welcome the executive leadership summit! full and final.pdf · welcome the executive leadership...

Welcome the Executive Leadership Summit!

- Engage with Participants and Speakers

- Ask Questions

- Share Your Pain Points

- Take Homes to Improve Your Business

- Change in Timing Friday

Howard PragerFounder, Advance Learning Group

Executive Coach, Leadership Consultant

15+ years in higher education and 15+ years in L&D

8 professional awards

Marshall Goldsmith 100 Coaches

(c) 2018 Advance Learning Group [email protected]

Welcome!

• As a result of this session, you will be able to:

Understand the ground rules of the summit

Get to know others at your table

Open your mind to new thinking

Learn more about your DiSC Communication style and profile and others’ styles

CLDA ELS September 27 – 28 Eaglewood Resort & Spa Chicago, IL

4

Ground rules

• Everything said stays in this room – confidentiality is key

• Welcome questions anytime – Parking Lot to not forget

• All of us are leaders and all of us are learners

• Business doesn’t stop. Put phones on vibrate. Step out if you need.

• Each person is responsible for your own comfort

• Any other ideas to make this successful?


5


6

At your tables…

• Discuss with each other at least 5 things you have in common

• Sorry being a CLDA member or being here today does not count!

• Who can identify the most?


7

Advance Learning Group31 Southfield Drive

Vernon Hills, IL 60061

224.595.6432

www.advancelearninggroup.com

EVERYTHING DiSC WORKPLACE ®

FOR 2018 CLDA EXECUTIVE SUMMIT

9

Program Overview

Discovering Your DiSC® Style

Understanding Other Styles

Building More Effective Relationships

Everything DiSC Workplace®

10

How You See Yourself

Active

Thoughtful

11

AcceptingQuestioning


12


Active

Questioning Accepting

Thoughtful

13

Group Discussion

Why did you answer the way you did?

Give examples

Be ready to share

responses

Introduction to DiSC®

14CLDA ELS

September 27 – 28

15

Discovering DiSC®

D i

SC

Active

Questioning Accepting

Thoughtful

D = Dominance

Problems and Challenges

Typical High D’s:

– Trump

– McCain

– Jordan

– Hillary

– Simon

16

I - Influence

Inspiring, Likeable, Influential

Typical High I’s

– Bill Clinton

– Oprah

– Warren Buffet

– Ellen

– Jay

17

S - Steadiness

Steady, Stable, Amiable

Typical High S’s

– Andy Griffith

– Norm (Cheers)

– Mr. Rogers

– Morgan Freeman

– Mother Theresa

18

C - Conscientiousness

Compliant, Cautious, Accurate, Precise

Typical High C’s

– Bill Gates

– Daymond John

– Al Gore

– Albert Einstein

– Condi Rice

19

Everything DiSC

Workplace® Profile

20

Page 2

Introduction to DiSC®

Cornerstone Principles

21

Your DiSC® Style

Profile Page 3

22

Your DiSC® Style

23

Your Inclination

Strong

Moderate

Slight

24

Your DiSC® Style Overview

Read and personalize

= like you

X = not like you

? = not sure

Underline three

statements that best

describe you

x

?

?x

Profile Page 4

25

Priorities of Your DiSC® Style

i Style + Accuracyi Style

26

Your Priorities


= like you

X = not like you

? = not sure

x

?

Profile Page 5

What did you

learn about your

priorities?

27

Your Motivators and Stressors


= like you

X = not like you

? = not sure

Underline one

statement from each

category that best

describes you

x

?

?

Profile Page 6

28

D i

C S

Working with DiSC®

Who do you find

most challenging to

communicate with

and why?

Think of a person that

matches up to each

predominant style.

Who do you find

easiest to

communicate with

and why?

