Working Across The Generations Presented by Bruce Lee March 2, 2010
Proven! Practical! Performance based! Productivity up to 40% + From Good To Great! Extra Slides
Today’s Objectives 1. Understand the needs and expectations of Generation Y and all Generations 2. Learn how to motivate everyone for retention and loyalty 3. Understand how to make a difference in everyone’s life!
Evaluation Form or Business Card “All” Coaching follow up This session includes a one hour private coaching call on the topic of your choice: ie: for clarification / recommendations.
Why Employees Leave Prior to Hiring Winners, Understand: • People leave bosses • 22% are planning to leave - 1/3 changed jobs to escape co-workers • Less than 20% consider fully engaged - 63% plan to stay with employer The #1 Reason Employees Leave A recent poll of the 1000 largest North American companies showed that lack of recognition and praise is the Number One reason employees leave an organization. - Robert Half International
The 4 Generations Demographers: Generation Y 1981 – 1999 (10 – 30) 20% workforce - Echo Generation X 1965 – 1980 (30 – 45) 29% - 1991 Douglas Copeland “Gen X: Tales for an Accelerated Culture” Baby Boomers 1946 – 1964 (45 – 64) 42% - 14% are over 56, and will retire in 10 (? ) years - Canada faces pot. shortage of 1. 2 m by 2020 Traditionalists / Silent Pre 1945 9% Time Magazine: - “What’s-in-it-for-me generation. ” - “Never-ending adolescence generation. ” - “Yhe generation that won’t grow up. ”
Two Sources of Conflict
1. Performance Based Conflict • Where the expectations of team members are not met. - trust is broken - team work not as effective Unfulfilled expectations.
Managers Don’t Manage People They manage people’s behavior Managers shift behavior to improve productivity You have the power to shape your experience Possibility thinking – calm confidence
2. Relationship Based Conflict • An individuals behaviors are not acceptable to the other person. • Personalities get in the way. - interpersonal skills – lack of?
Communication Miscommunication: is reported to be the #1 cause of workplace conflict, low morale and poor teamwork.
MEMO To: Office Manager: Peru Subject: Employee List Please provide head office with full details of factory and office head count, broken down by sex. REPLY To: Head Office Personnel Subject: Employee List As per your request, we detail the following: • 249 Factory workers • 31 Office personnel • 3 Sick Leave None of these is broken down by sex. Our problem is alcohol.
More On Communication 1. Master the art of “Question Power” 2. Practice high performance listening 3. Avoid the 2 traps of working with people - make assumptions - talk too much
Survey: Which Generation Are You? Generation Y 1981 - 1999 Generation X 1965 - 1980 Baby Boomers 1946 - 1964 Traditionalists / Silent pre 1945
Traditionalist Boomers Value Loyalty, dedicated, honor sacrifice, hard working, compliance Personal growth, ambition, youthfulness, equality, collaborative Expectations Stability, support from the company during reorganization Ambition & hard work rewarded, opportunities to climb corp. ladder Behaviour Respect of authority, loyal to organization Challenge authority, loyal to the team and teamwork Create a legacy! Put their stamp on everything they do! Organization Expectation Long term commitment Add value by going the extra mile Authority Expectation Seniority and job titles are respected – “Tell me what I should do for you. ” Democratic flat organizations – “Let me show you what I can do”! Goal
Traditionalist Boomer Life shaping: Depression, WWII, Life Shaping: Man on the Moon, Vietnam, Free Love - the Pill, Clips coupons “ 60 is the new 40” Sixty is now “sexty” FRUMPS: frugal responsible, unpretentious mature person Kraft dinner TV trays to eat TV dinners Reused aluminum foil Plastic flowers Find Y’s as sloppy, undisciplined Movies: Ben Hur, Sound of Music, 10 Commandments, Dr. Zhivago, Music: Perry Como, Ingelburt Beatles, Beach Boys, Monkees, Elvis, Bobby Darin
Traditionalists have referred to X or Y as young whippersnappers - Creators of the Baby Boom - Silver Tsunami
Immortality “I don’t want to achieve immortality through my work: I want to achieve immortality by not dying. ” - Woody Allen, Baby Boomer The key to immortality, is to first live a life worth remembering.
