genblending™genblending™ leveraging a new generation of talent
TRANSCRIPT
GenBlending™GenBlending™GenBlending™GenBlending™Leveraging a New Generation Leveraging a New Generation
of Talentof Talent
True of False Quiz• A 34 year-old employee is
considered a Gen Yer• True….Born between 1978 and
2000 • The youngest is 13; the oldest is
35
True of False Quiz• A Gen Y employee is not
interested in having much meaningful conversation.
• False…in order to feel good about their work they need interactive, meaningful dialogue
True of False Quiz• Gen Y’s don’t want to be
micromanaged because they think they know it all.
• False….they see micromanaging as a lack of trust.
True of False Quiz• Gen Y’s have tremendous respect
for their elders. • True….what they don’t respect is
being discounted because of their age.
True of False Quiz• Gen Y’s expect to be hired based
on the focus of their college degree and given roles that relate to the degree.
• False--or, not necessarily so. A college degree is purely a requirement to entry.
A favorite Quote….
• “It aint the things you know that will hurt you, it’s the things you think you know that just aint so.”
– Satchel Paige
GenBlending Research• True Leaders, the book
GenBlending Research• Gen Y Granddaughters
GenBlending Research• Coined the term….
GenBlending ResearchSurveysBehavioral & Values assessments (EEOC & OFCCP Compliant and free of Adverse Impact)
One-on-one interviews Focus groups• Attending college and work experience• Working, having recently graduated • Diverse focus—manufacturing,
accounting, general business
GenBlending ResearchResults:
525 respondents 95% confidence factor Qualitative and Quantitative research Not just anecdotal
Why?
33%
Why?Past 3 decades: 42% growth rate Now: 7% growth rate Creates a 33% shortfall
Jobs requiring degreepreviously: 25% Now: 40%
33%
-1%
9%
-3%-13%
17%
46%
13%
Change in Population by Age per Decade U.S. 2000 – 2010
SOURCE: U.S. Census 2000 | Citation Information: Ken Dychtwald. http://www.agewave.com/index.php
7% 8% 7%
-10%
3%
73%
54%
Change in Population by Age per Decade U.S. 2000 - 2020
SOURCE: U.S. Census 2000 | Citation Information: Ken Dychtwald. http://www.agewave.com/index.php
To ignore……
Significant GenBlending Traits
• Opportunity Drives the Future– 86% challenging, rewarding work– 54% know they contribute– 88% growth opportunities
Significant GenBlending Traits
• Performance Trumps Experience
» Want to be judged on ability to perform » 10% of performance from formal
training» 70% through involvement » 50% of all jobs today require continuous » learning
Significant GenBlending Traits
• Time becomes clockless– 80% want flexibility– 79% want to work with independence
Significant GenBlending Traits
• Time becomes clockless– “We have a good strong work ethic,
but our ethic is centered on work-life balance. We still want results, but not at the expense of life, family and health.”
Significant GenBlending Traits
• Time becomes clockless– “We’re willing to pay our dues, but not the
dues older generations paid…like broken families, parents who were workaholics, suffered bad health, etc. Either we experienced seeing this or our friends did. We’ll pay our dues differently.”