29

D i

C S

Working with DiSC®

Take profile and

handouts to the

sign for that style

Choose a style to

become more

effective with

30

If the style

you chose is

Dgo to Page 12

If the style

you chose is

Sgo to Page 14

If the style

you chose is

igo to Page 13

Working with DiSC®

Find the page

with strategies

for that style

Everything DiSC

Workplace® Profile

If the style

you chose is

Cgo to Page 15

31

Everything DiSC

Workplace® Profile Pages 12-15

Increase Your Effectiveness

Read the three

sections

Mark one strategy in

each section to use

more effectively

32

Action Plan

Select one strategy

to focus on

Read description

and bullet points

Profile Page 16

Highlight or

underline key points

to keep in mind

33

Building Effective Relationships

Personalized

Style Index Pages 17-20

34

Using DISC at Work

Identify

Manage

Assess

The AIM

Method

35

Using DISC at Work - ASSESS

Identify

Manage

AssessASSESS THE

SITUATION

- Emergency?

- The request

- Abilities needed

- When to respond

36

Using DISC at Work - IDENTIFY

Identify

Manage

Assess

IDENTIFY THE

PERSON’S NEEDS

- Maturity level

- DISC Style

- Fit with other work

and needs

37

Using DISC at Work - MANAGE

Identify

Manage

Assess

MANAGE THE

SITUATION

- Decide strategy

- Communicate

- Follow-through

- Follow-up

- Feedback/Feedforward

38

Case Example

Identify

Manage

Assess

Beth is a very positive regional director

who can communicate and sell her ideas

well. She is very ambitious and wants her

region to be the best and largest. Beth

always gets excited about the sales

meetings and likes to attend different sales

training courses. She tends to create overly

optimistic budgets that she is unable to

attain. She also has a few unproductive

salespeople that she has not fired and

often procrastinates with other difficult

decisions as well.

39

D i

C S

Applying DiSC®

Put a reminder in your

phone to keep it alive

after the program.

Two things you want

to do more of.

Two things you want

to do less of.

40

Everything DiSC Workplace®

Thank You!

15 Minute Break

Shaking the Risk Tree: Mitigate Your Risk FirstPRESENTED BY GREG FEARY

CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL

Are You Regulated?


DOT Regulations of CouriersQ: Are couriers regulated as “motor carriers” under

federal and/or state laws?

A: Yes – federal, state and possibly both


IntrastateStates that continue to regulate motor carriage after ICC Termination Act –effective 1/1/1996

Alabama

Arkansas

California

Georgia (only over 10,000 lbs)

Illinois

Indiana (unless interstate authorized)

Iowa

Kansas (only over 10,000 lbs)

Kentucky

Michigan

Minnesota

Mississippi

Missouri (unless 6,000 lbs or less)

New Mexico

New York

Ohio

Oklahoma

Oregon

Pennsylvania

Rhode Island

South Carolina

Tennessee (no if interstate authorized and

no under 20,000 lbs)

Texas (unless 26,000 lbs or less)

Virginia (unless 10,000 lbs or less)

Wisconsin

Wyoming


InterstateThe Federal Motor Carrier Safety Administration (“FMCSA”) per 49 U.S.C. 13501 and 13102 includes couriers in its broad definition of motor carrier

Q: Are you interstate?

A: Yes if either1. Vehicles cross state lines to deliver

OR2. Do not cross state lines but the packages in the vehicle are deemed a continuation

of an out-of-state movement• Storage in a warehouse does not necessarily terminate interstate nature• But change in nature of goods will change nature!


Interstateo US DOT# - identifies the motor carrier for purposes of safety

regulation

o MC# - is the motor carrier “license” or authority designation

o They are inextricable at the federal level

o Yet, operating vehicles of 10,000 lbs and less for “for-hire” MCs no safety regulations apply [PA has some safety regulations for smaller vehicles in intrastate operation]

o Operating vehicles above 10,000 lbs to 26,000 lbs require application of most safety regulations but no CDL is required!


Federal Leasing Regulations


The Federal Leasing Regulations –Your IC Agreement• The carrier must have “exclusive possession, control, and

use of the [vehicle] equipment” for the term of the lease

• Compensation must be “clearly stated” on “the face of the lease or in an addendum” to the lease – addendum must be signed by both parties

• Compensation must be paid within 15 days of contractors’ submission of “log books” (N/A) and “documents necessary … to secure payment from the shipper”


The Federal Leasing Regulations• If compensation is based on split of revenue, carrier must

give, at settlement (or before), a “rated freight bill” or the information that would ordinarily appear on one

• All items and services to be paid in advance by carrier and charged-back to contractor must be “clearly specif[ied]”

