Leadership: The Next Generation

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LeadershipThe Next Generation

• Lisa Campbell, BS, Lead Coordinator
• Kids Place Child Care, St. Louis Park Community
  Education
• campbell.lisa_at_slpschools.org
• Mary OBrien, BA, MEd, LPE, Manager
• Youth Fam. Srvcs. Programs, St. Louis Park
  Community Education
• obrien.mary_at_slpschools.org

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Welcome from Luke and Obi-Wan

• Managing vs. Leading
• Popular misconceptions
• A birds eye view of mentoring
• Facets of leadership development
• Using intergenerational strategies
• Strengths based leadershipand followership
• Building and using your own light sabres

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Why Obi-Wan needs to mentor Luke

• By 2010, 17 percent, or 26.6 million workers will
  be 55 or older.
• By 2015, nearly one in five workers will be 55 or
  older.
• During that time, the number of younger workers,
  those aged 25-44, will actually decrease.
• AARP, February, 2002

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Questions for Obi-Wanto Consider

• What are your organizations demographics (age,
  gender, position, years in position and
  anniversary date)?
• What are your organizations retirement policies?
  Is early retirement encouraged or discouraged?
• What mechanisms and programs must be put in place
  now to capture key competencies and critical work
  knowledge of employees who will be retiring?
• Demographic trends show that you may be faced
  with large groups of both very young workers and
  very old workers. Will these two groups have
  different learning needs? Are you prepared to
  customize your current programs?

• What is the gender breakdown by position? Do
  specific positions have gender imbalance? Are
  there programs to correct these imbalances?
• Will your organization need to increase its
  reliance on new immigrants?
• Is your organization positioned to meet the need
  of the over-65 customer segment? How will this
  change your business? What new skills and
  competencies will this change require?
• LAllier, James and Kenneth Kolosh. 2005. Chief
  Leading Officer, Preparing for Baby Boomer
  Retirement

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Leadership

• A leader is best
• When people barely know
• he exists,
• Not so good when people obey and acclaim him,
  
• Worse when people despise him. But of a good
  leader, who talks little,
• When his work is done, his aim fulfilled,
• They will say
• We did it ourselves.
• --Lao-tzu

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Managing and Leading

• Manage
• Handle day to day vision
• Supervise work(ers)
• Maintain
• Status Quo
• Power Over
• Control

• Lead
• Inspire future vision
• Share and challenge others
• Help fulfill potential
• Living systems
• Power with
• Motivate

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Popular Misconceptions

• Leadership by position
• Leadership is more important than management
• Leaders are always at the top
• Followers share their leaders vision
• Followers understand and embrace their
  organizations mission/purpose
• Followers goals are in alignment with the
  organizations

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Leadership and Mentoring
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Facets of Leadership Development
Developmental Experiences
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Assessment

• Formal and informal processes for receiving data
  about yourself
• Feedback providers
• Sounding boards
• Comparison points
• Feedback interpreters

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Challenge and Support

• Dialogue partners
• Assignment brokers
• Accountants
• Role models
• Counselors
• Cheerleaders
• Companions
• McCauley and Douglas. 2003. Developmental
  relationships in The Center for Creative
  Leadership Handbook of Leadership Development

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The Development Process? Variety of
developmental experiences ? Leader
Development ? Ability to learn ? Leader
Development Organizational Context The
Center for Creative Leadership Handbook of
Leadership Development, 2003.
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Teaching and Learning

• Confronting problem employees
• Effective human resource management
• Inspiring commitment
• Providing effective feedback
• Encouraging employee development

• Assessment, selection and development of
  employees
• Developing and empowering
• Effective delegation
• Motivation through recognition and reward
• Empowering

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What about challenges?

• Understanding hardships
• Mistakes and failures
• Career setbacks
• Personal trauma
• Problem employees
• Downsizing
• Challenges provide the opportunity to develop
  resilience
• What can be learned
• Self-knowledge
• Sensitivity and compassion
• Limits of control
• Flexibility (from either or to both and)
• Moxley, Russ and Mary Lynn Pulley. 2003.
  Hardships in Center for Creative Leadership
  Handbook of Leadership Development.

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Intergenerational Issues

• You've been a great apprentice, Obi-Wan and
  you're a much wiser man than I am. I foresee you
  will become a great Jedi Knight.
• Qui-Gon Jinn

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Leading the Generations

• Traditionalist (1925-1942)
• Job Strength Stable
• Outlook Practical
• Work Ethic Dedicated
• View of Authority Respectful
• Leadership By hierarchy
• Relationships Personal sacrifice
• Turnoffs Vulgarity
• Diversity Ethnically segregated
• Feedback No news is good news
• Work/Life Balance Need help shifting

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Leading the Generations

• Boomers (1943-1960)
• Job Strength Team players
• Outlook Optimistic
• Work Ethic Driven
• View of Authority Love/hate
• Leadership By consensus
• Relationships Personal gratification
• Turnoffs Political incorrectness
• Diversity Integration began
• Feedback Once a year with documentation
• Work/Life Balance Everyone else AND
  themselves

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Leading the Generations

• GenXers (1961-1981)
• Job Strength Adaptable
• Outlook Skeptical
• Work Ethic Balanced
• View of Authority Unimpressed and
  unintimidated
• Leadership By confidence
• Relationships Reluctant to commit
• Turnoffs Cliché/hype
• Diversity Fully integrated
• Feedback Interrupts and asks how they are
  doing
• Work/Life Balance Wants balance NOW

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Leading the Generations

• Millenials (1981-1999)
• Job Strength Multi-taskers
• Outlook Hopeful
• Work Ethic Determined
• View of Authority Polite
• Leadership By pulling together
• Relationships Inclusive
• Turnoffs Promiscuity
• Diversity No majority race
• Feedback Push of a button
• Work/Life Balance Need flexibility

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Building Bridges

• Focus on goals
• Make everyone feel included
• Break bonds of tradition
• Invest in talent
• Show employees the future
• Little changes make a big difference
• Build it and they will come and stay

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Building With Strengths --Marcus Buckingham
and Curt Coffman. 1999. First, break all the
rules.

• Do I know what is expected of me at work?
• Do I have the right materials and equipment I
  need to do my work right?
• At work, do I have the opportunity to do what I
  do best every day?
• In the last 7 days, have I received recognition
  or praise for doing good work?
• Does my supervisor, or someone at work, seem to
  care about me as a person?

• Is there someone at work who encourages my
  development?
• At work, do my opinions seem to count?
• Does the mission/purpose of my company make me
  feel my job is important?
• Are my co-workers committed to doing quality
  work?
• Do I have a best friend at work?
• In the last 6 months, has someone at work talked
  to me about my progress?
• This last year, have I had opportunities at work
  to learn and grow?

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Rules of Good Followership

• Your job is to support, not undermineeven
  unpopular decisions.
• Dont be a yes-man but disagree appropriately
  and respectfully.
• Use your initiative.
• Accept responsibility when offered.
• Tell the truthno surprisesso you can be
  supported at the next levels.
• Become an expert and share the expertise.
• Know your limitations as well as your strengths.
• Communicate, communicate, communicate!
• Fix problems without assigning blame or looking
  for praise.
• Balance work and personal life.
• --adapted from Ten Rules of Good Followership
  By Col. Phillip S. Meilinger.

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The Tao of Leadership

• In leading others and serving the universe, The
  greatest lesson is detachment.
• Detachment means transcending ego. This comes
  from years of building character.
• With strength of character
• Nothing is impossible.