As the world professionalises, the need to create new frameworks to support all becomes greater.

The world has changed far more than people realise. The world seems to have become increasingly demanding and challenging. It does seem that there is always another crisis just around the corner but maybe that is a natural consequence as the world becomes more global and personal at the same time. The result, though, is all businesses and industries have become increasingly professional.

Standards and expectations have risen. The last four years have forced C-Suite to evolve at a faster speed than at any time since the Second World War as all have had to learn new solutions and skills to combat the many problems presented at that time. Boards seek to recruit those who have experience and expertise, but this can only create an ever-decreasing circle and also be a barrier to new thinking and ideas.

Many experts noted that the US economy grew so successfully post-war as their businesses suddenly inherited managers, returning from war, who had learnt new skills, new disciplines and possessed a stronger perspective on the world and life.? Is it possible that Covid could have a similar impact?

Certainly, expectations have risen and there is no room anymore for the “smoke and mirror” approach which often was at play.? Today it is all about evidence, depth and knowledge. Is it any real surprise then that the gap between C-Suite and emerging talent has never been greater? C-Suite often are criticised for not understanding the changing nature of emerging generations but at the same time, they see a very different picture and are under a higher, consistent level of pressure.

In 2015, it was estimated that the natural life span of a CEO should be around 5 years before they would lose their impact. The last twenty years though have seen leaders in place for far longer periods. ?This has created a knowledge bank, and depth of expertise, which cannot be easily replaced plus at the same time, emerging talent has broken through at lower rates.

How can this all be bridged? What new frameworks can be developed?

The challenge will be to ensure that emerging talent is nurtured to develop the skills required and be able to bring new ideas and fresh thinking to the table.

One other major consideration is that C-Suite is gaining higher and greater rewards for their expertise and delivery and at the same time, emerging talent feels pressurised and struggling financially. The system just needs some tuning. Talent needs to be freed of their concerns and empowered. It has become commonly stated that development happens effectively when people feel safe and secure – so how is this achieved?

The challenge is as much mental as about skill; and the need is to develop frameworks which support the emergence of future leaders? Why is 60% of Gen Z reputed to have a fear of failure – how can this be freed up?

Performance is of course key, and performance is the result of good and strong mindsets. The challenge is supporting the mindset growth as well as instil strong levels of professionalism in talent.

It will be a challenge to achieve but the answers are there; we may just need to approach some of these difficult subjects with fresh thinking and perspective.

Written by Chris Sheppardson, EP Business in Hospitality