• Carrier cannot require the purchase of any item or service from it or through it as a condition of entering the lease


The Federal Leasing Regulations• Carrier must disclose details of facilitated insurance

policies via a “certificate of insurance” (i.e., limit, deductible)

• Security deposits or “escrow funds” are subject to detailed reporting, handling, and interest-payment rules, and must be returned to the contract within 45 days of termination

• Carriers are on the hook for “agents’” [example master contractor] FLR violations (i.e., a fleet operator whose ICOA with driver is noncompliant)


The Federal Leasing Regulations• All terms that must be included in the lease must be

“adhered to and performed” by the carrier


530 Safe Harbor


Federal LegislationIRS Safe Harbor 530 FICA & FUTA

Existing Favorable Law: IRS Safe Harbor Provision (Section 530 of the Revenue Act of 1978)

Provides safe harbor provisions for motor carriers classifying drivers as independent contractors. IRS cannot reclassify O/Os as employees where the motor carrier:

◦ Consistently treated O/Os as contractors;

◦ Filed all required forms (such as Form 1099);

◦ And could show one of the following three bases for classifying the worker as an independent contractor:

1. Judicial precedent

2. Past IRS audit

3. Industry practice


Federal LegislationIf 530 Safe Harbor is asserted and legally recognizedA. No reclassification past, present future for FICA & FUTA

B. No tax penalty or interest assessment

Be careful with Prong A – substantive consistency


Dynamex


The Bottom Line:

What makes this case important?Implements a new, more stringent test in California for purposes of IWC wage orders

The potential ripple effects are significant◦ Other areas of California law

◦ Other states◦ Key limiter – Court uses the paternalistic nature of wage orders to adopt results oriented

test


Primary Areas of California Law Impacted by IC ChallengesWorkers’ Compensation

Unemployment Tax

State wage and hour laws◦ Wage order No. 9

State tax laws

Special state laws◦ Cal. Labor Code § 2802


What is Wage Order No. 9?California Industrial Welfare Commission (IWC) wage order No. 9

Sets requirements for minimum wage and meal and rest break payments in the transportation industryWhether paid on time,

piece rate, commission, or other basis

Excludes: Administrative, executive, and professional workers


Two Tests of IC Status at IssueBorello TestVersion of economic realities/multi-factor test used to determine employment status in California

1. Primary factor is right to control worker both as to work done and the manner and means in which it is performed

2. Right to discharge at will, without cause

3. Is work part of regular business of employer

4. Length of time services performed

5. Degree of permanence of relationship

6. Distinct occupation or business

7. Who supplies the instruments, tools, and place to perform work

8. Investment in equipment or materials

9. Special skill required

10. Opportunity for profit or loss

11. Is the work typically self-supervised

12. Method of payment; and

13. Whether parties believe creating IC relationship.


Two Tests of IC Status at IssueABC Test: In order to be an IC –

A. Worker is free from putative employer’s control;

B. Services are not in the normal course, occupation, trade, business or profession of putative employer’s business; and

C. Workers are customarily engaged in independently established trade or profession


Can We Distinguish Dynamex in Future Cases?

Some limiting elements:

Applies only to defined class◦ Single drivers

◦ No work for another company or for personal customers

Must define to exclude “genuine” independent contractors such as electricians or plumbers◦ Refer to “suffer or permit to work” standard as a “term of art”

FLSA test may be less likely to find employment status than the 2015 US DOL Wage & Hour Administrator’s Interpretation suggested


Impact on FAAAA Preemption ArgumentMassachusetts-like argument?◦ “Dynamex effectively makes it impossible to show owner-operators are ICs

and, therefore, it impermissibly impacts a price, route, or service.”

