SW 2013 Inspiring Aspiring Staff - Ellen W

7/27/2019 SW 2013 Inspiring Aspiring Staff - Ellen W.

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* Practically speaking, retaining good staff goes a long way toincreasing program effectiveness and keeping costs down. Agreat staff person needs to be inspired as they aspire to

grow, learn and take on more responsibility in yourorganization. In this workshop we will examine several key

activities executive directors, senior leaders and staff needto cultivate a leadership pipeline ESPECIALLY with staff inearly their career continuum (e.g., millennial/Gen Y) as well

as Gen X-ers, and Baby-Boomers.



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Here’s what we’ll learn about…

1. Learn about practices that create a leadership pipeline intheir organization

2. Examine characteristics of different generations, particularlymillennials/Gen Y, to understand their needs, attributes, andorganizational expectations

3. Examine what they are doing to develop a leadershippipeline and craft practical activities in the form of a plan to

begin this important organizational development tool



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Turn to a partner-

* Who are great staff in your organization?* What are their behaviors?

* What skills do they have that make them great?

* Of these characteristics and skills, which ones fallunder developing “leadership?”

Create a group of 4

* How do you build these skills and characteristics?

* Is it the same way for everyone?

* What are some of the ways staff are different inbuilding these skills?



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One way to generalize about people in the workplace can begenerationally…

* Millennial/Gen Y – born: 1982-2000; age: 13-31

* Gen X – born: 1965-1981; age: 31-49

* Baby Boomers – born: 1946-1964, age: 49-67

* Great Generation/Traditionalists- born: 1902-1945; age

67 to 90



* 1. Create small groups2. Go to easel paper w/ a label on it

3. Task:

* What history informs this generation?

* What are some characteristics that they could adopt as a result of

this history?

* What else do you know about their characteristics in the workplace?



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* Born: 1946-1964, age: 49-67

* 78.3 million

* Segregation was real

* Tech adopters; varying level of connection and

ability to update

* Fairly religious/spiritual, or radical 1960s influenced



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* Born: 1965-1981; age: 31-49

* 62 million

* Learned about diversity and difference

* Tech informed and involved

* Self reliant, adaptable, cynical, distrusts

authority, resourceful



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* Born: 1982-2000; age: 13-31

* 92 million currently coming of age

* Most ethnically and racially diverse

* Global citizens

* Politically progressive/tolerant (e.g., gay marriage,immigration views, racial/gender equity, etc.)

* Solution centered environment

* Social connectivity

* Inclined to trust institutions more than previousgenerations

* Self organized

* Open and transparent

* Can be thought of as entitled, optimistic, civic-minded,close parent involvement, impatient,



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1. Inquisitor

2. Content

Consumer

3. Activist

4. Peer

Agents

DiscoveryPhase

Engagement



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* Involve them, don’t ignore!!!

* Tap their passions

* Embrace and engage technology in your thinking,programming, speaking, AND ask for ideas

* Use their peer networks and influence – but don’t do one-fers. Create compelling engagement with peer networks

* Let them talk, be the spokesperson, trust with parameters

* If not, ask forgiveness, instead of permission



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* Be clear about what performance looks like for everyone’s job

* Have staff assess their position description vs. the skills neededto do what they need to do

* Be honest and tell staff how they are doing

* Probe about operations, people, programs, evaluation &

financial issues to stay on top of them and address them

* Recognize that “work” and “life” do come together

* Succession planning and managing in a transparent, inclusiveprocess vs. secretive, paternalistic

* If you don’t – you’ll be compared by your millennial staff tothose who do- the NEW peer influence



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* Job rotation

* Special assignments

* Coaching &/or mentoring

* Recognition is ongoing,quarterly, & annually

* Flexible job development

* USE Action learning activities (DTF takes on a strategic orpressing issue)

* Employee use of social media to do their work, yep!!

* Assign partnership responsibilities or joint ventures or internalenterprise development

* Provide cross-functional development opportunities* Succession management



* Ellen Winiarczyk, President

Win-ar-zic & Associates

303-808-8062 mobile

[email protected]



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Conger, J.A., & Fulmer, R. M. (2003). Developing

a leadership pipeline. Boston, MA: HarvardBusiness Review

Saratovsky, K. D., & Feldmann, D. (2013). Cause

for change: The why and how of nonprofit

millennial engagement. San Francisco: JohnWiley & Sons, Inc.

Documents

SW 2013 Inspiring Aspiring Staff - Ellen W