Gen X Gen Y Independent, pragmatic, flexible, adaptive, results driven Optimistic. confident, innovative, diversity focused, Technology rules Challenging work, environment, continuous learning, work-life balance Rapid career growth, continuous change, personalized experiences Behaviour Focus on results, loyal to their manager, unimpressed by authority Loyal to peers, respect for skills not title, focused on change through technology Goal Maintain independence in all areas of life Find work and create a life with meaning Exceed the expectations and deliver results Wants to be treated equally Skills and competence respected – “Tell me what you can do for me”. They are the competence! – “Show me what you can do for me right now”. Value Expectations Organization Expectation Authority Expectation
Gen X Life Shaping: stagflation, Gulf War, MTV Gen Y Life shaping: 9/11, reality TV, AIDs, safety laws, internet boom/bust, Columbine Nextors, Boomlets, Digital Generation, Rock Stars, Kippers: kids in parents pockets Don’t let get stuck in a rut – rotate to motivate – around the company Movies: Star Wars, Jaws, Close Encounters, Exorcist Movies: ET, Raiders of Lost Ark, Titanic, Jurassic Park, Independence Day Music: Bee Gees, Rod Stewart, Elton John Music: Police, Olivia Newton John, Kim Carnes, Marieh Carey, Boys - Men, Find Boomers rigid, formal and bureaucratic
Gen Y is all about Technology (10/2007) • • • 97% have a computer 94% own a cell phone 78% use Instant Messaging. 75% of students have a Face book account 60% own some type of expensive portable music and/or video device such as an i. Pod. 49% download music using peer-to-peer file sharing 33% use websites as their primary source of news 28% have a blog and 44% read blogs 15% of IM users are logged on 24 hours a day/7 days a week Internet 24/7 is expectation
Social Networking
Social Networking Sites • • Facebook My. Space (14 & up) Twitter Classmates Flickr You. Tube Nexopia (Edmonton based) Linked. In 350. m 135. m 45. m 51. m 32. m 300. m 2. m 53. m
Warning! • “Youthful indiscretions” • 28% of US Colleges investigate applicants social media profiles – their online persona = 39% had a negative impact Employers blocking employee access – why? - employee opinion: progressive? regressive?
Unique Ideas… Burger King “Whopper Sacrifice”: - un-friend 10 friends for a free Whopper = lots of free press - shutdown Engagement Ads: - NY Times “Obama issue” - sent 220, 000 times, their fans tripled
Warning - Texting People under 45 send & receive 3 times as many texts as calls on their phone - 85 billion a month 79 % of survey texted while driving 43 % texted skiing, horseback riding, biking 16 % at a funeral 14 % during romantic interlude = absent presence as they disengage Result: Emergency room visits and deadly accidents
Strength: Technology How to engage and develop? • Work environment – Cell phones – PDA’s/Laptops – Instant Messaging – Corporate Intranet – Telecommuting
Issue: Communication How to engage and develop? • • Image Recruitment Orientation Daily Listen to Gen Y Sharing of information Training Tap into their network of friends
Gen Y as a Resource How to engage and develop? • Skills Assessment • Individual Development Plan – Webinars • Functional Scheduling • Employee Opinion Surveys
Engagement = Retention Must Be Inspired - from the inside out
Gallup Poll, July 2009 Only 30% of corp. workforce fully engaged - employee engagement = customer engagement Best Buy: a. 1% increase = $100, 000 per year more profit over 1200 stores Only 20% actively disengaged – trying to undermine others work
The Power of Trust 2006
The 5 Waves 1. First Wave – Self Trust: Principle of Credibility - Integrity – are you congruent? - Intent - what is your Agenda? - Capabilities – are you relevant? - Results – what’s your track record? 2. Second Wave – Relationships: Principle of Behaviour 13 Behaviours: Talk straight, demonstrate respect, create transparency, right wrongs, show loyalty, deliver results, get better, confront reality, clarify expectations, practice accountability, listen first, keep commitments, extend trust: Create An Action Plan.
Stakeholder Trust: 3 - 5 Waves How to increase speed, lower costs and maximize influence of your organization. Third Wave – Organizational Trust - Principle of Alignment Forth Wave – Market Trust - Principle of Reputation Fifth Wave – Societal Trust - Principle of Contribution
1990 - Principle Centered Leadership • Stephen R. Covey The 4 Levels of Natural Laws • “There are three constants in life…change, choice and principles. If you focus on principles, you empower everyone who understands those principles to act without constant monitoring, evaluating, correcting or controlling. ” • • Personal – Trustworthy Interpersonal - Trust Managerial - Empower Organization - Alignment • • Personal – work on you = Trustworthiness – Character / Competence Interpersonal – relationships = Trust – communication / leadership Managerial – supervise = Empowerment – mission / greatest asset Organizational – performance = Alignment – buy into / creativity
Recent Newspaper Add I came for the job, I stayed for the team. New Challenges, New Horizons (Health Care)
Accelerating People 1. 2. 3. 4. CARE LISTEN DO SURPRISE Which are good customer care attributes too.