◦ Effectively requires concession that an owner-operator cannot satisfy the ABC Test

Only necessary to state that were the test applied as Plaintiffs argue, then FAAAA preemption would be necessary


63

States Using ABC TestWith Partisan Legislature Composition (2016 Election)

ABC Test – Unemployment TaxABC Test – Wage and Hour Laws Modified ABC Test –

Unemployment TaxModified ABC Test –

Workers CompensationDemocrat Republican Unicameral Split

WA

OR

CA

NV

ID

MT

WY

COUT

AZNM

ND

SD

NE

KS

OK

TX

MN

IA

MO

AR

LA

WI

IL

MI

MI

INOH

NY

ME

PA

WVVA

NH

NCKY

TN

MS ALGA

SC

FL

MD

CT

NJ

DE

RI

MA

VT

Practical Response:IC model not necessarily infeasible

Remove target by paying compensation compliant with wage order No. 9◦ Accessorial pay for non-driving activities ◦ Rest Break pay based on average daily/hourly rates◦ Minimize deductions

Do fleet contractors and business entities move the needle?

Is federal preemption argument now more compelling?

Examine feasibility of Settlement Carrier Model


Changing the Paradigm –Using Employment Characteristics


Changing the ParadigmReverse ConversionFromIndependent Contractor to EmployeeA. Delineate clear operational/customer service basis for change

• More expedited service

• Uniform & ID

• More regular origin and destination with no route choice

• Routine periodic dispatch intervention in a delivery date required

• High touch delivery protocol, driver and package security requirements

• Compensation is flat and rarely or never changes

B. Company provides the business vehicle


What Transportation Companies Need to Know About “Captives”


1: Captive Transportation Model“The Optimum Ingredients”

o Rising insurance prices and/or shrinking insurance market

o Loss sensitive insurance policy arrangement

o Insured has◦ Third-party risk ventures, or

◦ Multi-layered corporate structure, or

◦ Flexibility in ownership of captive

o Loss history justifies cost


2: Types of Captiveso Single Parent (“Pure”) – insures owner

o Association – insures members

o Industry – insures owners in same industry

o Group – insures multiple owners

o Rent-a-Captive – insures those who participate for a fee without the requirement of up front capital

o Segregated Cell – public law twist on group captive/rent-a-captive


3: Captive Advantageso Selectivity of/by Participants

o Access to wholesale reinsurance

o Loss control

o Investment income

o Profits retained

o Split costs in Rent-a-Captive

o Lower overhead costs

o Obtain unavailable coverage

o Stabilization of insurance costs over an extended period of time

o Profit from insurance programs


4: Captive Disadvantageso Not favored by IRS and often deemed simply transferring money (i.e.

premiums) from the Parent’s bank to the subsidiary of affiliate’s (captive insurer) bank – therefore possibly no tax deduction for premium payment

o Without loss sensitive culture it can be a costly insurance structure

o Loss sensitivity decreases frequency of losses over time but also has a cost

o Safety and security must be trained and retrained at a cost

o Safety mechanisms have a cost

o Personnel are a transient resource requiring constant vetting and constant reinvestment


Using Start-Up

Mentality

to Re-energize

Your Company

Eric DonaldsonChief Business Development Officer

Chief Business Development Officer, Dispatch Science.A start-up and developer of state-of-the-art Delivery Management Software.

President, Knomatic, Transportation Division We redefined the way companies extend mobile data and workflow management to their workforce.

President, Hot Shot Delivery , 2004 to 2016 We created a nationwide carrier network which managed same-day deliveries in over 28 markets. Also offered “Less than a Truck Load” (LTL) and “Truck Load” (TL) delivery.

ERIC DONALDSON

Founder, Texas Courier & Logistics Association

WHY ARE WE HERE?

Using start-up

Mentality to

Re-energize

your Company

Session objectives

What will you gain?

• Path to learning• Ideas toward growth• Mitigate stagnation• Overcome burnout• Ideas to motivate staff• Diversification strategies

How do you harness the energy

and differentiate yourself?

Start-up

Mentality Can

Solve these

Challenges

What are the characteristics of a

start-up?

You are a sales organization with an, « intense customer obsession »

– quote by Jeff Bezos

Start-ups are Not Necessarily New

Hot Shot Delivery was 20 years

old when I joined.

• We were a local, messenger

service

• With ZERO Cargo Vans in our

fleet.

• We were old school, small

package & envelope delivery.

But we had a vision.

A vision for ... A New Vertical

“Hands and Eyes” program in the server

farm game.

• We wanted to store parts,

• Get paid for storing them,

• And get paid to deliver them…

Installing them was a HUGE BONUS!

Installation is big business for

lots of things now.

