Generations at Work: Skills You Need to Lead in a Multi-Generational Workplace 2009 Mentoring Children of Prisoners National Conference April 7-9, 2010.

Generations at Work: Skills You Need to Lead in a Multi-Generational Workplace

2009 Mentoring Children of Prisoners National ConferenceApril 7-9, 2010

New Orleans, Louisiana

Donna Billings, Professional Certified CoachProgram Director, Duquesne University Professional Coach

Certification Program

Susan Merrie English, Ed.D, Professional Certified CoachFully Alive Leadership and Life Coaching

Our Leadership Stake for you today: Share our passion for Leadership & Coaching Across

Generations

Facilitate lots of discussion

No one gets to be wrong – or – Everyone is partially right

Every voice is critical

Have fun--and learn, too

--Donna Billings

Outcome for Today Explore the dynamics of four distinct

generations

Discuss the leadership challenges and strategies for recruiting, motivating, and retaining a multigenerational workforce

Multigenerational case study Resources for developing an action

plan in your workplace

A Generation isPart of an

era rather than a birth date

Doing things as no other generation would

Each Generation is Shaped By…

World events

Family life

A unique set of Values

Work style

Employment traits

Motivation traits

Financial style

Benefits desired

The generation before them

What Does Each Generation Look Like?

• Role Models

• World Events

• Technology

• Communication

• Career Challenges & work ethic

• Strengths• Weaknesses• Unique Values• Cultural

Memorabilia – (Cartoon, Jingle or

Commercial)

Duty before pleasure

Stable and loyalDedication and sacrificeRespect authorityExperience!Male-dominated work force

Conformist

Difficulty with change

Techno-dinosaurs

“Proper channels”

Mickey Mouse

Bread lines”, Great Depression” WWII

75 million across two generations

Traditionalists: 1900—1945“We value their wisdom”

Work-centricSelf-centeredPoliticalNot budget-mindedDisillusionedPeace Sign

Youthful identityTeam playersCompetitiveStill learning!Optimistic

80 million

Baby Boomers: 1946 – 1964

“I have new work needs.”

Generation X: 1965 – 1980“How can we hold onto them?”

Entrepreneurial

Self-reliant latch-key kids

Pragmatic

Work-Life Balance

Adaptable, comfortable w/ change

Cynical and skeptical

Impatient

Poor people skills

“My way”

Less loyal

Family centric

46 Million

Generation Y: 1980 – 1994“They learn differently”

Self-absorbed

Short attention span

“I’m entitled”

Inexperienced

Connected 24/7

Global, civic & community minded

Techno-savvy

Non-conformist

Enjoying life > work

Multi-taskers

Sponges for learning

Empowered

Diversity Blind

76 Million

Cuspers: Three Groups“the Fifth Generation”

Traditionists/Boomers (1940-45)

Boomer/GenX (1960-65)

Gen X/Millennial (1975-80)

Why they are important:

Naturals at mediating, translating & mentoring

Make the best managers because they cross generations

Provide a voice for those not heard

Share a common history

Aging Demographics

Baby boomers (in 2006 they ranged in age from 42 - 60) currently represent 1/2 of the U. S. workforce

By 2015 all baby boomers will be 51 - 70 years old

# of workers age 55+ is growing 4X faster than the workforce as a whole

Baby boomers = 50% of all managers & 45% of all professionals (doctors, accountants, lawyers)

Trends:The largest workplace demographic shift

in history of work…

50% of population will be at retirement age within the next 5 years

By 2010 – 31% drop in 35-45 year olds

80% of new businesses started since 2000 owned by Gen-X-ers

“Interesting work” is top priority for 62.5% under 30

The Challenges:

Retain talent to grow your organizations

Develop new generation of leaders

Transfer intellectual knowledge

Create environment to foster innovation

Accommodate multiple views and styles as well as multi-generational employees’ learning styles

75 80 46 76 Million

Workplace of the Future

Flexibility is the compelling business strategy

8%> Women in leadership roles vs. 5%> in men

Work environment focuses on results – not time spent in offices

Base pay and customized career paths are top priorities for New Millennial

Workplace of the Future (cont.)

