Conference call #: 712-432-1399 Access Code: 214-758-263 April 3, 2008 The Big Disconnect The Big Disconnect Why most Why most (well intentioned) (well intentioned) leaders leaders miss out on engaging the next miss out on engaging the next (well intentioned) (well intentioned) generation generation
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Conference call #: 712-432-1399 Access Code: 214-758-263 April 3, 2008 The Big Disconnect Why most (well intentioned) leaders miss out on engaging the.
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Conference call #: 712-432-1399
Access Code: 214-758-263
April 3, 2008
The Big DisconnectThe Big Disconnect
Why most Why most (well intentioned) (well intentioned) leaders leaders miss out on engaging the nextmiss out on engaging the next(well intentioned) (well intentioned) generationgeneration
Conference call #: 712-432-1399
Access Code: 214-758-263
Your Hosts:Your Hosts:
Dr. J.P. Pawliw-Fry Bill Benjamin
The Institute for Health and Human Potential
Conference call #: 712-432-1399
Access Code: 214-758-263
You can ask questions
We can ask questions
Webinar Logistics
Q & A during and at the end
Conference call #: 712-432-1399
Access Code: 214-758-263
Be Present
How to Get the Most Out of this Opportunity
Start with a Beginners Mind
Turn off your Blackberry
Conference call #: 712-432-1399
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Outline
In this webinar, we will:1. Describe the main issue leaders
face managing different generations in workplaces.
2. Challenge popular management thinking about the ‘values’ gap that exists between generations.
3. Identify three strategies to help you manage these ‘new’ employees (Generation X and Y) more successfully.
Conference call #: 712-432-1399
Access Code: 214-758-263
Generations
Boomer: 1946-1964 Gen X: 1965-1980 Gen Y: 1981-2000
Conference call #: 712-432-1399
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Have you witnessed this before?
The first day on the job, the Gen Y sends an email to the CEO of the organization with 5 suggestions on how to improve the company.
After Gen Y receives a poor performance review, you get a call from his parents, asking for an explanation
After just two years on the job, the Gen X requests an expat posting.
Giselle Kovary M.A. and Adwoa K. Buahene M.A, comments at 2008 Speaker Spotlight conference, Vancouver
Conference call #: 712-432-1399
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Have you witnessed this before?
What is the impact that this behavior has on Boomer manager and leaders?
Conference call #: 712-432-1399
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Do situations like these mean there a significant values difference between the generations?
Lets look at the data:
Values Difference?
Conference call #: 712-432-1399
Access Code: 214-758-263
Values Difference?
Engagement ResearchAcross generations, between 82% and 86% of each group are similarly engaged in their work and share the top three engagement driversSenior management interest in employee well-being Skill improvement in the past three yearsReputation of organization as a good employer
Towers Perrin (2006). "Study Highlights Business Casefor Attracting and Retaining Workers Age 50+," Monitor (March): 1-4.
Conference call #: 712-432-1399
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Values Difference?
Drivers of Performance, Retention & Satisfaction "There was no evidence that
Generations X or Y represent any special breeds, and any differences in the attitudes of these groups from older groups can be explained by age rather than special circumstances in the youthful experiences of each group.”
Mulvey PW, Ledford GE, & LeBlanc PV (2000). "Rewards of Work: How They Drive Performance, Retention, and Satisfaction," World at Work Journal, 9(3): 6-18.
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[i] 2008 Survey 196334gen IHHP
The Value of Challenging Work
IHHP 2008 Survey 196334gen
I value a challenging job over and above salary
Agree or Strongly Agree
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[i] 2008 Survey 196334gen IHHP
The Value of Challenging Work
IHHP 2008 Survey 196334gen
I value a challenging job over and above salary
Agree or Strongly Agree
Conference call #: 712-432-1399
Access Code: 214-758-263
Fundamental Beliefs & ValuesThe study compared fundamental beliefs and values across four generations and found only minimal differences.
Values Difference?
Mulvey PW, Ledford GE, & LeBlanc PV (2000). "Rewards of Work: How They Drive Performance, Retention, and Satisfaction," World at Work Journal, 9(3): 6-18.
Conference call #: 712-432-1399
Access Code: 214-758-263
Fundamental Beliefs & ValuesThe study compared fundamental beliefs and values across four generations and found only minimal differences.
This growing body of independent research and expert opinion shows that concerns about a generation gap have been overstated and points to flaws in the theory behind this conclusion.
Values Difference?
Mulvey PW, Ledford GE, & LeBlanc PV (2000). "Rewards of Work: How They Drive Performance, Retention, and Satisfaction," World at Work Journal, 9(3): 6-18.
Conference call #: 712-432-1399
Access Code: 214-758-263
This is not to discount what so many are feeling today. There is tension between the different generations, but then there has always been tension.
Values Difference?
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Values Difference?
Conference call #: 712-432-1399
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Values Difference?
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This does not mean that aproblem does not exist between
the generations; it is just a different problem.
Values Difference?
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Approximately 75 million employees will retire
over the next 5-15 years
AARP
Values Difference?
Baby Boomers EnvisionRetirement II - Key FindingsSurvey of Baby Boomers’ Expectations for RetirementPrepared for AARP by Roper ASW, 2004
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The Real Issue Between Generations
People under pressure
People unable to manage emotions intelligently
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The Human Brain
Brain Stem
Basic Functions
Temperature
Breathing
Heart Rate
Reflexes
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Amygdala
Site of emotional memory
Site of emotional learning
Answers one critical question of human survival
…fight or flight?
The Human Brain
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Neo-Cortex Big Self
IQ resides here
Site of working memory
The Human Brain
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Law of Hardwiring
________ comes before _______.
We ____ before we _____.
Emotion thought
feel think
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Amygdala Hijack
3. Toxicity Chemicals released into bloodstream
Takes 3 - 4 hours for the blood to clear!
4 variables 1 The “1” is the one we
default to for protection
Unaddressed - affect lasts for 18 minutes!
1. Body Responds Increase heart rate Increase breathing Increase reflexes
2. Decrease in working memory
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We Confuse ImpactImpact for for IntentIntent
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The fundamental question to consider is whether the new
generations’ intention is significantly different from the
older generations.
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What are the differences that can confuse managers?
The The RealReal Issue Between Generations Issue Between Generations
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Oldest Child Outwardly, seem to work
hardest More serious – live to work More expected of them
BoomersBoomers 1946-19641946-1964
Why?
Grew up in a post war economy of abundance
With their size, they saw the world revolving around them
Sherman, R. O. (2005). Growing our future leaders. Nursing Administration Quarterly, 29(2), 125-132
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Middle Child Drive is to differentiate
themselves More independent, resilient Work to live
Gen XGen X 1965-19801965-1980
Why?
Grew up as a latch key kid
Witnessed parents get downsized
Connecting Across the Generations in the Workplace, Human ResourcesTalent Market Series: Volume 1, Deloitte 2005
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Youngest Child Everything is taken care of
them for them by their helicopter parents
Technologically savvy More fluid work style Used to having a voice
Gen Y Gen Y 1981-20001981-2000
Why? The Empowered generation Brought up in a consumer
culture
Connecting Across the Generations in the Workplace, Human ResourcesTalent Market Series: Volume 1, Deloitte 2005
Conference call #: 712-432-1399
Access Code: 214-758-263
Expect and Express
The The RealReal Issue Between Generations Issue Between Generations
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The single biggest problem in communication is the illusion that it has taken place.