Managing Different Generations What leaders need to do differently to get the best out of their people 9 April 2015 www.johanirwan.com www.johanirwan.com
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Managing Different Generations What leaders need to do differently to get the best out of their people
9 April 2015 www.johanirwan.com
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Executive summary
• Rapid change in technology has created widen generation gap. Currently there are three generations working within the same organisation. This potentially create conflict and less fulfilment while working in an organisation.
• Accommodating the Generation-Y workforce. We can’t neglect them because they will be the next generation that will took over the nation’s leadership and becoming captain of the industry.
• To promote engagement at work by strengthen leadership and communication skills, and create an environment where people are working with a purpose.
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The multi-‐‑generations in the west can be divided into 4 generations in the workforce
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Let’s look into generations definitions in Malaysian
perspective
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Baby-‐‑Boomers in Malaysia is the generation after Merdeka who feel the struggles of fighting for the independence
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Merdeka babies
British Influenced
New Economic Policy
13 May
Hard work to build economy High degree of loyalty Lifetime employment Tolerant
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Gen-‐‑X grew up during the transformation of the nation from agriculture-‐‑based to manufacturing-‐‑based country
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New Economic Policy
Developing Economy
Look East Policy
Birth of Computer
Security and Stability Goals and Objective Oriented Responsible Gets work done
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Gen-‐‑Y grew up during the tremendous economic development and adopting technology as part of life
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The birth of the internet
Vast Economic Development
Parents are working
Growing of Tertiary Education
Technology Savvy Independent ‘Maid syndrome’ Educated
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Technology has changed the way people view at jobs
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Competition creates options for moving from one job to the other
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BABY BOOMERS GEN - X GEN - Y
Example in Telecommunication Industry
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Baby-Boomer Gen-X Gen-Y
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Why should we care about Gen-Y?
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By 2020, Gen-Y will form 50% of total workforce
Source: PWC’s Millennials at work survey (2011)
Gen-YBaby Boomers & Gen-X
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By 2025, Gen-Y will form 75% of total workforce
Gen-YBaby Boomers & Gen-X
That is 10 year from NOW!
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Is our organisations ready to build a company that is Gen-Y compliant?
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78% of Gen-Y said, access to technology makes them more effective at work
Source: PWC’s Millennials at work survey (2011)
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70% of Gen Y feels that rigid hierarchies and old fashion management fail to motivate them
Source: PWC’s Millennials at work survey (2011)
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The world is changing from information age to conceptual age
19Source: A Whole New Mind, Dan Pink
18th Century 19th Century 20th Century 21st Century
AGRICULTURE AGE
Farmer
INDUSTRIAL AGE
Factory Worker
INFORMATION AGE
Knowledge Worker
CONCEPTUAL AGE
Concept Worker
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The way we do work has changed from 20th century to 21st century
< 20th Century 21st Century >
Process based Concept based
Management skills is crucial
Leadership skills is crucial
Quality & Productivity Creativity & Innovation
Less Competition Stiff Competition
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Future of Work in Malaysia: Is our leaders ready for the organisational growth in 2020?
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32%
only
33%of executives believe that their leaders are prepared to guide a diverse workforce.
of employees say that leadership is at their companies is equipped to lead their organisations to success.
of executives agree that their expansion plans for growth markets are limited unless the right leadership is in place.
