is a little note to antiquated leaders who romanticise the “good old days” and think things were “better” before, who proclaim “they don’t make ‘em like they used to,” who believe “the youngest generation are too soft,” and that “the world’s gone mad.” We’ve all heard these, I have little doubt. And, frankly, it’s tiresome.
Dear Antiquated Leader,
Don’t be a dick.
People stuff grows more complex by the day, yet I’m baffled by how often I still hear excuses like, “I’ve never been told how to manage a [insert: female / ethnic / neurodivergent / transgender / ill-disciplined / depressed / whatever else] person.” It is so often met with the same tired refrain: accusations of the organisation going soft, laced with similar antiquated drivel. C’mon, please. Dodging your responsibilities as a leader like this says far more about you than you may realise.
Nostalgia is easy, but it’s also selective. And the past wasn’t some golden age free of flaws. Our people are our people. The same goes for leading and managing any minority group, including the many intersections that weave together humanity’s rich tapestry. People are complex. This isn’t new news. Every generation faces its own challenges, and every era has its own innovations. What you dismiss in today’s youth is often emotional intelligence, empathy, and a refusal to accept outdated norms that once caused harm. More power to them.
Leading people requires more than barking orders and shuffling emails. Yet, antiquated leaders act like it’s rocket science. Here’s a shocker for you: you’re not reverse-engineering alien technology. You are leading different people, real humans with real potential, and it’s your job to get the best out of all of them.
That’s Leadership 101. If you’re lost, there’s a wealth of resources at your disposal, from How to Be a Decent Human to Leadership Is a Continual Learning Journey. Or perhaps explore James Kerr’s principle number 6. Take your pick. Leading people is an ever-evolving process and you have more resources at your fingertips than a genius librarian with a PhD in kung fu.
If you’re in a leadership role and you miss ‘the good old days’, read a book. Unpack a policy or guide. Or maybe attend a workshop or two. Or three. “I don’t need to read a book or know a leadership code to lead.” Uh-huh. One can’t help but feel like CPD-deniers might benefit the most. It’s called self-development. It isn’t just free cold watery coffee and drab finger buffets (if you’re lucky), after all.
So let’s drop the tired excuse that ignorance is somehow acceptable. Leaders have a duty to educate themselves. If you don’t know how to get the best out of a minority person—or anyone who doesn’t fit your preconceived notion of “normal”—then learn. Seek guidance, get a mentor, ask uncomfortable questions, and, most importantly, listen to the people you lead.
“Okay. What are *you* doing about it? The standards you walk past are the standards you accept!” Well, about that, people have been calling out shoddy leadership for ages. And the results aren’t pretty. Holding shit leaders to account often results in being labelled a troublemaker.
It shouldn’t fall on active bystanders to call out ignorance, and organisations shouldn’t overly promote active bystanding or rely on a “challenge culture” because this sets good people up for a bad time. Ostracism, avoidance, oppression, damaged reputations; it’s almost as if challenging the status quo has consequences when the culture isn’t right to begin with. Shocking, I know.
If you’re afraid to lead properly because deep down you know it falls outside of your ability, go take a look in the mirror because, I’m afraid, the responsibility is on you. Leading isn’t about keeping everything the same; it’s about shaping an environment where everyone can thrive. That often means having difficult conversations about things you might not personally agree with. Your personal opinions are yours, and you’re entitled to them—but they shouldn’t stand in the way of inspiring your team or driving organisational successes. Which is what you’re paid to do.
The world hasn’t “gone mad”. It’s evolving, as it always has, and clinging to the past blinds you to the progress happening before your eyes. I invite you to stop trying to live in a sepia-toned memory, and start recognising that each generation builds on the last. Your people are looking up to you, after all.
And, for the love of all things good, stop saying “I’ve never been told how to manage them.” You’re not an idle robot waiting for a software update. You’ve been given a rank or put in a position to lead. Take some initiative. Connect with your people. Be professionally curious and come out of your comfort zone. Grow up. You might just be surprised at what you can do with your team invested in you.
Sincerely,
Emmeline
Photo by Jiyeon Park on Unsplash
Emmeline
Pen name. Emmeline is a passionate advocate for progress and equity who challenges outdated leadership and critiques the status quo.