• Rebrand Opportunity

• Opening New Markets

• Brand New Business (Disrupters)

A vision for ... A New Vertical

BE YOUR OWN INCUBATOR!

How many of you

have ever had a key

person, driver or

employee leave and

start a competing

business?

What if you had a platform where you could seed and support that entrepreneurial spirit and own your own competitor?

WHY…WHY ?

Organizationsthat thrive all know why they do what they do.

“Why do you get out of bed in the morning”?

o Cause o Purposeo Belief

NOT A RESULT.

Simon Sinek

Drivers? Uber, rating system, pushes user experience goals for clean vehicle & ridesCustomer? Rewards, frequent shipper, Birthday recognition, hand written notes.

Employee? Are they just taking delivery orders and dispatching boxes, or are they saving lives? Do they have an opportunity to share in the overall successes of the business? Bill Factor “millionaires”

What is your narrative to the different actors in your organization?

Branding and Ambassadors

Employees have a passion that drives their companies to make the world a better place.

Fun & Engaging

Incorporate gamification & rewards into your day to day.


Employee? Are they just taking delivery orders and dispatching boxes, or are they saving lives? Do they have an opportunity to share in the overall successes of the business? Bill Factor “millionaires”Drivers

Uber rating system, pushes user experience goals for clean vehicle & rides




,Customers

Rewards, frequent shipper, birthday recognition, hand written notes.




Employees

Are they just taking delivery orders and dispatching boxes, or are they saving lives?

Do they have an opportunity to share in the overall success of the business?

Bill Factor’s philosophy; value people time


Start-ups are allergic to inefficient Processes• Technology and innovation to solve problems• Task automation• Touch free transactions• Intense, unyielding focus on user experience

Airbnb, Amazon, DoorDash

Are you still manually handling paper, keying or transferring data?

Are you integrating everywhere there is an opportunity?

It’s a new day…

…how are you going to drive new business?

Leave me your business card & I’ll send you a white paper that elaborates on a lot of the topics I covered today!

Thank you

Metrics: Why They Matter

Question?

What metrics currently define success for your organization?


The Balanced Scorecard (BSC)


The Balanced Scorecard: A Four Perspective Framework

Financial Perspective:

• Profitability, Growth, Cost Reduction

Customer Perspective:

• Price, Service, Quality, Speed

Internal Process Perspective:

• Cycle Time, Productivity, Cost

Organizational Capacity

Perspective:• Human, Information, and Organizational Capital

Source: Kaplan and Norton (1996). The Balanced Scorecard.

The Balanced ScorecardReflects:

◦ Outcomes (Customer and Financial Perspectives)◦ Drivers (Internal Process and Organizational Capacity Perspectives)

Answers four fundamental questions:◦ If we succeed, how will we look to our shareholders?◦ To achieve our vision, how must we look to our customers?◦ To satisfy our customers, what management processes must we excel at?◦ To achieve our vision, how must our organization learn and improve?

Source: Kaplan and Norton (1996). The Balanced Scorecard.

From Intent to Action Clarify The vision to gain understanding and consensus

ShareThe strategy with all members of the organization along with the expectations they will have to meet if the strategy is to succeed

AlignEnterprise, business, and individual objectives and initiatives; establish a review process

LinkRewards to performance measures and performance measures to the strategy

Conduct Periodic performance reviews to learn about and improve strategy

Source: Kaplan and Norton (2007). Using the Scorecard as a Strategic Management System in HBR.

Strategy Mapping

BALANCED SCORECARD INSTITUTE. (N.D.). THE INSTITUTE WAY: SIMPLIFY STRATEGIC PLANNING & MANAGEMENT WITH THE BALANCED SCORECARD. RETRIEVED FEBRUARY 6, 2016, FROM HTTP://BALANCEDSCORECARD.ORG/RESOURCES/ABOUT-THE-BALANCED-SCORECARD

103

Strategy Mapping & The BSC

BALANCED SCORECARD INSTITUTE. (N.D.). RETRIEVED FEBRUARY 6, 2016, FROM HTTP://BALANCEDSCORECARD.ORG/RESOURCES/ABOUT-THE-BALANCED-SCORECARD

104

105

Company Mission: To deliver with speed and accuracy “last-mile” customer shipments.

