Should You Lead Like a Classic Laptop? Leadership Lessons from the Lenovo ThinkPad

If you’re old enough to remember the world of work in 1992 and the technology that defined it, you’ll recall stark differences from the present day. There were no cell phones or iPads. Email was in its infancy. The fax machine was a much-used office necessity.  Google and Amazon were still years away from coming into existence. 

That same year, IBM introduced an innovative laptop computer, the ThinkPad. It was the first commercially successful laptop with a colour display. 

More than three decades later, technology and the tools of work continue to evolve at a dizzying pace. (You may wonder if this article was written by AI. It wasn’t.) Yet, somehow, the ThinkPad, which Lenovo began producing in 2005 when it acquired IBM’s personal computer business, soldiers on. 

In fact, not only is the ThinkPad still available, but it remains extremely popular with enterprise IT customers. They rave about its dependability and resilience. They also like that its classic design and main features have changed little over time. The ThinkPad, after all, is a lot like it was in 1992, only thinner and lighter. 

Are you a “ThinkPad leader?”

Unlike the ThinkPad, the demands on leaders have changed in multiple ways since 1992. Various management fads have come and gone, business priorities have shifted and a steady progression of influential business books have vied for leaders’ attention. Then there’s the rise of remote work and virtual teams, and the ever-changing generational makeup of the workforce.  

“A lot of things have happened. We’ve gone through recessions, political elections, a pandemic, and so many other things that are beyond our control,” says Kelly Griffith, EZRA’s Chief Coaching Officer, who suggests that a compelling argument can be made that leaders have basically been engaged in change management non-stop for the last three decades. 

Leading through change

All of this raises interesting questions: As the world changes, should leaders change, too, or should they strive to be more like a classic ThinkPad? And what does it take for leaders to stay relevant and effective?

Experts say leadership effectiveness over time comes down to the following:

Adapting to change in the workplace

“Leaders need to understand the context and the bigger picture,” Kelly says. That means not getting so caught up in day-to-day tasks that you fail to spot developing crises or miss out on important opportunities.” That can mean spotting emerging markets to pursue or embracing technology to become more efficient and productive.

Adapting also means taking time for your development. 

“The best leaders are learning every day,” Kelly says. But she also stresses that leaders should set aside time to focus on their own development goals, whether through assignments, training courses or leadership coaching.

Striking the right balance

Shawn O’Toole, an EZRA Executive coach, says that as leaders pursue their growth and skill development, they need to fight the urge to reinvent themselves too aggressively. They need to recognise their leadership brand and how best to burnish it.

“Every leader has room for improvement, but there’s a balance leaders need to strike between what they are seeking to change and what makes them who they are as leaders.”

Relying on timeless leadership skills

While the demands on leaders evolve, certain leadership skills remain uniquely valuable.

“I would point to communication, listening, the use of emotional intelligence and the ability to promote accountability as timeless leadership skills,” Shawn says. 

He also says that a commitment to continuous improvement is especially key for leaders.

“Having the self-awareness to recognise when you maybe didn’t do something perfectly and to identify how you can improve next time is a hallmark of effective leadership.”

Recognising that a leader’s role remains constant over time

While leaders need to grow and improve, they also must recognise that what leaders are called on to do remains largely the same.

“I think what has stayed the same for decades is that good leaders have always needed to tell people where they’re going and what the future looks like,” says Kelly Griffith, EZRA’s Chief Coaching Officer. 

“The leader’s role is to engage their people and help them understand their role. That’s been a consistent process over time. It certainly hasn’t changed since 1992. And it never will.”

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