Leading Millennials?Ruff & DeMarco

What?

…Social Media Connection …Contrarian Viewpoint to Mainstream Thought …The Offer to Become Someone Significant …Grievances Against Society as a Whole …The Challenge to Invest Your Life in Something

Big

Who are You?

What we need?

Resilience

Problem solving skills

Interpersonal skills

What’s a Generation

https://youtu.be/h6Zby_7ncK8

Generation• A band of years (usually 10 to

20) used to define the birth years of a generation

• Shared experiences in formative years shaping behavior, attitudes, values

• Forms around a 'defining moment' occurs: a moment so momentous that all members of that generation can tell you where they were when the event took place.

80+ 79-71 70-52 51-40 39-23 22 and younger

NATURE

NURTURE LEADERSHIPBEHAVIORS

CHOICE

BEHAVIOR)DRIVERS

©)GiANT)WORLDWIDE 12

©GiANTWORLDWIDE

THEOUGHTSANDSHOULDSOF“NURTURE”

EARLYLIFEEXPERIENCES

SCHOOLING

PARENTING

CULTURE

AUTHORITYFIGURES

ROLEMODELS

GENDERFAITH

SUCCESSES

FAILURES

DREAMS

OUGHTS&SHOULDS

Simple MathBoomers

X-ers

Millennials

Next Gen?

1968

1987

https://youtu.be/PMEqLzWrMIo

•Failed Parenting Strategy

•Technology

•Impatience

•Environment

Break?

LEADERSHIP PLAYBOOK

PLAY BOOK BASICS

• Culture

• Value System

• Operating Principles

WHAT IS A LEADER?

• Integrity

• Servant

• Humble

• Decisive

• Disciplined

• Passionate

• Loyal

• Listener

• Influential

• Driven

ENTREPRENEURDetermined

Courageous

Motivated

Learner

Maverick

Risk Taker

Visionary

Passionate

Driven

Creative

Leadership Theory vs. Leadership Practice

LEADERSHIP & INNOVATION

Webster

Leader - someone who rules, guides, & inspires others

Entrepreneur - someone who organizes, operates, & assumes risk for a venture

Break?

10 Universal Truths to Leading Generations

#1 All Generations have similar values

• Researchhasproventhatdifferentgenera3onsactuallyhavefairlysimilarvalues

• “Family”isthevaluechosenmostfrequentlybypeopleofallgenera3ons

Othersharedvalues:

1. Integrity2. Achievement3. Love4. Competence5. Happiness6. Selfrespect7. Wisdom8. Balance9. Responsibility

….surveyed 3,200 participants born between 1925 and 1986.

#2 Everyone Wants Respect

• HaveyouheardyoungpeoplearedisrespecQulofoldergenera3ons?

• Haveyouheardoldergenera3onsshownorespectforthoseyounger?

• Reality:Everyonewantsrespectwejustdefineitdifferently

Older people with experience want to be acknowledged as authority f igures. T h e y w a n t t h e i r opinions respected and t h ey expec t others to carry out their wishes.

Younger workers want others to recognize their novel ideas and new approaches. They also expect their colleagues to listen to them

Retention

Respect

?

#3 Trust Matters

• Byandlarge,peopleofallgenera3onsandatalllevelstrustthepeopletheyworkwithdirectly,suchasbosses,peersanddirectreports,morethantheytrusttheirorganiza3ons.Andpeopletrusttheirorganiza3onmorethantheytrustuppermanagement.

• 61% of workers trusted their fellow workers.

• 64% of managers said t h e y t r u s t e d t h e i r direct reports.

• 47% said they trusted upper management.

• 70% said they trusted their bosses.

• 54% said they trusted their company.

T r u s t – w h i c h r e l a t e s t o respect – is a c r i t i c a l workplace issue t h a t c r o s s e s g e n e r a t i o n a l lines.

Respect

Trust

Retention

#4 Everyone Wants Credible, Trustworthy Leaders

• Whatdodifferentgenera3onsexpectfromtheirleaders?Peopleofallgenera3onswanttheirleaderstobecredible,tobetrusted,tolistenwell,tobefarsightedandtobeencouraging.

A Leader 's top characterist ics are credibil ity , trustworthiness, and the ability to l isten well and provide visionary ideas.

Early and Late Xers val ued exper i e nce more than older baby b o o m e r s d i d . Employees at lower organizational levels valued credibility and dependabil ity more than senior executives did

#5 Office politics are an issue – no matter what your age

• Everyoneisconcernedabouttheeffectsoforganiza3onalpoli3csontheircareers.Weallwanttoberecognizedfortheworkwedoandhaveaccesstotheresourcesweneed.Employeesknowthatpoli3calskillsareacri3calcomponentinbeingabletomoveupandbeeffec3veathigherlevelsofmanagement.

I n t er na l po l i t i ck i ng weakens morale, reduces productivity and saps energy, making work less enjoyable for everyone. Employees believe that promot ions based on politics instead of merit h u r t t h e c o m p a n y ' s overall effectiveness.

53% believed performance counted more than politics, but younger employees and those who rank lower in their organizations believe that politics play a larger r o l e t h a n s k i l l i n determin ing promotions. Older employees thought that ability counted most in promotions.

dilemma

#6 No one really likes change

• Thestereotypeisthatolderpeoplehatechangeandyoungergenera3onsthriveoffofit,buttheseareinaccurateassump3ons.Ingeneral,peoplefromallgenera3onsareuncomfortablewithchange.Resistancetochangehasnothingtodowithage;itisallabouthowmuchonehastogainorlosewiththechange.

the real problem with change is its very nature and how it is implemented. Managers must be honest about the effects of change, how it will be carried out, why it's being d o n e , a n d t h e ramifications for each person, department or organization.