Significant GenBlending Traits
Significance is increasingly significant82% would leave if the boss
failed to value their opinions 54% want to know they contribute to the overall
Significant GenBlending Traits
Trust is a must!88% want to work for a manager/supervisor whom they can trust 79% would leave theirjob if micromanaged
Significant GenBlending Traits
Traditional hiring modes may miss the mark
Behaviors Behavior is not synonymous with
personality
– 80% who fail to achieve their maximum potential at work do so for one reason
– Failure to relate well with others
– Behavior plays an integral role in relating w/others
Assess Values“I’m a great believer in corevalues. They are the beliefs that drive what youdo, and they are also the boundaries that set up the limits of what you are willing to do.” --David Walker, FormerComptroller General of theUnited States
Gen Y Behaviors
0
10
20
30
40
50
60
D I S C
Gen Y Values
0
10
20
30
40
50
Theo Util Aesth Soc Indiv Trad
1 2 34
True Leaders Vs Gen Y’s
0
10
20
30
40
50
60
The Uti Aes Soc I nd Tra
12 3 4
0
10
20
30
40
50
Theo Util Aesth Soc Indiv Trad
1 2 34
So What? • Use behavior information when
communicating • Use combined information when tasks
are involved • Remember, styles may differ, but
motivation factors may be similar • Identify who is best suited for specific
responsibilities
Say “Goodbye” to the Generation Gap
• All generations have similar values• Everyone wants respect• Trust matters• People want leaders who Are credible and trustworthy• Organizational politics is a problem no matter how old or young you are
Say “Goodbye” to the Generation Gap
• No one really likes change• Loyalty depends on the context, not on the generation• It’s as easy to retain a young person as an older one if you do the right things• Everyone wants to learn• Almost everyone wants a coach
Actions to GenBlend• Provide knowledge growth opportunities—involve them • Judge performance—not experience • Find ways to be flexible with time • Understand their need for significance • Create more dialogue, less talking at or simply directing • Demonstrate trust • Provide opportunities to fulfill their zealousness for
improvement• Find more discretionary methods when hiring • Expect and support more teamwork • Be friendly, but not their “friend” • Look past their age, probe for true meaning behind their
directness and recognize their potential
Questions
Questions
What True Leaders Do, You Can Do Too
• True Leaders have a core set of values that motivates them to….
• Genuinely demonstrate caring of people
• Expect results and profits, yet notbe consumed by them
• Be competitive, yet control judiciously • Operate from a fundamental belief system that guides decision-making• Be resilient
The Power of Values
• “A person’s strengths and the way that person performs rarely conflict; the two are complimentary. But, there is sometimes a conflict between a person’s values and his or her strengths. Values are and should be the ultimate test. To work in an organization whose value system is unacceptable or incompatible with one’s own condemns a person both to frustration and to non-performance.”
Peter Drucker
Values• Theoretical
– Quest for knowledge – Order/Systematized
knowledge for practical use
Values• Utilitarian
– Practicality – Return on investment – Results
Values• Aesthetic
– Harmony versus utility– Sensitivity– Emotionalizes issues– Measure resiliency
Values• Social
– Inherent love and caring of others – Genuine desire to lift &
develop others – High value of people and
their respective skills and talents
Values• Individualistic
– Power value– Desire to control one’s destiny – Influence others’– Competitive – Motivated to lead– Quality motivated
Values• Traditional
– Strong belief system– Lives by a set of defined rules– Strong set of principles as a guide for living
True Leaders Value Graph
0
10
20
30
40
50
60
The Uti Aes Soc Ind Tra
12 3 4
Six Significant Ways to Demonstrate Values
#1 Don’t Starve Your Racehorces
• Build others/create opportunities • Communicate clearly• Listen to learn, then lead
#2 Fast Birds Don’t Fly Far
• Decisive thinking• Eliminate blame • Treat learning like dirty dishes• Remove politics
#3 Don’t Breath Your Own Exhaust
• Be competitive judiciously • Mentor & Coach • GenBlend• Be confident enough to
be humble
#4 Do What’s Right and Tell The Truth
• Be accountable • Admit and learn from mistakes• Truth establishes limits• Be truthful about
capabilities/yoursand others
#5 Be Resilient• Be flexible • Be open to new ideas• Adapt with change
#6 Treat Learning Like Dirty Dishes
• Learn from experience• Be open to new ideas• Mentor • Coach
Making a Difference • 68% of an individual’s success is
directly attributed to his/her manager and/or the organization’s culture
• “The speed of the pack is the speed of the leader. It works in motorcycle gangs and it works in business.”– Jim Nicholson, PVS Chemicals
Making a Difference • Reviewing your behaviors and values…..
• What is your greatest leadership strength/support?
• What is your greatest need/help area? • What is one thing you will do to use this
information to unify your team?
Making a Difference • When diverse styles and aligned values
are recognized….everyone wins!
True Leaders Make a Difference
• “When people feel that a leader thinks they are smarter than everybody else, you cut about 75% of the intellectual horsepower out of the organization.”
– David Novak, Chairman & CEO, YUM Restaurants
True Leaders Make a Difference
• “When you blend the old with the new, you get new again.”
• Walt Disney
• Implement a GenBlending process
• Be nimble enough to master the future.
True Leaders Make a Difference
• Sign up for information on our forthcoming book:
• MindShiftTransforming Your Organization for Future Growth
By Bette Price & Mark Holmes