2. The Generation Mix In 2013
♦ Generation X
♦ Traditionalists
– Born 1965-80
– 33-48 years
– Born 1925-45
– 68-88 years
♦ Generation Y
♦ Baby Boomers
– Born 1981-1995?
– ~17-32
– Born 1946-64
– 49-67 years
2
3.
4. The Objectives
♦
Define the issue at hand
♦
Revisit the generational mix
♦
Discuss expectations and how you can
message them
♦
Share best practices to more effectively
manage Gen Y
4
6. Answers From Generational Work
Work ethic differences
Entitlement mentality
Defy logic
Not on same
wavelength
♦ Delegation is not
working
♦ Conflict resolution
uncertainty
♦
♦
♦
♦
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♦ Performance
review, career
development
discussions go south
♦ Reward & recognition
expectations
♦ Learning style
differences
♦ Disrespect for people
and policy
♦ Odd team dynamics
16. Gen Y: What’s Important
♦ Think “C”
– Cause
– Community
– Creativity
– Connection
– Collaboration
– Consistency
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17. Gen Y Work Style
♦ Menu-driven thinking
♦ Digital natives
♦ See mistakes as learning
opportunities
♦ Think globally
♦ Have positive expectations
♦ Expect customization
♦ Expect interactivity
♦ Express -- not impress
♦ Loyalty to those that help
them grow
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♦
♦
♦
♦
♦
♦
♦
♦
♦
Flexibility
Multi-taskers
Desire mutual respect
Ready for collaboration
Want to make a
difference
Celebrate diversity
Acknowledged
for being here
Looking for an
experience
Happiness
19. Gen Y Expectations of Managers
♦ Managers Who Drive Them Crazy
– Are cynical and sarcastic
– Treat them as if they are too young to be
valuable
– Are threatened by their technical savvy
– Are condescending
– Are inconsistent and disorganized
19
20. Ummmm – Why Not Ask?
• Be sure to follow-up with “I may not be able to support
you all those ways. I do need to understand your
expectations”
20
23. Exercise Time
Think of 1 or 2 issues
you want counsel on
in relation to your own
Gen Y(s)
24. Feedforward by Marshall Goldsmith
♦ YOUR ISSUE
– Pick one of the issues you would like counsel on. It should have a
positive impact in the workplace.
– Describe this to your partner
• I want ________________
– Ask for feedforward
• Do you have any suggestions?
– Listen and take notes but do NOT comment.
– Thank the person, ask them for their information and offer
suggestions
♦ YOUR COUNSEL
– Think of everything you’ve just been exposed to in this class
– What ideas do you have for this issue?
26. Recruiting Strategy
♦ Have a Gen Y from the organization be
available for questions
♦ Text them with status updates to connect in
♦ Use words like
–
–
–
–
Dynamic
Creative
Stimulating
Growth
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27. Onboarding Strategy
♦ Engage from the get-go
– Have the technology set up for day one
– If not possible, get them on a field ride or job shadow
on day one
♦ Leverage technology during the orientation and
training process
♦ Use a Baby Boomer mentor to help them
navigate the social network
♦ Be the person that helps them grow
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28. Learning Strategy
♦ Edutainment – Make learning fun
♦ Combine teamwork and technology
♦ Like discovery and the mystery of
unanswered questions
♦ Use scenarios to help sharpen critical
thinking skills
♦ Engage them to insure they retain
♦ Link learning to making a future (both
making a difference and making money)
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30. Delegation Strategy: Answer These
1.
2.
3.
4.
5.
6.
7.
8.
9.
Why did you choose the Gen Y?
Why are we doing this project/task?
What is the goal?
What’s the priority?
How soon do you need it?
What are the consequences of not meeting the deadline or
completing this successfully?
Where can we afford to make mistakes and where can’t we?
Who and what are the resources available to them?
When shall we have milestone checks?
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31. Debriefing Strategy
♦ What went well?
♦ What could have been even better that we
have control of?
♦ What would you have changed given our
resources?
♦ What was missing that we can control?
