For the first time , three different perspectives operate almost in silos. How can they be married together?

It is an almost unique scenario which has attracted an increasingly amount of comment; that each workplace is facing three opposing perspectives, which operate in almost daily opposition.

There are those who still believe that the dynamics of 2019 will return and remain steadfast in their belief all will return to past practices. There are those who have adapted and changed with the moving models which have come out of the pandemic, and there are those who do see a very different future vision.

Most will accept that the pandemic has acted as a catalyst and that ten years of evolution has taken place in three. Given this, it is understandable that there are whole numbers who have struggled to change and understand new dynamics in the workplace.

At the same time, there is a growing argument that, after close to twenty years of very stable industry leadership which has seen relatively little change, that although the industry will see the greatest level of knowledge loss it has ever faced. It just may not be as bad as some have feared. It may just be the right time to pass on the reins to a new generation who do see a different future and business environment about to unfold.

Of course, the counter argument is that the industry should be working harder at retaining knowledge and instead of preparing for the knowledge loss, it should be looking a new ways of how it can marry the knowledge of a generation which has proven itself time and again with younger talent.

One of the frustrations has been that many still want to operate to a command and control mentality which has died. Leadership has changed and the bright, reflective leaders understand this as well as anyone; in fact, they are excited by the new talent emerging. They want to support and see the baton passed on effectively.

Many will argue that there are today more mentoring schemes in existence than ever but is mentoring really the answer? Some research suggest that these mentoring schemes are not as attractive to younger talent as many had hoped but is this really any surprise? The baby boom generation in truth found its own way, found its own solutions as careers were built. Back in the 1980s, building a career was of more importance and mentoring schemes were relatively rare. This generation became arguably one of the most successful in business as they founded careers in a kinder era when many companies accepted that talent would fail and that it would be ambitious. Companies were more tolerant, invested more in development and the results are all there to be seen. Is it any surprise, therefore, that new leaders too want to be given space and not feel a need to be mentored?

The growing argument is that it is companies and boards who could do with the input of experienced leaders as the real barriers and issues are far to do with business process, new business dynamics than with focusing down on mentoring talent.

It is a fair argument as it is becoming harder and harder for new entrepreneurs to emerge. It takes longer to win business with corporates and costs more to develop business. The days of almost entrepreneurial freedom when a person would start a business in their back bedroom with a phone, pen and paper are long gone and business has become a far harder environment.

If one returns to the opening point; all have lessons which can be learnt from others so the question is can all take the time to listen and learn more? It is natural that some remain in the past, given the pace of change, but they are not dinosaurs and possess real value which can be of benefit. The real question is how can we get all the perspective to work effectively together?

Written by Chis Sheppardson, Founder of EP Business in Hospitality.