Company Vision: To revolutionize the approach to transporting goods to the home, office and everything in between.

Perspective Objectives Measures Targets

Financial Cost per mile <$___.__

Revenue per shipment >$___.__

Customer Average time to delivery HH:MM

# of shipments Increase by __%

Internal Processes Average loading time per day

HH:MM

% perfect order rate > ___% accuracy

Average daily % of fleet utilized

> ___% utilized daily

Organizational Capacity

Increase # of staff trained on “XYZ”

>100 staff trained by the end of 2019

Upgrade fleet tracking / order processing system

Completed by end of 2019

Increase workforce

skills

Decrease Loading

Time

Increase order

accuracy

Reduce transport

costs

Increase revenue

Increase % of on-time shipments

Increase # of

shipments

Increase fleet

utilization

Example

Increase net profit

Upgrade fleet/order

system

Trends

SOURCE: CHOE ET AL. THE FUTURE OF FREIGHTHOW NEW TECHNOLOGY AND NEW THINKING CAN TRANSFORM HOW GOODS ARE MOVED

Table Team ActivityGiven the information found in the “trends” and your own understanding of the logistics and delivery industry, create a simple Balanced Scorecard Strategy Map for a fictional business:

• Start by mapping objectives.

• As time allows add in measures and targets.

Team Activity• Designate the following roles: Team Leader; Time Keeper; and

Recorder.

• Time allocation for this Team Activity:

○ Complete development of your organization’s BSC strategy map by ____.

○ Then, __ minutes for a gallery walk with 3 minute brief by each a few teams.

Further LearningRobert S. Kaplan and David P. Norton’s “Using the Balanced Scorecard as a Strategic Management System” in the Harvard Business Review, July-August 2007.

Kaplan and Norton, "Having Trouble with Your Strategy? Then Map It", Harvard Business Review, October, 2000.

Robert S. Kaplan and David P. Norton's Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Harvard Business School Press Chapters, December 2003.



Understanding and Managing Millennials (and others) in the Workforce

T/F Raise your hand if you agreeMillennials are unreliable

Millennials don’t stay in a job long

Millennials don’t listen to others

Millennials are tuned in elsewhere

Millennials are too laid back

Millennials are lazy


GoalsAs a result of this workshop, you will be able to:

Identify characteristics of generations

Identify motivation of generations

Apply techniques to manage millennials in a multi-generational setting


Identify

Manage

Assess

Don’t forget DiSC and AIM



CHARACTERISTICS BABY BOOMERS

(1945-1964)

GEN X-ERS

(1965-1976)

MILLENNIALS

(1977-1994)

GEN Z-ERS

(BORN AFTER

1995)

ASPIRATION Job Security Work-Life

Balance

Freedom and

Flexibility

Security &

Stability

TECHNOLOGY Early Adapters Digital

Immigrants

Digital Natives Mobile Natives

CAREER Organizational Loyal to

Profession

Digital

Entrepreneur

Career

Multitaskers

KEY PRODUCT TV PC Smart phone Nano-

computing

3D Printers

COMMUNICATION Phone Email & SMS SMS & Social

Media

Handheld

Device


Who are the millennials?How do we analyze and understand them?

CLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, ILCLDA ELS SEPTEMBER 27 – 28 EAGLEWOOD RESORT & SPA CHICAGO, IL

• 53% of hiring managers say it’s difficult to find and retain millennials

• 58% of millennials expect to leave their jobs within 3 years

• 55% of hiring managers prioritize hard skills over personality when hiring


From the Bureau of Labor Statistics

1. Create a strong company culture• Want meaning and purpose• Will give their all


2. Provide leadership, guidance, structure• Be mentors, not bosses!• Show what needs to get done, get out of the way! • Don’t micromanage


3. Encourage collaboration• Weekly meetings or brainstorming• Mentor or coach as a team


4. Allow them to be leaders• Trust their abilities and allow them to learn from failure• Projects and more meaningful work• Don’t hold them back• Reverse mentoring


