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LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

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LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC
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Page 1: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

Leading Generation Y

Impact Consulting Group, LLC

Page 2: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

Corporate cultures are not keeping pace with changing human systems.

Sir Ken RobinsonAuthor of Out of Our Minds

Page 3: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

Table DiscussionTable Discussion

Corporate cultures are not keeping pace with changing human systems.

• What does this quote mean?• In your group, identify one example to reflect

this.

Page 4: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

Our Purpose Today:Our Purpose Today:

• Take a high level look at societal changes• Discuss organizational culture changes• Explore examples of leadership effectiveness

with Gen Y

Page 5: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

Work vs. LifeWork vs. Life

Veterans (born before 1946) Work!

Baby Boomers(born 1946-1964) Work starts spilling into life

Generation X(born 1965-1981) Life starts spilling into work

Generation Y(born after 1981) Life!

Page 6: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

The Evolution of WorkThe Evolution of Work

• Work/Life balance has shifted to Work/Life flexibility

• Technology enables us to have more options• Face time is not always necessary• Work is something we DO! It is not somewhere

we go.

Page 7: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

Excerpt fromExcerpt fromJeff Joerres, CEO of ManpowerJeff Joerres, CEO of Manpower

• Moving forward, “The individual rules.”• Technology revolutions are significant• Young workers don’t want to be taken care of!• Leaders need to have a contemporary

management mindset• Ask: How do I take my workforce and tie my

business plan to it?

Page 8: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

Organizational Culture ChangesOrganizational Culture Changes

1. Challenge your old paradigms in terms of where and when work gets done.

2. Challenge your paradigms about the place that work should have in a person’s life.

3. Challenge your innate tendency to block Social Media access. Instead, determine how to build it into your business strategy. Develop contemporary social media usage policies.

4. Figure out how to build a culture of trust and of employee commitment.

Page 9: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

Preparing Yourself to Lead Generation YPreparing Yourself to Lead Generation Y

• Get your mind in the right place about them. • Remember what you ultimately want: RESULTS.

Your job is to provide leadership in a way that fosters accountability for results with the inspiration of your workforce. You need to attract them, retain them and get the most out of them.

• Determine how you can accommodate ‘new’ preferences related to where and when work gets done.

• Understand, this does not mean absolving them of responsibility for results.

Page 10: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

• They want too much too fast. • They aren’t loyal. • They don’t want to put in the time.• They’re too attached to their electronics and

social media.• They want flexibility the Boomers worked a

lifetime to ‘earn.’ • They want too much feedback.

The The ““ProblemProblem”” with Generation Y? with Generation Y?

Page 11: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

• What can you do to accept these and respond to them in a more productive manner?

Table DiscussionTable Discussion

Page 12: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

EIGHT STRATEGIES EIGHT STRATEGIES FOR LEADING GENERATION YFOR LEADING GENERATION Y

Page 13: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

Stop It!Stop It!

Stop thinking the worst of them. Reframe your thinking about Generation Y. This is a large population of people. They will all plot on a bell curve for performance and productivity, just like every generation that preceded them. • High Performers – 10%• Mid Performers – 80%• Low Performers – 10%

Page 14: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

Get them off to a great start.Get them off to a great start.

They will respond well to a (90-day) orientation process. When they show up on day one, be ready for them. Make them feel important.

They’re used to this level of organization and direction. Keep in mind…it’s not their fault!

Page 15: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

For example, YOU can define your performance culture:You are looking for high-performing individuals who want to be a part of a high-performing team!

It’s okay to tell young professionals this. It may surprise you to know they want to be a part of something!

Define your expectations at a high level.Define your expectations at a high level.

Page 16: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

Do not lump your individual workers into a big pot and label them. Treat them as individuals. Know what is important to each.

In this conversation, you are also very welcome to share with them what is important to you.

Ask each Gen Y employee Ask each Gen Y employee what he or she is looking for.what he or she is looking for.

Page 17: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

Respond to each Gen Y Respond to each Gen Y employee relative to what he or she is looking for.employee relative to what he or she is looking for.

Be very clear about what the middle ground is. It is conceivable that you will be able to give your Gen Y employees some of what they want, and they will have to give you some of what YOU (or the organization) want.

Page 18: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

Teach context.Teach context.

Examples: When your Gen Y employee asks to be considered for a director role, this is a teaching opportunity, not a criticizing opportunity.

When they walk into a meeting, prepared to work on their computers, text and listen….you can redirect them toward less multi-tasking.

Page 19: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

Affirm them.Affirm them.

The bottom line is this: This generation was raised in a context of high attention and affirmations. They are not prepared to come into your organization and be ignored or de-valued.

Page 20: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

While we have a measured concentration on leading employees in a way that helps them feel inspired and fulfilled at work, it is not meant to be at the expense of results.

Hold them accountable for results.Hold them accountable for results.

Page 21: LIVING AS A LEADER Leading Generation Y Impact Consulting Group, LLC.

LIVING AS A LEADER

Your AhaYour Aha

• What ONE thing did you learn today that will be helpful for you moving forward?


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