Generation Why

1
Facilitated by Deborah Harley, Ed. D.
2
Analysis Leading Teams

• How many and what teams do you lead?
• What specific results are your teams responsible
  for achieving?
• What leadership challenges get in the way of
  these achievements?
• What would you like to be different in terms of
  these teams achievements?
• What are the economic impacts?

3
Call for Greatness

• The call and need of a new era is for greatness.
  Tapping into the higher reaches of human genius
  and motivation requires leaders to have a new
  mind-set, a new skill-set, and a new tool-set.
• Stephen R. Covey

2
4
The Old Methods of Leadership in the Workplace?

• Do you still see this???
• Im the BOSS, thats why!!
• Just get it done.
• New opportunity? You are replaceable.
• My golf game Blah, blah my life blah, blah
  my kids blah, blah my opportunities blah,
  blah my tough job blah, blah

5
Employees Perceive

• POW Name, Rank, Serial Number
• Vocabularies are missing Thank You, Great
  Job, Lets Celebrate.
• Items on performance review dont relate to
  actual job duties.
• Employees are job descriptions with legs.

6
Leadership a New Framework

• Leadership
• A choice to deal with people in a way that will
  communicate to them their worth and potential so
  clearly that they will come to see it in
  themselves.

7
Video
The Whole-Person Paradigm
8
The 4 Imperatives of Great Leaders
11
9
Mind-Set

• Mediocre Leader People are our most valuable
  asset.
• Great Leader Peoples greatest contributions are
  realized when they are treated as whole people.

4
10

• Look back on your worksheet in your handout.
• What did you identify as some of your leadership
  challenges??

11
Leadership Challenges

• Hiring (Talent War)
• Keeping team motivated.
• Workplace friction.
• Getting buy-in from the team.
• Politics
• Low Trust
• Am I truly effective?

• Doing more with less.
• Goal accomplishment.
• More goals than can ever be completed.
• Vision / direction.
• Strategic Uncertainty
• Who is this new generation???

12
Generation Why

• Post Gen-Xers
• Born between 1980 1994
• Streetwise, book-smart, techno-savy
• Believe their services are in high demand
• Jobs are a dime-a-dozen (pre- October 1)
• Need me time
• Not defined by their job

13
Describe Generation Why

• Moody
• Stressed
• Anxious
• Overwhelmed
• Instant Gratification
• Used to being sought- after
• Image is Everything
• I am a gift

• Dont sell out to anyone
• To win is to get more than you put in.
• Sentiment of No soup for you Seinfelds the
  Soup Nazi
• Being outrageous leads to fame and fortune
• Valuesquake

14
Culture Influence of the Whys

• Parents have worked to give children everything
  they didnt have.
• Parents focused on self esteem instead of work
  ethic.
• Parent face-time is lacking.
• Parents complain about work.
• Companies outsourced them.
• Unethical employees still get promoted and
  protected (Enron, Banks, Athletes, Politicians)

15
Shift to Digital Thinking

• Old VCR, sequential order
• Expect to start at beginning and work your way
  up.
• New DVD, access and process sequentially, in
  reverse, in random order with no loss of time.
• Unlimited choices (pull-down menu of choices and
  immediate results), ability to leap-frog directly
  to the top.

16
Generations X Y

• Embrace technology and all types of media. (Think
  of complexity of todays video games.)
• Thrive on working in diverse teams.
• Expect to play an important role.
• Seek meaning in job.
• Multi-taskers, quick task completion.
• Live for play.

17
Generations X Y

• Seek to make a unique contribution
• Wish to be treated as a volunteer/associate
• Have the power to choose
• Give their best when treated as a unique
  individuals
• Trust Respect - Not Command Control

18
Generations X Y Also Seeking

• Compensation based on results, not just hourly.
• Doing more than the minimum is a waste unless
  rewarded emotionally or financially.
• Recognition and Rewards.
• Focus on the Treat is the trick worth doing?
• Free-Agent Mentality, Commitment-Shy.
• Recognition from managers and parents.
• Want to effect the games outcome be the star!
• Not boring unpredictable!

19
The Magic of Getting Buy InFrom Todays
Knowledge Worker

• Tap into employees core skills and passions
• Support key people on issues they care about most
• Participate on the job in ways that they really
  care about
• Emerging research relationship with boss major
  reason leaving
• Stretch employee capabilities engaging their
  heads and hearts.

20
What About Your Team?

• Where are the people on your team?
• How much of their talent, passion, and commitment
  are they volunteering?

7
21
How Does Your Workplace Measure Up?

• Improving Retention Employee Engagement is a
  process ongoing.
• 62 of workforce is actively seeking a new job.
  (2004 Gallup)
• A 1999 Gallup Survey
• Measuring the Strength of the Workplace
• Reported in the book First Break All the Rules
  by Marcus Buckingham and Curt Coffman,

22
Employees Said

• Do I know what is expected of me at work?
• Do I have materials and equipment to do my job
  right?
• At work, do I have opportunities to do what I do
  best everyday?
• In the last 7 days, have I received recognition
  or praise for doing good work?

23
Continued

• 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 coworkers committed to doing quality work?

24
Continued

• Do I have a best friend at work?
• In the last six months, has someone at work
  talked to me about my progress?
• This last year, have I had opportunities at work
  to learn and grow?

25
Four Chronic Problems
10
26
The 4 Imperatives of Great Leaders
11
27
Mind-Set

• Great Leader Peoples greatest contributions are
  realized when they are treated as whole people.

4
28
Overall Score

• Inspire Trust
• Clarify Purpose
• Align Systems
• Unleash Talent
• Seminar will help you interpret and reflect on
  your scores.

29
LQ High-Level Interpretation

• Whats the good news? the bad news?
• Overall, what are people trying to tell me?
• Your boss
• Your colleagues
• Yourself
• What is most important for me to pay attention to
  right now?

30
Skill-Set, Tool-Set, and Take-Away

• Skill-Set
• The 4 Imperatives of Great Leaders
• Tool-Set
• The Leadership Quotient (LQ)
• Take-Away
• LQ Action Plan and 21-Day Challenge

4
31
Great Leadership Defined
New Skill-Set Tool-Set
New Mind-Set
Whole-Person Paradigm
The 4 Imperatives
5
32
Other Covey Leadership Modules

• Inspiring Trust
• Clarifying Your Teams Purpose and Strategy
• Building Process Excellence
• Closing the Execution Gap
• Unleashing Talent

33
Presentation Created by Deborah Harley, Ed.
D.East Tennessee State University

• References
• The 8th Habit From Effectiveness to Greatness
• By Stephen R. Covey
• Getting Them to Give a Damn
• By Eric Chester
• First Break All the Rules
• By Buckingham and Coffman