5. Recognize their work• Not trophies, validation• Recognition and reinforcement• Thank you and great job!


Dr. Bob NelsonTODAY’S PRESENTER

• Leading expert on employee recognition

• Appears extensively in the international media regarding how best to

motivate employees

• MBA in organizational behavior from UC Berkeley and PhD in management

• Sold over 5 million books

6. Value their Tech Savviness!• Let them add value to your work• Have them use smart phones and devices at work• Boost performance• Shows trust


7. Help them craft a future that gets them excited

• Career paths and future possibilities• Be transparent, no false hopes• Keep them engaged


8. Offer work-life balance• Want flexibility – flex hours• Want to achieve multiple goals• Remote work opportunities


How to manage Millennials From Managing Millennials for Dummies


WHO’S MANAGING WHERE YOU JIVE WHERE YOU CLASH

Boomer Both Optimists, favor

brainstorming and mission

driven

Work hard differently

Gen Xer Both seek transparency and

honesty

Xers can work alone,

Millennials like check-ins and

teams

Millennials You can be yourself You’re the boss; it’s not just

work and family

(C) 2018 ADVANCE LEARNING GROUP [email protected]

"The best managers are actively interested in their employees, learn about their needs and wants, and give their Millennials immediate in-time feedback and coaching.“ Dianne Crampton


• Processes information faster• Snapchat, Instagram, etc.• Capable of learning themselves


• Born social• 92% have a digital footprint• Shift between work, projects, play


• Create a document at school• Do research on phone or tablet• Take notes on notepad• Finish while watching TV and

facetiming a friend and practicing


• More teens will go into workforce• Finish school or college online• Do not want huge college debt• Comfortable online learning


• Grew up with technology• Hard to go without it• 40% say addicted to their

digital devices


• Act more entrepreneurially• 72% of teens say they will start

a business• More independent work


• More global in their thinking, acting, relating

• Relate more to peers throughout the world than parents or relatives

• Diversity is an expectation

Case StudiesAssess the Situation what’s the need, time, urgency

Identify generation/DiSC who should be involved

Manage the situation communicate, follow-through, follow-up, feedforward


Identify

Manage

Assess

Case Study 1 – The break roomCustomer Service rep (millennial) in the break room

CSR watching TV, playing on his phone, eating snack, apparently oblivious to the CEO

CEO walks in and out

VP hears about it and wants to talk to you

What would you say/do?

What would you want to know?

Be sure to use AIM as you can.


Case Study 2 – Where’s the package? New customer has a special product that must be signed for

New millennial driver trying to get her route done because of evening activity

After supposedly not finding anyone home, decides to leave package next door with another package

What would you do?

What would you want to know?


Case Study 3 – what’s your challenge?Situation

Identify generation

Identify DiSC style

How would you manage?


Thank

You!

Available

for questions

now

or tonight


SimpleLeadership

Success is being and becoming the best at

what I am meant to be and do in life.

What is Leadership?

”Leadership is influencing another to do what really matters.”

Rob Hackbarth

What do followers need to be able to commit their heart

and soul?

Trust &

A Why

How do you lead?

“You can have all the physical abilities in the world, but you still have to know the fundamentals.”

Michael Jordan

Leadership Fundamentals

Integrity

Winning Attitude

Vision

Bias to action

Care

Put others first

Cheer others on

Excellent Communication

Passion

Practice what you preach

Effective Management

Kaizen

Integrity

”We tell the truth, do what is right and honor our commitments.” HDS Values Statement

“Character is what you are in the dark.”Dwight L. Moody

“The two most important days in your life are the day you are born and the day you

find out why”

Mark Twain

“I think I can, I think I can!” the little train that could

“Mondays are great!”Rob Hackbarth

“The best leadership books are not about leadership. They are about

being a better person.”

Rob Hackbarth

Leadership Resources

•Gallup 12 Question Survey

•Catalytic Coaching

•www.mondaysaregreat.com

•Hand outs

http://www.mondaysaregreat.com/

”Leadership is influencing another to do what really matters.”

Rob Hackbarth

Communication

“The most important thing in communication is hearing what isn’t said.” Peter Drucker

“Language is a virus from outer space.”William S. Burroughs

“Any problem, big or small, within a family, always seems to start with bad communication. Someone isn’t listening.”

Emma Thompson

Cheering each other on

Everyone wants to know that they are making a difference . It’s called worthwhile work.

CareThe oldest philosophy around is called The Golden Rule.