Do not expect your employees to be h a p p y a b o u t change . I n f ac t , expect resistance. This makes access t o i n f o r m a t i o n e s p e c i a l l y important

12 of 2,300 reacted favorably

to the concept of change

#7 Loyalty depends on the context, not on the generation• Thestudyshowsthatyoungergenera3onsarenomorelikelytojob-hopthanoldergenera3onswereatthesameage.Thepercep3onthatolderpeoplearemoreloyalis,infact,associatedwithcontext,notage.Forexample,peoplewhoareclosertore3rementaremorelikelytowanttostaywiththesameorganiza3onfortherestoftheirworkinglife,andpeoplehigherinanorganiza3onworkmorehoursthandopeoplelowerintheorganiza3on.

The common perception i s t h a t y o u n g e r employees are not as l o y a l a s o l d e r employees . But the real issue is how long employees believe they should work for an organization.

Companies that expect l o y a l t y f r o m e m p l o y e e s m u s t provide incentives to bo th yo u nger and older workers. Higher p a y , i n c r e a s e d resources and more d a y s o f f c a n b e powerful inducements.

Y o u n g e r employees tend to change jobs w h e n t h e e c o n o m y i s expanding and opportun it ies are plentiful

#8 It’s as easy to retain a young person as it is to retain an older one – if you do the

right things

• Justabouteveryonefeelsoverworkedandunderpaid.Peopleofallgenera3onshavethesameideasaboutwhattheirorganiza3oncandotoretainthem.Employeeswantroomtoadvance;respectandrecogni3on;beaerqualityoflife;andfaircompensa3on.

#9 Everyone wants to learn – more than just about anything else

• Learninganddevelopmentwereamongtheissuesmostfrequentlymen3onedbystudypar3cipantsofallthegenera3onssurveyed.Everyonewantstomakesuretheyhavethetrainingnecessarytodotheircurrentjobwell.Theyarealsointerestedinwhattheyneedtobelearningtogettothenextlevelintheirorganiza3on.

97% of all respondents said education was an important factor in determining their level of job satisfaction. Employees indicated a desire to learn new work skills, computer proficiency, team building, problem solving, strategic planning, adapting to change, communication and conflict management.

P e o p l e a l s o preferred to get live classroom instruction a n d o n - t h e - j o b training instead of workbooks, assigned reading, TV programs or computer-based simulations.

#10 Almost everyone wants a coach

• We’veheardthatyoungerpeopleareconstantlyaskingforfeedbackandcan’tgetenoughofit.We’vealsoheardthatolderpeopledon’twantanyfeedbackatall.Accordingtoourresearch,everyonewantstoknowhowheorsheisdoingandwantstolearnhowtodobeaer.Feedbackcancomeinmanyforms,andpeopleofallgenera3onsseemtoliketoreceiveit.

Everyone, of any age, w a n t s f e e d b a c k a n d coaching. Employees like to know how they are performing and where improvement is needed. Employees also preferred to be coached by a senior co-worker, an expert in the subject matter or a coach they select.

p r e f e r r e d m e t h o d o f coaching was face-to-face, with e-mail and telephone c o m m u n i c a t i o n r a t e d s i g n i f i c a n t l y l o w e r . Employees prefer weekly o r m o n t h l y c o a c h i n g s e s s i o n s . S e n i or - l eve l employees wanted coaching a b o u t c a r e e r a n d leadership development skills

Schedule

Culture

Coaching, Mentoring Apprenticeship

©)GiANT)WORLDWIDE

ARE!YOU:!!FOR&ME?&

AGAINST&ME?&FOR&YOURSELF?

POWER)TEST

POWER&x &HUMILITY&= &TRUE& INFLUENCE

BOSS

25

©)GiANT)WORLDWIDE

INTENTIONAL)MULTIPLICATION

INFORMING)Consistency,&Inspiration,&Efficiency&

TRAINING)Focus,&Connection,&Prospecting&

COACHING)Depth,&Collaboration,&Accountability

APPRENTICESHIP)Capacity,&Scaleability,&Influence&

Any7number7of7people7!

13737707people7!

4737127people7!

173737people7!

Relafonal&Access&+&Transformafonal

&Inspirafonal&&&Efficient&&&

26

PURPOSE %

PLACE %

PEOPLE %

PEACE %

©)GiANT)WORLDWIDE,)Source)Credit:)Frog)OrrEEwing

PEACE)INDEX

35

©)GiANT)WORLDWIDE

ORGANIZATIONAL)CLARITY

LEADERSHIP Are)roles)and)responsibilities)clear)at)every)level?

VALUES Do)people)know)and)live)the)values?

VISION/MISSION Is)it)clear?)Is)it)compelling?

STRUCTURE Do)you)have)the)right)people,)systems,)and)

capital?

STRATEGY How)do)we)win?

TACTICS Do)your)people)know)what)to)do?

SIMPLE SCALABLE

SUSTAINABLE

37

What’s the REAL Problem?

• Knowledge?

• Job Security?

• Power (who has it and who wants it?)

Further Reading and ResearchYou Raised Us – Now Work with Us….Millennials, Career Success, and Building Strong Workplace Teams by Lauren Stiller Rikleen

Retiring the Generation Gap…..How Employees Young & Old Can Find Common

Ground by Jennifer J. Deal

Keeping The Millennials… Why Companies Are Losing Billions in Turnover to This

Generation – and What to Do About It by Joanne G. Sujansky and Jan Ferri-Reed