Source: Workforce 2020: The Future of Work in Malaysia; SAP
only 40%
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The people in Asia thinks that the leaders need to improve on their communication skills, their vision and emotional awareness
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20%
20%
17%
16%
15%
12%
12%
11%
9%
6%
CommunicativeVisionaryEmotionally AwareDevelops OthersEmpoweringTrustworthyPerformance-drivenTechnically CompetentBoldDriven
Has a dream for our company/group that I believe in
Delivers on promises; is reliable
Genuinely encourages me and others to discuss and debate ideas and approaches
Puts effective processes / structures in place
Maintains his/her expertise: is constantly learning
Provides others – including me – insightful coaching and feedback
Provides skills, knowledge, experience for me and my team to do the job
Is willing to disagree with crowd, even at personal risk
Radiates positive energy to me and others
Values others’ instincts, judgments and contributions – including mine
ATTRIBUTES
What Does My Current Leader Need to Better Develop or Improve On? (Asia Regional)
SPECIFICALLY...PERCENTAGE STATING THIS ATTRIBUTE NEEDED MOST IMPROVEMENT
Source: Asian Leadership Index, Iclif Leadership and Governance
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Most Malaysian wants a visionary leaders whom able to communicate better and emotionally aware
23Source: Asian Leadership Index, Iclif Leadership and Governance
18 THE ASIAN LEADERSHIP INDEX 2014
The red line indicates the Asian Regional Score for Communicative. Some countries express very high unmet needs for communicative leaders. Taiwan feels the need most strongly as 34 percent of respondents there identify it as the ‘most important’ need to be addressed in their current leader. New Zealand follows closely with 32 percent choosing the Communi-cative attribute. High scores of above 20 percent were also recorded in Australia, Korea, Malaysia, Singapore, and Sri Lanka, indicating that professionals in those countries feel their leaders need to do a much better job of including them in real conversation about the work they are doing. Communicative receives a lowest score as a need in Bangladesh where only 10 percent of respondents rate it as number 1.
Respondents could choose how to describe the Communicative attribute by selecting from the behavioural descriptors for it that emerged in the qualitative phase. Communicative had three possible descriptions. The most frequently chosen on a regional level was: “Genuinely encourages me and others to discuss and debate ideas and approaches.”
To understand how commonly “Genuinely encourages me and others to discuss and de-bate ideas and approaches” was selected as well as to see what definitions predominated elsewhere, please see the graphic, How Countries Define the Behaviour They Need in a Communicative Leader.
How Countries Rate Communicative as the Most Important Attribute for Improvement in Their Current Leader. Bars indicate percentage of respondents choosing this trait.
Current Leader: Communicative
20%
27%
10%
17% 17%15%
20%
15%
25%
15%
24%21% 23%
34%
20%17%
12%
32%
14%
Regi
on
Aust
ralia
Bang
lade
sh
Cam
bodi
a
Chin
a
Indi
a
Indo
nesi
a
Japa
n
Kore
a
Laos
Mal
aysi
a
Mya
nmar
New
Zea
land
Phill
ipin
es
Sing
apor
e
Sri L
anka
Taiw
an
Thai
land
Viet
nam
• Listens to me and others• Articulates ideas in ways I understand• Genuinely encourages me and others to discuss and debate ideas and approaches
Communicative
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Effective communication is more than understanding words and grammar
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EFFECTIVE COMMUNICATION
• Effective communication happens when we could communicate from the other person’s perspective
• Listening to ideas and articulate the way people understand it
• And encourage to discuss and debate the ideas and approaches
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Visionary leaders are those who are having a purpose and they start with WHY?
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whyWhy?
How?
What?
Conventional Remarkable
Reference: Start with why, Simon Sinek
THE GOLDEN CIRCLE
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There are distinction between having a vision on paper and having a clear sense of purpose…
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vs
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…and to be able to communicate the vision across the organisation
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Engagement happens when people feel safe to take action on their own initiatives
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Fairness Trust Feel Safe Engaged
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How work has changed from 20th century as compared to 21st century
29Source: Welcome to 21st Century Work (Ayelet Baron, Simplifying Work)
20th Century Jobs 21st Century Work
Top down hierarchies Nimble organisations,transparent communications
Competing for market share Creating new market
Silo/function-based Project-based
Organization centric People centric
Command and control Trust-based
Work-Life Balance Life-work
30 years in one career 10+ career by 40
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Recommendations
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(1) Vision - Having a sense of purpose and develop unique organisational culture. By having the right culture, it align people with vision of the company.
(2) Put the right people in the bus - understand human as a person and see if they are fit to work and contribute to the organisation
(3) Engage with the people - encourage self-directed work that align with the overall vision. Create a culture of innovation by giving autonomy and safe for them to explore.
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