Success defined by getting what matters to YOU personally – not by rank or seniority

A world of short-term independent contractors and consultants

Job sharing at very senior levels – i.e., CFO job sharing

Communication cross-generationally & cross culturally means packaging messages so every hearer understands

All groups complement and mentor each other

Workforce StrategiesCreate both function- and project-

oriented assignments

Acknowledge strengths and commonalities of each generation & culture

Listen to each other’s viewpoints & ideas

Look beyond appearances

Keep an open mind. It’s a MUST!

Communicate and collaborate: the keys to intergenerational understanding

Test your assumptions

Recruiting in the 21st Century

First, Ban these words from your hiring criteria and from

your mindset:

“You’re Too Young”

AND

“You’re Too Old”

Instead, Ask…Can they do the work that needs to be

done?

Do they know…or can they learn the skills necessary to become up-to-date knowledge workers?

Are they willing to leverage their talents and expertise in collaborative efforts?

Strategies for Recruiting & Engaging Talent -

Ensure your recruiting strategies are directed at and relevant for up to four generational segments

Be clear about how new and current employees at all levels & generations can move within your workplace.

Examine the frequency and quality of recognition, respect and appreciation for all employees -- this is key.

What are your strategies for this Gen-Mix Workplace?

Matures vs Millenials

Matures want

New Careers

Balance between work and pleasure

To Leave a legacy

To be recognized for their knowledge

Millennials want

Challenging & meaningful goals and work

Collaboration & coaching

To reach personal & professional goals NOW

New--Cyclic Lifeplans

Re-Inventing Retirement

Education Work Leisure Death

Old--Linear Lifeplans

What are your Cross-Generational Leadership

Challenges?

Discuss at your Tables1. Which generation is most and which is

least dominant in your workplace?

2. How does this create problems or opportunities for your management?

3. How do you currently bring the generations together at your work?

4. What are your strategies for this Gen-Mix Workplace?

Are you a Mentor or a Coach?

Mentoring is about the relationship

A mentor could be someone within or outside your organization, a friend, someone who doesn’t even know s/he is a mentor.

Coaching is about the process of reaching organizational goals

A Coach is a person who serves as your personal champion and holds you accountable for results related to your goals

Critical Multigenerational Communication/Coaching Skills

Tools of the Trade

Listening and Curiosity Asking Powerful Questions

Positive & Constructive FeedbackAcknowledgment

Celebration

Listening and Curiosity

Listen for•More than words•Concerns, fears•Accomplishments•Needs, values•Motivation•Barriers to progress•Conflicts

Be curious

The Power of Powerful Questions

WHAT…WHEN…WHEREHOW…WHO… WHY

Sample QuestionsAsk your Team at a staff meeting:

1.Where are we going?2.Where are YOU going?3.What is going well?4.What are key suggestions for

improvement?5.How can I help?6.What suggestions do you have for

me?--Marshall Goldsmith

Helping Executives Become Better Coaches

Acknowledging

Cross-Generational Leadership Case Study

Let’s put it all together

Use this time as practice for a “just-in-time” discussion you need to have with your department team.

In Summary—10 Leadership Principles

All generations have similar values; they express them differently.

Everyone wants respect; they do not define it the same way.

Trust matters.

People want leaders who are credible and trustworthy.

Organizational politics is a problem - no matter how old or young you are.

10 Principles (cont)

No one really likes change.

Loyalty depends on the context, not on the generation.

It is as easy to retain a young person as an older one - if you do the right things. Show how their work contributes to the bottom line

Everyone wants to learn - more than just about anything else.

Almost everyone wants a coach - for younger generations, it is most important that their leaders serve as good coaches.

How to Become an Expert Gen Mix ManagerThree Core Competencies Needed

FOCUS--It’s All About the Work

COMMUNICATION Just in Time, All the Time

CUSTOMIZE CUSTOMIZE CUSTOMIZE

--Taken from Managing the Generation Mix™

Key Generational Leadership Skill: Coaching

Your Homework…I/WE

Blue Green

Ask only Powerful Questions

As you practice this week, notice the impact of each exercise on your staff, peers, your clients, significant other, etc etc.

What are you taking away?

Set Your Agenda Aside

Listen, Listen, Listen!!!

Promote Discovery Rather Than Provide Solutions

Encourage Others To Grow!

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