Their future is bigger than your past! New expectations breeds new choices
Inspired Leadership “Leadership is lifting a person’s vision to higher sigh the raising of a person’s performance to a higher standard, he building of a personality beyond its normal limitations. ” Peter Drucker (39 books) 1909 – 2005 (age 95) Focus on their strengths - Then make high demands based on a persons strengths Periodically review their performance Create workplace conditions where employees can live up to their potential
5 Qualities To INSPIRE 1. Vision 2. Confidence 3. Action 4. Communication 5. Continuous Education Objective: Continue to create new appreciation by and for your employees.
Developing Rapport Tell me about yourself. . . So I can learn how to motivate you!
What Motivates? • • • Money Interesting Work Appreciation Job Security Being An Insider Promotion Empathy for problems Working conditions Loyalty from company Tactful disciplining Managers _______________________ Employees _______________________
What Motivates? • • • Money Interesting Work Appreciation Job Security Being An Insider Promotion Empathy for problems Working conditions Loyalty from company Tactful disciplining Managers _______________________ * * * Employees Appreciation Being an insider Empathy for problems
What Motivates Employees To Stay Workspan Magazine: Feb. 6/08 HR Executives Employees Management climate Benefits Supervisor relationships Compensation - people quit supervisors Growth & Work environment Earning Potential
How To Accelerate GEN Y S A M
Managers Don’t Manage People They manage people’s behavior Managers shift behavior to improve productivity
S. A. M.
What Motivates? Working to your strengths Talent and Productivity Top 1% vs. Average Productivity Low Complexity Medium Complexity High Complexity The top performs 52 better 52% than the average. The top performs 85 better 85% than the average. 127 The top performs 127% better than the average. *Hunter, Schmidt, & Judiesch(1990), Journal of Applied Psychology, vol 75(1), p. 28 -42.
Set High Expectations High achievement = high expectations General Norman Schwarzkopf
Appreciation Is Key “Make me feel important”. Mary Kay Ash, 1918 – 2001 Founder, Mary Kay Cosmetics
Making a Difference “Treat people as if they were what they should be, and you help them become what they are capable of becoming. ” Johann von Goethe Empowerment!
Johann Wolfgang von Goethe “For a (man) to achieve all that is demanded of him, he must regard himself as greater than (he) is”. 1749 – 22 March 1832 was a German writer, "Germany's greatest man of letters, and the last true polymath to walk the earth”.
S. A. M. Conclusion If You Change Just One Thing, You Change Everything!
The Greatest Management Principle Things that get recognized and rewarded, get repeated! -Michael Le. Boeuf -Reward Creativity!
The Goal Empowerment Definition Seeing the best in others, (& you) helping them see it in themselves, and holding them accountable.
Invoke Evoke Provoke Cirque du Soleilmission is to invoke the imagination, ’s provoke the senses and evoke the emotions of people around the world. Guy Laliberté – Sept. Space Tourist, 19 shows, 1, 000 artists, 4, 000 employees from over 40 countries
Lesson From A Dragon Passion “If you don’t have passion, get out. ” Brett Wilson - Investing in people - “We can do more. ”
Grow The Generations By Challenges You create high morale by creating an atmosphere of trust. How do you encourage an employee to accept greater responsibility? Constantly challenge them.
Ways To Support GEN’s • Gives respect - value diversity, gender, sexual orientation, age, race, physical abilities, culture • Communicates effectively - two way conversation get people to open up, it’s not just what you say, it’s how you say it • Leads by example - change agent, practice what you preach • Constant feedback and recognition - supportive and corrective feedback, ask: “What drives you crazy about the way I manage you? ”
Building Your Leadership Bench Empower in a timely way Ensure everyone has the proper tools and training to do the job Create a “great place to work” culture Is a coach, cheerleader and champion
Knowing The Generations Understanding is not what makes the difference. You need to act on the information.
The Power of 1% Excellence (Latin roots) “ex” meaning “out from” “cellere” meaning “rising” Rising out from the original state of potentiality. Be the best you can be! - A rejection of the status quo - “Good Enough – Never Is!” Journey of a Lifetime!
Love Your Job “Oh my God, I love my job”! Find a job you love, and you will add 5 days to the week!
Speaker Information Bruce Lee Strategist, Productivity Coach, Speaker, MC (403) – 241 – 6212 Bruce. Lee. Speaker@shaw. ca www. Bruce. Lee. Speaker. com
Evaluation Form or Business Card “All” Coaching follow up This session includes a one hour private coaching call on the topic of your choice: ie: for clarification / recommendations.
