I’ve been working since I was 14 years old. My first job was at a Carvel ice-cream shop on Riverdale Avenue in the North Bronx. My family lived in the adjacent apartment building not even 100 yards away. The owner of the store was a scruffy, tough-looking guy from Iraq, but he always treated us well—as long as we did what he said, when he said to do it. I was a little kid just taking orders from the owner/manager, and I was good with it.
If memory serves, I think I made 65 cents an hour, and back then, that really helped develop my strong work ethic and appreciation for the value of a dollar.
While it was on a really small scale, most workplace environments were that way for decades. As we baby boomers navigated through the corporate world, we learned that leadership always followed a simple, predictable “old-school” model. It was built on basic hierarchy with a top-down structure.
The same model at my first job was what I experienced for much of my career. The boss was expected to be decisive, disciplined, and firm. Employees needed to simply follow instructions. Do that and you survived. Push back or ignore the rules?
Well—no one who tried that lasted very long.
They didn’t need a reason in those days. It truly was “their way or the highway.” In truth, that kind of leadership was responsible for creating many successful companies. Especially where efficiency, consistency, and control were critical. But as technology and workplace culture and expectations evolved, so did the definition of “effective leadership.”
There’s a new sheriff in town when it comes to models of leadership, and it represents a dramatic shift in the workplace. There’s far more collaboration instead of command, with a steady movement toward “emotional intelligence” over authority and adaptability versus rigid structure.
Perhaps I should say more “emotional awareness” versus “intelligence.”
With all the rapid change and competition, we’ve started to see a new multi-generational workforce that values purpose, flexibility, and inclusion. This has forced those old-schoolers at the top to evolve as well.
Back in the day (when we walked to school in the snow uphill both ways with no shoes… sorry, I couldn’t resist), senior managers made the decisions and employees carried them out. As I write this, I notice the word “employee” now carries a somewhat subservient tone versus the softer “team members” that just sounds more inclusive.
Back when I was coming up, information flowed in one direction, and “paying your dues” determined how much influence you had. The big-wig mindset was built around stability. The boss set long-term plans and expected the staff to stay the course.
Performance used to be measured primarily by output and compliance. Those in charge often kept professional distance, thinking that any personal engagement blurred the lines of authority. Communication was much more formal and transactional. Heck, in my parents’ day, no one even called the boss by his first name. It was always Mister last name. It was likely my generation who first said, “Call me Bob. Mr. Lawrence is my dad.” (Actually, Dad was a doctor, and heaven forbid anyone called him Mister.)
Conflict back then was usually avoided and rarely explored. Most importantly, those at the top were expected to know the answers, and if they didn’t, they were seen as weak. This approach made its way through the eras of manufacturing that had clear, predictable roles. But as environments demanded innovation and rapid response, the old-school leaders began to struggle.
Today’s leadership model was forced to adjust for people who are motivated differently and who see that innovation thrives when people experience trust, creativity, and shared purpose.
Today’s leaders “guide.” They “build” rather than “command.” They use “alignment” over “compliance.”
If you’re looking to become a new-school leader, you’ll certainly want to become self-aware, empathetic, and not only be capable of giving feedback but also receiving it. Our workplaces are no longer just professional environments—they’re also human environments. People want connection, psychological safety, and meaningful involvement.
It’s a tough thing for some to adopt, but one that you’ll find essential. Remember that people don’t leave bad jobs—they leave bad managers.
The new-school leaders must also learn to be more comfortable with uncertainty. Instead of relying on rigid plans, they will adapt quickly, experiment with new ideas, and be OK with teams that take calculated risks. Continuous evolution and openness over tradition and hierarchy will become the rule of the land.
I also remember when you never really knew what leadership was up to until they called a companywide meeting to let us all know. Today, those in charge have become much more transparent. Employees today want and expect to not only know the “what and how” but also the “why” behind decisions. Effective leaders today empower the team to contribute ideas and grow with the organization.
In reality, the most successful leaders today aren’t old-school or new-school. They’re a blend of both, taking the discipline and accountability of the former and mixing it with the empathy and collaboration of today.
One thing is clear… the companies that thrive will be led by people who understand that being in charge is no longer about authority—it’s about influence and the ability to adapt in a quickly changing world.
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Bob Lawrence writes weekly columns on radio leadership and business. He most recently served as market manager for MacDonald Broadcasting in Saginaw, Michigan. Throughout his career, Bob has held virtually every position in the business over his 40+ year career, from being on-air in Philadelphia, San Diego, and San Francisco to programming legendary stations including KHTR St. Louis, KITS Hot Hits and KIOI (K101) San Francisco to serving as the head of all programming for Saga Communications and working for the Radio Advertising Bureau. Before landing his current role, Bob helped lead Seven Mountains Media’s cluster in Parkersburg, WV/Marietta, OH. He can be reached by email at BGLawrence@me.com.
Bob also honed his research skills over ten years as Senior VP of Operations at Broadcast Architecture, eventually launching his own research company and serving as President/CEO of Pinnacle Media Worldwide for 15 years. Bob spent five years as VP of Programming for Saga Communications before joining New South Radio in Jackson, Mississippi as GM/Market Manager. Prior to joining Seven Mountains Media, Bob served as General Manager for the Radio Advertising Bureau, overseeing its “National Radio Talent System”.
