PRESENTS: Mixing Generations in the Workplace Carol Price “Professionally Speaking” [email protected] Phone: (727) 397-9111

PRESENTS: Mixing

Generations

in the Workplace

Carol Price“Professionally Speaking”

www.carolprice.com [email protected]: (727) 397-9111

True purpose of communication……

Senderencodes

Receiver

decodes

CONTENT

Style

Speed

2

Leaders Are

Heard Seen Credible

IQ EQ

PERSONALITY

3

Effective Leaders Develop EQ

1. What is it?

2. Why is it?

3. What does it do?

4. What does it help?

EQ Skill Base (the other kind of smart)

Self Awareness

Self ___________

Social Awareness

____________ Management

4

WHO AM I?

& WHAT’S WRONG WITH THEM?

Notes:

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Gen “Y” 1980-2000

Mature 1909-1945 Boomer 1946-1964

Gen “X” 1965-1979

5

MATURE BOOMER GEN X GEN Y

VALUE SYSTEMS

HEROES

SUCCESS DEFINITIO

NS

COACHING MODEL

6

STRENGTHS / WORK ETHIC

Mature 1909-1945 Boomer 1946-1964 Gen “X” 1965-1979 Gen “Y” 1980-2000

Notes:

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M B

X Y

• Strong work ethic

• Enhanced knowledge

• Discipline

• Loyalty

• Emotional maturity

• Belief in the “greater good”

• Focus and perseverance

• See work as a privilege

• Committed to customer service

• Dedicated

• Good team members

• Optimistic

• Future - oriented

• Experienced and knowledgeable

• Adaptability

• Technological literacy

• Independence

• Creativity

• Willingness to buck the system

• Collective action

• Optimism

• Ability to multi-task

• Technological savvy

• Global world view

• Comfort with diversity

• Goal-and-achievement-orientation

• Belief in volunteerism and service to communities

7

CHALLENGES


M B

X Y

• Reluctant to buck the system and speak up when they disagree

• Uncomfortable with conflict

• Not naturally “budget minded”

• Uncomfortable with conflict

• Reluctant to take a position against peers

• Sometimes put process ahead of results

• Skeptical

• Distrustful of authority

• Less attracted to leadership positions

• Need supervision and structure

• Are inexperienced--particularly in handling “people issues”

• Value time and flexibility so they can maintain work/life balance.

• View changing jobs as a natural process

8

Notes:

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COMMUNICATION PREFERENCES


M B

X Y

• Memos

• Personal notes

• Letters

• Phone calls

• Personal interactions

• Voice Mail

• e-mail

• In person meetings

• Instant messages

• Blogs

• Text messages

• E-mail

9

Notes:

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THEIR MOTIVATION SOURCES


M B

X Y

• Seeing how their actions affect the overall good of the organization

• Respect for their knowledge, experience and insights

• Rewards for their perseverance and work ethic

• Leaders who get them involved and show them how they can make a difference

• Managers who value their opinion, recognize their contributions, and make it clear that the organization needs them

• Giving them the freedom to get the job done on their own schedule

• Allowing them to do it their way

• Having the newest technology available

• Having very few rules

• Being more informal than corporate

• Managers who connect their actions to “their” personal career goals

• The promise of working with other bright, creative people

• Being a company “hero”

• Having adequate time and flexibility to live the life they want

10

Notes:

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COACHING PRINCIPLES


M B

X Y

• Allow input in “Rules of Engagement”

• Match approach to “their experience”

• Let them define quality and fit your approach to that definition

• Use testimonials from the nation’s institutions

• Emphasize that you’ve seen it before

• Don’t highlight uniqueness

• Offer customization--a plan specific to them

• Offer peer level examples

• Spend time providing information and guidance

• Be impressed with their decisions

• Put all the options on the table

• Be prepared to answer “why”

• Present yourself as an information provider

• Use their peers as coaches when possible

• Follow up and meet your commitments

• Help them manage time wisely

• Demonstrate how important a strong team is

• Customize your style to their unique needs

• Emphasize their “victories”

11

Notes:

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MANAGERS AND/OR PEOPLE WHO TURN THEM OFF OR AWAY


M B

X Y

• Are too “touchy-feely”

• Are indecisive and worry about making “unpopular decisions”

• Use profanity and slang

• Are disorganized

• Use management styles that seem “trendy”

• Micromanage

• Don’t walk the talk

• Spend too much time on process and too little on results

• Are flashy

• Are bureaucratic

• Schmooze

• Are cynical and sarcastic

• Who tell them they are very young people

• Who are tech challenged

• Are condescending

• Are inconsistent and disorganized

• Aren’t open to input

• Are bureaucratic

• Send a “my-way-or-the-highway message

• Don’t seem to care about them as people

• Practice “one-upsmanship”

• Are brusque

12

Notes:

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MANAGERS AND/OR PEOPLE THEY LOVE TO WORK FOR


M B

X Y

• Set long term goals

• Spell out clear job expectations

• Manage clearly

• Are logical and fair

• Are consistent in their actions

• Respect others

• Are competent

• Communicate in a straightforward manner

• Are sincere

• Give them a deadline and turn them lose to do it

• Are informal and flexible

• Support training and growth

• Focus on results

• Teach them new things

• Know their personal goals and what they want to achieve

• Are positive

• Coach, support and collaborate

• Are organized and create a reasonable structure

• Are achievement oriented

• Instill a sense of fun and play in the workplace

• Strive for consensus

• Treat them as equals

• Manage democratically

• Use group practice to establish a vision, mission and goals

• Are warm and caring

• Assure them their making a difference through their work

13

Notes:

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DESIRED REWARDS AND RECOGNITION


M B

X Y

• Plaques

• Certificates

• Tangible symbols of loyalty, commitment and service

• Personal appreciation

• Promotion

• Recognition

• Free time

• Continually upgraded resources and other time-savers

• Opportunity for professional development

• Bottom-line results

• Certifications to add to their resumes

• Awards

• Certificates

• Tangible evidence of credibility to strengthen their resumes

14

Notes:

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RETENTION STRATEGIES


M B

X Y

• Use personal touch

• Make face to face contact

• Show respect for their age and experience

• Show them that their experience is viewed as an asset

• Offer lots of work schedule options

• Allow them to work autonomously

• Tap into their adaptability

• Give FAST

frequent

accurate

specific

timely feedback

• Use the power of peers

• Offer flexible options to accommodate family and person life

• Involve them in meaningful volunteer efforts and support the projects they are already involved in

• Use their technological skills to access information quickly and their comfort with diversity

• Invite them to learn interpersonal skills

• Offer flexible work arrangements!

• Provide challenging work

• Offer phased retirement options

• Offer health & wellness programs to foster healthy lifestyles

15

Notes:

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Documents

PRESENTS: Mixing Generations in the Workplace Carol Price “Professionally Speaking” [email protected] Phone: (727) 397-9111