Women at work(2.18.11)updated

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Soar through meetings with diverse participants. Using this information you can

Generational personalities in the Workplace:

RESPECT AGE & YOUTH for success in the workplace!

• Inspire and Decide like an Eagle• Influence like a Peacock• Be a Team Player like a Dove• Problem Solve like an Owl


Interaction with Different Personalities in the Work Place

Recognizing the general characteristics of people and using bird profiles in tandem with generational differences for effective communication.


What is the BIRD Theory?


The 4 Bird Personalities at Work and How to Identify

each.


THE EAGLE

Inspire and Decide like an Eagle

DISC “Red or also known as the High D” = The Dominant Bird Eagle.


The Peacock

DISC “Yellow or also known as the High I” = The Influential Bird Peacock.

Influence like a Peacock


The Dove

DISC “Green or also known as the High S” = The Steady Bird Dove

Be a Team Player like a Dove


The Owl

DISC “Blue or also known as the High D” = The Conscientious Bird Owl

Problem Solve like an Owl


Now that you know the Bird Theory

How Do You Define “Generations in the Work

Place?”


How to Play Nicely in the sand box with everyone else!


Traditionalists (Matures) Born Prior to 1946

Baby Boomers Born 1946-1964

Generation X Born 1965-1981

Generation Y (Millennials) Born 1982-1995

Generation Z Born 1996- 2009

5 Generations in the Work Place


Traditionalists(Matures)

Born Prior to 1946


TRADITIONALISTS PRINCIPLES

• Responsibility• Trustworthy and Loyal• Respect for Authority• Disciplined• Conformers• Conservative and Not Risk Takers• Frugal and Good Savers• Independent Thinkers


TRADITIONALISTS INTERACTIONS

• Enjoys Privacy• Face to Face Communication Preferred• Responds to Logic• Focuses on The Spoken Word• Functions Well in Traditional Settings• Support your Data• Etiquette Matters


TRADITIONALISTS LEADERSHIP

• Leadership style – Directive • Authoritative• Chain of Command Followed• Results driven • Great Helpers and Supporters• Lead by “Do As I Say”


TRADITIONALISTS PROFESSION

• Strong Work Ethic• Career Defines Who They Are• Work Considered Obligation as Adult• Duty Before Pleasure• Respect for the Rules• Short-term Sacrifices for Rewards


TRADITIONALISTS SUPERVISION

• Value Their Experience• Use Them in Mentor Programs• Knowledgeable• Job Skills Enhancement• Provide Stability and Security • Don’t Waste Their Time


TRADITIONALISTS ACKNOWLEDGEMENT &

APPRECIATION

• Satisfaction is a “Job Well Done”• Requires Little Feedback• Understands Goal Setting• Prefers Formal Recognition • Prefers Personal Rewards


Baby Boomers

Born 1946-1964


BABY BOOMERS PRINCIPLES

• Own a home• Workaholics• Nostalgic• Independent• Consensus building• Practical idealists


BABY BOOMERS INTERACTIONS

• Direct• Adult Learners• Storytellers• Optimistic


BABY BOOMERSLEADERSHIP

• Trust yet verify• Visionary• Comfortable giving feedback

to others


BABY BOOMERS PROFESSION

• Work is the “Identity”• Competition is good.• “What do you do?”• Value Learning


BABY BOOMERS SUPERVISION

• How to manage a Baby Boomer: Use feedback and documentation• Respect, respect, respect.


BABY BOOMERS ACKNOWLEDGEMENT &

APPRECIATION

• Praise in public• Discipline in private• Don’t take Credit for their hard work


Generation X

Born 1965-1981


GENERATION X PRINCIPLES

• Entrepreneurial Spirit• Loyalty• Independence and Creativity• Information• Feedback• Quality of Work Life


GENERATION X INTERACTIONS

• Use email as a primary communication• Talk in short sound bites• Ask them for their feedback • Share information on a regular basis• Use an informal communication style


GENERATION X LEADERSHIP

• Prefer management styles that promote honesty and integrity• Learning opportunities & creative challenges• Prefer feedback & recognition with rewards• First leaders in real global interconnected market place


GENERATION X PROFESSION

• Job security is a myth• Viewed as being less driven in work habits• Value taking care of themselves and families• Leverage time, talents, skills and energy• 85% care about the future of their organization• 83% are willing to go above and beyond for their organization


GENERATION X SUPERVISION

• Flexible work arrangements• Opportunities to learn new skills • Career development opportunities• Compensation that reflects contribution


GENERATION X ACKNOWLEDGEMENT &

APPRECIATION

• Meaningful, personal communication • Prefer a lot of positive feedback• Huge emphasis on work/life balance• Define rewards and recognition


Generation Y (Nexters)

Born 1982-1995


Generation Y (Nexters)

PRINCIPLES• Optimistic• Confident• Social• Flexible


Generation Y (Nexters)INTERACTIONS

• Cell phones (texting)• Internet (email, MySpace, Facebook, etc)• Praise


Generation Y (Nexters) LEADERSHIP

• Will not accept “my way or the highway” approach• Always looking for the Faster more efficient way to do things


Generation Y (Nexters) PROFESSION

• Thrive in fast-paced “High Tech” environment• Sense of entitlement• Needs constant positive reinforcement


Generation Y (Millennials) SUPERVISION


Generation Y (Nexters) ACKNOWLEDGEMENT &

APPRECIATION

• Motivated by money• Needs defined goals• Praise• Rewards


Generation Z

Born 1996-2009


Generation ZPrinciples

• Individualistic• Multi-Taskers• Creative• Socially Aware• Green


Generation ZInteractions

• Smart phones• Instant Message• Text Messages• Social Networking


Generation ZLeadership

Small Projects / Single TasksSame Level as Senior Employees

• Closer Management• Feel on Same Level as Senior Employees• Large Projects with Single Tasks • Advisors


Generation ZProfession

• Works best in a fast paced environment• Consumer oriented• Very ambitious• Expects instant results


Generation ZSUPERVISION

• Expect constant feedback

• Need constant stimulation

• Smaller projects

• Variety of tasks assigned


Generation ZAKNOWLEDGEMENT &

APPEICIATION

• Incentives and bonuses• Constant Feedback• Positive feedback


• Managers influence overall motivation as much as any organizational policy does

• Lead by example• Recognize individual differences• Match people to jobs• Tailor rewards to individuals• Link reward directly to performance or goal• Check for fairness and equity among performers• Practice open communication• Allow for individual differences but recognize performance and achievement

Roles of A Leader


Generational Similarities• Career Development• Recognition – Feedback on Performance• Management - Interested in What They Are Doing• Make a Significant Impact on the Business• Flexibility of Reward & Recognition • Want to be Communicated To• Feel They Belong and Are Connected• Contributing to the Company Success• Most Will Participate on Teams to Define Program


Universal Needs in the Work PlaceDrive to Acquire – Be Promoted & Get Corner Office

Drive to Bond – Feel Proud to be Part of the Organization Drive to Comprehend – Desire to Make MeaningfulContribution with Challenging Job for GrowthDrive to Defend – Leads to Feelings of Security and CConfidenceDrive to Globalism – Desire to work in a virtual work environment


Questions?

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Women at work(2.18.11)updated

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