“Nobody cares how much you know, until they know how much you care.”

Theodore Roosevelt

Practice what you preach

“Why do you not practice what you preach.”St. Jerome

“It is not any use walking anywhere to preach unless our walking is our preaching.” Francis of Assissi

Walk your talk.

Vision“Leadership is the capacity to translate vision into reality.”

Warren Bennis

“Good leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.”

Jack Welch

“People buy into the leader before they buy into the vision.”John Maxwell

Bias to Action

Nike said ”Just do it.”

“You are not a fan in the stands. You are in the game. Make a play.”

Rob Hackbarth

Leadership is Influence

Leadership is influencing another to do what really matters.

You can become a person of influence by adopting and practicing the fundamentals of leadership. Integrity. Practice what you preach. Winning Attitude. Great Communication. Vision. Passion. Cheer others on. Care. Bias to Action.

Success is achieved by doing what really matters. Getting others to do what really matters is at the core of leadership. It’s called influence.

Share Your Thoughts,Complete the Event Survey!

Step 1: Follow Link in Your Email

Step 2: Complete Survey

Step 3: You’ll Receive a Copy of the Presentations


Ask the Experts!What is Keeping You Awake At Night?

Keeping Young Professionals (Culture, Professional Development, Pay, Benefits)

Driver Retention & Recruitment

Regulatory Issues Impacting Your Business (Tax Reform, Cannabis Legalization, etc)

Responding to Competition (Amazon, Uber and more)


Practicing and Using Feedforward


GoalsAs a result of this session, you will be able to:

Identify the steps of feedforward

Identify a situation you are or will be facing

Use feedforward to get ideas for handling the situation

Share your top 3 ideas from the Summit

Identify the top 3 priorities you will work on when you get back


How much do you like getting feedback?I love it – the more the merrier

Can I have a second opinion?

How about a root canal instead


Why feedforward?Achieve positive change – you can change the future

Focus on what you can do something about

Get ideas from other experts

Ability to make changes

It’s fun!


http://1.bp.blogspot.com/_bDn_Ji3ybcI/S9hBriZoaII/AAAAAAAABGo/faFXgdqKPqU/s1600/future+past.jpg

Feedforward

Positive in nature, pro-active vs. reactive.

Provides a benchmark of where you currently are and where you want to be.

Encourages you to think ahead, what does success look like.

Helps you to be very specific when communicating how others can support you.

Asking for feedback is giving a license to provide feedback, when the individual might otherwise hold back.

It makes not only receiving feedback easier, but giving it as well.


Step 1Choose one behavior you would like to change

E.g. “I would like to exercise more regularly”

“I would like to be a better listener”



Step 2 • During the next 2 minutes, get together with someone new.

• Choose who is A and B. Person A explains a behavior they want to change.

• Ask for feedforward—two suggestions for the future that might help them achieve a positive change in their selected behavior. If participants have worked together in the past, they are not allowed to give ANY feedback about the past. They are only allowed to give ideas for the future.

• Person A takes notes, smiles and says only thank you. No judgements.

• Switch roles. Person B explains their need and Person A gives 1-2 ideas.

• Person B takes notes, smiles and says thank you. No judgments.



Step 3When I say change conversation partner, here’s what you do:

• Shake hands and thank the person you spoke to.

• Meet someone new!

• Do the same thing – ask for their best idea or 2 for your situation.

• Switch. No judgement.

• When you are both done, say thank you and move to a new person.

• We will do this for 15 minutes.

• See how many people you can meet and ideas you can get in that time.



Feedforward Reflection•What did you learn?

•What did you share?

•Was this easy or hard?

•How might you incorporate this at work?



Final discussion Talk with a partner about…

• What situations are still troubling you?What solutions do you want to go back and try?

• What’s your biggest takeaway from this summit?

Be prepared to share with the group


Evaluation and thank youComplete the evaluation on the Summit

Do share feedback and feedforward (recommendations for the future)

Use the tools and ideas you’ve picked up

Plan how you want to share your learning with others at work

Thank you!


Feel free to contact me for slides or any questions you have anytime

Howard Prager

Advance Learning Group

[email protected]

(224) 595-6432


mailto:[email protected]

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