Generations Article There is an article on this topic available for your internal use such as training or a newsletter.
Persistence - Don’t Give Up “Our greatest weakness lies in giving up. The most certain way to succeed is always to try just one more time. ” -Thomas Edison 1847 – 1931 Persistence Pays That last ditch effort can pay off
Take A Risk “The trouble is, if you don’t risk anything … you risk even more. ” - Erica Jong
Measurement Resources to assist you to develop your reputation.
Talent and Productivity Top 1% vs. Average Productivity Low Complexity Medium Complexity High Complexity The top performs 52 better 52% than the average. The top performs 85 better 85% than the average. 127 The top performs 127% better than the average. *Hunter, Schmidt, & Judiesch(1990), Journal of Applied Psychology, vol 75(1), p. 28 -42.
Coaching Skills Self Assessment Below are 20 characteristics employees have used to describe bosses they rate as effective coaches. Rate yourself in terms of what you think your employees would say about you. Please be honest. These answers are meant for your eyes only. SCORING KEY: 1. Rarely Displayed 2. Sometimes Displayed 3 Frequently Displayed 4. Usually Displayed 5. Almost Always Displayed As a coach, I: 1. Capitalize on my employee’s strengths 2. Give my employees visibility 3. Provide freedom to do their job 4. Set high standards of excellence 5. Orient employee to our company values and business strategies 6. Hold employees accountable 7. Protect employees from undue stress at work 8. Encourage employees when he/she is discouraged or about to undertake new or difficult assignments 9. Provide information about the company and the employee’s role in the attainment of company goals 10. Make performance expectations and priorities clear 11. Take the time to build trust 12. Provide appropriate training and support when needed 13. Solicit and really listen to their ideas 1 1 2 2 3 3 4 4 5 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Complimentary Resources • • • • • • Complimentary Articles: 1. Conflict Resolution (Winning With Difficult People) 2. Personality Styles Matrix - details of #1 personalities D. I. S. C. 3. How To Remember Names 4. Meetings That Count (productive meetings) 5. Top 100 Canadian Companies Compensation Incentives 6. Compensation Incentives - Oil & Gas / Energy / Engineering Companies 7. Corporate Retention Strategy #1 – Trust 8. Working With Generation Y Employees 9. Recommended Reading / Listening / Viewing 10. What The Best CEOs Know (book review) 11. Time Management Templates (supported by #21) 12. Time Management Strategies & 50 Time Saving Tips 13. Poque’s Tech Tips For The Basic Computer User 14. Famous Left Hander’s of The World Complimentary Tests 15. Rating Your Soft Skill Leadership Attributes 16. Leadership Empowerment Survey 17. COACH – Coaching Skills Self-Assessment Unique: 18. I would like to receive your monthly newsletter. 19. Inspirational Singing Keynotes: www. tonimcmillanlee. com 20. Information on 20/20 Skills Assessment (the right person in the right position) 21. Information on Strategic Pathways: Daily Ongoing Coach/Career Success System 22. This Power Point presentation (more content and support material)
Book Of The Month Global Perspective “The World Is Flat” 2005 A Brief History of the Twenty-First Century by Thomas L. Friedman www. thomaslfriedman. com “Hot, Flat and Crowded” Why we need a green revolution…. “Longitudes & Attitudes” 2002 “The Lexus and the Olive Tree” 2000
Great Insights His 9 C’s of Leadership “You don’t get anything by standing on the sideline waiting for somebody else to take action. ” Integrity
Coaching Skills Self Assessment Below are 20 characteristics employees have used to describe bosses they rate as effective coaches. Rate yourself in terms of what you think your employees would say about you. Please be honest. These answers are meant for your eyes only. SCORING KEY: 1. Rarely Displayed 2. Sometimes Displayed 3 Frequently Displayed 4. Usually Displayed 5. Almost Always Displayed As a coach, I: 1. Capitalize on my employee’s strengths 2. Give my employees visibility 3. Provide freedom to do their job 4. Set high standards of excellence 5. Orient employee to our company values and business strategies 6. Hold employees accountable 7. Protect employees from undue stress at work 8. Encourage employees when he/she is discouraged or about to undertake new or difficult assignments 9. Provide information about the company and the employee’s role in the attainment of company goals 10. Make performance expectations and priorities clear 11. Take the time to build trust 12. Provide appropriate training and support when needed 13. Solicit and really listen to their ideas 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
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