LearningObjec-ve: · LearningObjec-ve:!! Atthe!end!of!this!presentaon,!you!will!have!an! extended!awareness!of!how!subconscious! generaonal!values!can!serve!as!barriers!to!

Learning Objec-ve:

At the end of this presenta/on, you will have an extended awareness of how subconscious genera/onal values can serve as barriers to

effec/ve management-‐employee rela/onships.

7/5/2014 Created by LisaMarie Adorno and Transcendere Consultancy

ü  Define “values” and how they drive our behaviors. ü  Understand how we fall into different value orienta/ons and how we

evaluate others based on whether they exhibit behaviors similar to ours.

ü  Iden/fy genera/onal differences and the values associated with those genera/ons.

The Invisible Culture: Values


“Values are deeply held ideas of what is “right”.

v They are the invisible cultural of a person or a group.

v They are developed very early in life and, as such are oQen unconscious.

v They direct our behaviors and the way we evaluate others’ behaviors.”

•  Central shoulds’ and oughts’

•  Develop early in life

and remain fairly stable

•  Drive our behavior •  Control our

percep/on of other’s behavior


Orienta-on to Time: Is your tendency to be guided by the past, the present or the future? Past Present Future Orienta-on to Ac-vi-es: If it is your first choice, which would you navigate towards? Task Rela/onship Formal Informal Tradi/on Modify Change Orienta-on to Rela-onships: How do you tend to be? Harmony first Key Issues Resolved All issues resolved Individual One – to – One Group Equality Status is earned Status is given


Genera/ons

•  Tradi/onalists •  Baby Boomers •  Genera/on X •  Genera/on Y or “Nexters” 7/5/2014 Created by LisaMarie Adorno and

Transcendere Consultancy

•  Tradi/onalists, War babies or Veterans

Born from 1922-‐1943. Currently between 70 and 90 years old. Tradi/onalist’s values are influenced by the experiences of their parents whose values go back to the 1800’s. This

genera/on experienced the Great Depression and World War II, both which shaped how they view the world.

Their Values:

•  Formality: Whether wri0en or in oral communica4ons a formal communica4on style preferred

•  Authority and Ins4tu4onal leadership: Tradi4onalists have a great deal of respect for authority. They also prefer a top-‐down approach to management

•  Things: This group loves their stuff. Some may call them pack rats but others would argue they remember the depression and going without.

•  Privacy: They are private and silent. Don’t expect them to share their inner thoughts.

•  Hard Work: They believe in paying their dues, and become irritated when they perceive others are was4ng their 4me. Members of this genera4on oKen feel that their careers iden4fy who they are.

•  Trust: A tradi4onalists word is his/her bond


Baby Boomers~ The Baby Boomers make up the largest percentage of the popula/on today. Boomers are

currently between the ages of 48-‐65 (born between 1944-‐1964). This group is also called the “Nu-‐agers”. They did not go through economically difficult /mes as their parents did.

•  Teamwork: They embrace a team based approach to business; they are eager to get rid of the command and control style of their Tradi4onalist predecessors

•  An4-‐ Rules and Regula4ons: They don’t appreciate rules for the sake of having rules and they will challenge the system

•  Inclusion: This genera4on will accept people on an equal basis as long as they can perform to their standards

•  Will fight for a Cause: While they don’t like problems, if you give them a cause they will fight for it.

•  Change: Boomers thrive for possibili4es and constant change

•  Hard work: Boomers started the “workaholic” trend. The difference between tradi4onalists and boomers is that boomers value hard work because they view it as necessary for moving to the next level, while tradi4onalists work hard because they feel it is the right thing to do.


Genera/on Xer’s They are people in the 36-‐47 age group (born between 1965-‐1981), and some/mes known as the syn-‐tech genera/on. This genera/on is both economically conserva/ve, remembering double-‐digit infla/on and the stress of their parents faced during /mes of on and off unemployment.

Entrepreneurial spirit: Xer’s believe in inves4ng in their own development rather the in their organiza4ons. Independence and Crea4vity: Xer’s have clear goals and prefer managing their own 4me and solving their own problems rather then having them managed by a supervisor. Fun and Informal in their disposi4on Informa4on: They value access to informa4on and love plenty of it. Quality of work-‐life balance: This genera4on works hard but they would rather find quicker more efficient ways of working for more 4me for fun. While boomers are working hard to move up the ladder, Xer’s are working hard so they can have more 4me to balance work and live responsibili4es. They could care less about advancement but more about outcomes.

Feedback: This group needs con4nuous feedback and they use the feedback to adapt to new situa4ons. This genera4on is flexible


Posi4ve reinforcement: Members of this cyber genera4on value posi4ve reinforcement at accelerated rates compared to older genera4ons. A0en4on seekers, confident, but need to be no4ced Work Ethic: Goal oriented, looking for meaningful work, collabora4on Autonomy: This group wants more input into how they are working and the independence to do it. Posi4ve a\tudes: This group grew up during tranquil 4mes and as a result, have a very op4mis4c outlook on life in general. Diversity: This group grew up with more diversity then their predecessors. They were exposed and introduced to it through the social networking, and cyber-‐world.

Nexter’s or Genera/on Y

They are between 18-‐35 years old (born 1982-‐1993). Gen Y represents people who have grown up during the high tech revolu/on. They have never seen life without computers, high-‐speed video games or cell

phones.

Money: This group is used to making and spending money Compe44ve: They thrive on compe44on to succeed Technology: Technology is valued and is used as a tool for mul4-‐tasking


In Summary •  The informa/on provided today should help managers think about the behaviors

from someone else's perspec/ve and generate alterna/ve explana/ons that hopefully will flex their own response.

•  Through understanding behaviors that are manifested through our values, we can minimize misconcep/ons or judgments and manage our teams more effec/vely.


Suppor-ve Behaviors & Tips for communica-ng with Baby boomers… • Boomers are the “show me” genera/on, so your body language is important when communica/ng, they tend to be more visual learners and workers. • Speak in an open, direct style, but avoid controlling language. • Answer ques/ons thoroughly and expect to be pressed for the details • Present op/ons to demonstrate flexibility in your thinking.

Suppor-ve Behaviors and Tips for communica-ng with Tradi-onalist… • By nature tradi/onalists are private, the “silent genera/on”. Don’t expect them to share their thoughts immediately. • For tradi/onalists a managers word is his/her bond, so it is important to focus on words rather than body language or inferences • Face to face or wriren communica/on is preferred • Don’t waste their /me or let them feel as though their /me is being wasted.

Suppor-ve Behaviors and Tips for communica-ng with Genera-on Xer’s… • Use email as a primary communica/on tool • Talk in short sound bites to keep their aren/on • Ask them for their feedback and provide them with regular feedback • Share informa/on with them on a regular basis and strive to keep them in the loop. • Use an informal communica/on style. Allow for work/life balance

Suppor-ve Behaviors and Tips for communica-ng with Genera-on Y… • Use ac/on words and challenge them at every opportunity • They will resent it if you speak down to them • Seek their feedback constantly and provide them with regular feedback • Use humor and create a fun working environment. Don’t take yourself too seriously. • Encourage them to take risks and allow for them to bend the rules so that they can explore new ways of learning and working.

Managing the Genera/onal mix


Documents

LearningObjec-ve: · LearningObjec-ve:!! Atthe!end!of!this!presentaon,!you!will!have!an! extended!awareness!of!how!subconscious! generaonal!values!can!serve!as!barriers!to!