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32. Team Strategy
♦ Combine teamwork and technology
– Teamlab
♦ Balance teams with different generations
♦ Define rules of engagement so Gen Y
understands the limits
♦ Mentor one-to-many conversations
♦ Allow them to play different roles on the team to
gain experience
♦ Explain impact of not getting work done on other
team members
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33. Conflict Resolution Strategy
♦ Take the “scary” out of conflict by
sharing that our desired outcomes from
conflict are:
– Equitable and fair agreements
– Stronger relationships that help us build
bridges of goodwill and trust for the future
– Learning about ourselves and creative
problem-solving
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34. Performance Review Strategy
Start with the positive
Tell them what makes you happy
Be direct and clear
Expect a collaborative approach to
reviewing
♦ Learn about their career goals
♦ Align your requests with their career goals
♦
♦
♦
♦
34
35. Confidentiality Strategy
♦ Explain
– Confidentiality does not negate transparency
and authenticity
– Consequences of sharing confidential
information
– Personal impacts of violating trust
– Organizational impact on their friends
– Differences in significance between
confidentiality and secret-keeping
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36. Communication Strategy
♦ Name it.
– Be very clear on what you really want to
happen.
♦ So What?
– Share the facts and why you need it to
happen.
♦ Now what?
– Provide exactly what you need of them.
36
37. Communication Strategy
Be positive and upbeat
Commit to explaining the “why?”
Make it safe for them to ask questions
Connect the dots
Leverage a supportive coaching
philosophy: people are whole, resourceful
and creative
♦ Be appreciative of their effort
♦
♦
♦
♦
♦
37
39. Pick a Partner
♦ What It’s Your Issue
– Name it.
• Be very clear on what you really want to happen.
– So What?
• Share the facts and why you need it to happen.
– Now what?
• Provide exactly what you need of them.
♦ When It’s Not
– Be A Gen Y!
39
42. The Objectives
Define the issue at hand
Revisit the generational mix
Discuss expectations and how you can
message them
Share best practices to more effectively
manage Gen Y
42
Which of these have you experienced with the other generations you work with? What is the most important nugget you received during this discussion?
For value-creation -- not value-destruction, it is better understanding that starts the chain. We need to have different thoughts to change behaviors. (Jen, see the Word doc for the graphic that goes here). Reflection: What would be different if we could have deep authentic, value-creating conversations?
Note the direction of the arrow! Let’s reflect.What happens when we misunderstand a colleague? What is the basis of misunderstandings? How do we get to disagreements?How can you tell when someone gets defensive? How easy is it to come back from a destructive conversation?
Relevance is a compelling communication and generational word. From a communication perspective, we need relevant facts. In fact, it is the foundation of good communication. Generationally, each generation is looking to make sure they are relevant! COMMUNICATIONWhole messages: incorporates the factual, airs assumptions, adds in the emotional and requests a specific action. A. I see …. (the facts or observations)B. I think….(surfacing my assumptions) C. I feel …. (my reaction to the facts or observations) D. I need …. (my request of the person)Most organizations use partial messages -- one or two 2 versus all phrases. Using A, B and C tend to get no action since a request has not been made and people ask, “So what?” Using B, C and D sound like opinion only as it cuts out the why behind the request. The combination of A and D or D only comes as dictorial. Combining C and D is seen as emotional and needy. It has no explanation. Use all four steps and communicate more effectively. (Jen, pls put in italics)
See buying as a way of lifeViral marketing
Carly & Janet dogJoe-?Pam-?
SAY: So now that everything is there on paper in front of you, you can begin to see which things are more important than others. The point of this section is essentially how to prioritize your work and your week so that you get the important things done …. Or at least get to work on them. We want to attempt to plan so that we are not always in a reactive mode (remember Habit 1?) In any case, when we talk about “prioritizing”, usually we divide tasks into critical and not-critical. There’s a better way.This section is where 80/20 + applying skill to students own schedule + doing more of what matters being strategic and focusedMore of what?Focus on value! THE TIME MATRIX You have all been through 7 Habits, so you know about Quads 1-4. Before we look at your actual work, let’s review that idea. Hand out blank “quad” forms to take notes on SHOW Covey VIDEO (9 minutes)
Use You don’t know what you don’t know…Children watching scary movies are not prepared to handle everything they see