SEMINAR 2105 MANAGING AND LEADING HIGHLY INTELLIGENT EMPLOYEES: THE NEW LEADERSHIP APPROACH

Agenda• Introductions • Type of Intelligence• How can I identify these highly intelligent people? • Management Styles

- Traditional- Virtual

• Situational Leadership Must Do’s• Identify creative leadership approaches to engage and

retain great talent• Examine new workforce trends, options, and challenges• Q&A

The Nine Types of Intelligence*

1. Naturalist Intelligence (“Nature Smart”)2. Musical Intelligence (“Musical Smart”)3. Logical-Mathematical Intelligence (Number/Reasoning

Smart)4. Existential Intelligence5. Interpersonal Intelligence (People Smart”)6. Bodily-Kinesthetic Intelligence (“Body Smart”)7. Linguistic Intelligence (Word Smart)8. Intra-personal Intelligence (Self Smart”)9. Spatial Intelligence (“Picture Smart”)

*Howard Gardner

How can I identify these highly intelligent people? • They're highly adaptable.• They recognize how much they don't know.• They have insatiable curiosity. Millions saw the apple fall,

Newton asked why.• They not only ask good questions, they ask the right questions• They're empathic to other people's experiences.• They're open-minded.• They're skeptical.• Adept problem solvers• Creative and imaginative

Management Styles - Traditional

Commanding Demands immediate compliance

“Do what I tell you”

Drive to achieve, imitative, self-control

In a crisis, to kick start a turnaround, or with problem employee

Negative

Visionary Mobilizes people toward a vision

“Come with me”

Self-confidence, empathy, change catalyst

When changes requires a new vision, or when a clear direction is needed

Most Strongly positive

Affilitive Creates harmony and builds emotional bonds

“People come first”

Empathy, building relationships, communication

To heal rifts in a team or to motivate people during stressful circumstance

Positive

Democratic Forges consensus through participation

“What do you Think?”

Collaboration, team leadership, communication

To build buy-in or consensus, or to get input from valuable employees

Positive

Pacesetting Sets high standard for performance

“Do as I do now”

Conscientiousness, drive to achieve, imitative

To get quick results form a highly motivated and competent team

Negative

Coaching Develops people for the futures

“Try this” Developing others, empathy, self-awareness

To help an employee improve performance or develop long term team strengths

Positive

Management Styles – TraditionalTraditional Working (en.wikipedia.org) Traditional management refers to management that has been in place for many years. Most places have had to change their traditional management styles because they could not keep up with things in the modern world.

The Five Killers Of Traditional Working

• Can’t take work home• Work long hours• Cultural clashes• Meetings to have meetings • Limited networks

Management Styles - VirtualVirtual management (en.wikipedia.org) Virtual management, brought about by the rise of the Internet, globalization, outsourcing, telecommuting, and virtual teams, is management of frequently widely dispersed groups and individuals with rarely, if ever, meeting them face to face

The Five Killers Of Virtual Working

1. Lack of everyday non-verbal, face to face communication2. Lack of social interaction3. Lack of trust4. Cultural clashes5. Loss of team spirit

Situational Leadership Must Do’s:• Tip 1: Be available, be flexible• Tip 2: Show them they matter, foster visibility• Tip 3: Delegate real responsibility• Tip 4: Manage expectations• Tip 5: Organize regular meetings with both individuals and the whole team• Tip 6: Put assessment to the transparency test• Tip 7: Be creative with team bonding• Tip 8: Treat time zones fairly• Tip 9: Prioritize cultural sensitivity• Tip 10: Make learning and advancement seem never-ending

An old business joke

CFO asks CEO: “What happens if we invest in developing our people

and they leave us?”

CEO: “What happens if we don’t, and they stay?”

Identify creative leadership approaches to engage and retain great talent• Why Team Members may leave; why they stay• Team Members as people first, employees second• Make a connection; show appreciation; help with

growth• Coach and develop your talent for best results• Inspire loyalty and trust within your talent pool• Using your personal power to Influence your talent

Examine new workforce trends, options, and challenges.• Multi-Generational• Telecommuting• Social Media/Instant feedback

Multi-Generational - Baby Boomers (1945–1963)• Long work hours not a badge of honor• Flexibility is paramount• Personal Fulfillment, meaningful work,

intangibles• Show me generation - congruent words

and body language

Multi-Generational - Xers (1964–1979)

• Reward is intuitive• Flexible work environment (telecommute,

flex-time)• Use e-mail as primary communications tool• Prefer short sound bites • Need regular feed back• Informal communications style

Nexters (1980–2000)

• Personalize work – one size doesn't for all• Interactive work (like their technology) • Group oriented (like their social preferences)• Action words and a challenge• Need immediate feed back ( )• A fun working and learning environment

Leadership Tips for Multigenerational Workforces• Communicate uniquely with each generation

– Support the values of each generation.– Be the bridge between the different generations.

• Accommodate employee differences– Each generation has a unique outlook on life that directly impacts their commitment

to work.• Create workplace choices

– Demonstrate that you understand the dedicated approach of the Boomers and the skeptical view of Xers.

– Provide different assignments that challenge each approach.• Be flexible in your leadership style

– Acknowledge that Boomers expect you to be the authority while the Xers resent it. The Boomers want it and the Nexters are polite about it. Be aware of your employees’ styles.

Dianne Durkin - Loyalty Factor LLC

Social Media/Instant feedback

• “Of the employees surveyed by talent management software-maker SilkRoad, 43 percent worked for organizations that allowed total access to social media, 24 percent said access was monitored, and 16 percent had social media access blocked by their employer.” -Susan Ladika @workforce.com– "We believe email is a very inefficient way of collaborating and

sharing.“• For our Xers and Nexters Peer to Peer Social Media provides

instant feedback – Instant messaging, texting, Facebooking, Linkedin

Questions???