Conference call #: 712-432-1399 Access Code: 214-758-263 April 3, 2008 The Big Disconnect Why most...

Conference call #: 712-432-1399

Access Code: 214-758-263

April 3, 2008

The Big DisconnectThe Big Disconnect

Why most Why most (well intentioned) (well intentioned) leaders leaders miss out on engaging the nextmiss out on engaging the next(well intentioned) (well intentioned) generationgeneration

Your Hosts:Your Hosts:

Dr. J.P. Pawliw-Fry Bill Benjamin

The Institute for Health and Human Potential

You can ask questions

We can ask questions

Webinar Logistics

Q & A during and at the end

Be Present

How to Get the Most Out of this Opportunity

Start with a Beginners Mind

Turn off your Blackberry

Outline

In this webinar, we will:1. Describe the main issue leaders

face managing different generations in workplaces.

2. Challenge popular management thinking about the ‘values’ gap that exists between generations.

3. Identify three strategies to help you manage these ‘new’ employees (Generation X and Y) more successfully.

Generations

Boomer: 1946-1964 Gen X: 1965-1980 Gen Y: 1981-2000

Have you witnessed this before?

The first day on the job, the Gen Y sends an email to the CEO of the organization with 5 suggestions on how to improve the company.

After Gen Y receives a poor performance review, you get a call from his parents, asking for an explanation

After just two years on the job, the Gen X requests an expat posting.

Giselle Kovary M.A. and Adwoa K. Buahene M.A, comments at 2008 Speaker Spotlight conference, Vancouver

Have you witnessed this before?

What is the impact that this behavior has on Boomer manager and leaders?

Do situations like these mean there a significant values difference between the generations?

Lets look at the data:

Values Difference?

Engagement ResearchAcross generations, between 82% and 86% of each group are similarly engaged in their work and share the top three engagement driversSenior management interest in employee well-being Skill improvement in the past three yearsReputation of organization as a good employer

Towers Perrin (2006). "Study Highlights Business Casefor Attracting and Retaining Workers Age 50+," Monitor (March): 1-4.

Values Difference?

Drivers of Performance, Retention & Satisfaction "There was no evidence that

Generations X or Y represent any special breeds, and any differences in the attitudes of these groups from older groups can be explained by age rather than special circumstances in the youthful experiences of each group.”

Mulvey PW, Ledford GE, & LeBlanc PV (2000). "Rewards of Work: How They Drive Performance, Retention, and Satisfaction," World at Work Journal, 9(3): 6-18.

[i] 2008 Survey 196334gen IHHP

The Value of Challenging Work

IHHP 2008 Survey 196334gen

I value a challenging job over and above salary

Agree or Strongly Agree

[i] 2008 Survey 196334gen IHHP

The Value of Challenging Work

IHHP 2008 Survey 196334gen

I value a challenging job over and above salary

Agree or Strongly Agree

Fundamental Beliefs & ValuesThe study compared fundamental beliefs and values across four generations and found only minimal differences.

Values Difference?

Fundamental Beliefs & ValuesThe study compared fundamental beliefs and values across four generations and found only minimal differences.

This growing body of independent research and expert opinion shows that concerns about a generation gap have been overstated and points to flaws in the theory behind this conclusion.

Values Difference?

This is not to discount what so many are feeling today. There is tension between the different generations, but then there has always been tension.

Values Difference?

This does not mean that aproblem does not exist between

the generations; it is just a different problem.

Values Difference?

Approximately 75 million employees will retire

over the next 5-15 years

Values Difference?

Baby Boomers EnvisionRetirement II - Key FindingsSurvey of Baby Boomers’ Expectations for RetirementPrepared for AARP by Roper ASW, 2004

The Real Issue Between Generations

People under pressure

People unable to manage emotions intelligently

The Human Brain

Brain Stem

Basic Functions

Temperature

Breathing

Heart Rate

Reflexes

Amygdala

Site of emotional memory

Site of emotional learning

Answers one critical question of human survival

…fight or flight?

The Human Brain

Neo-Cortex Big Self

IQ resides here

Site of working memory

The Human Brain

Law of Hardwiring

________ comes before _______.

We ____ before we _____.

Emotion thought

feel think

Amygdala Hijack

3. Toxicity Chemicals released into bloodstream

Takes 3 - 4 hours for the blood to clear!

4 variables 1 The “1” is the one we

default to for protection

Unaddressed - affect lasts for 18 minutes!

1. Body Responds Increase heart rate Increase breathing Increase reflexes

2. Decrease in working memory

We Confuse ImpactImpact for for IntentIntent

The fundamental question to consider is whether the new

generations’ intention is significantly different from the

older generations.

What are the differences that can confuse managers?

The The RealReal Issue Between Generations Issue Between Generations

Oldest Child Outwardly, seem to work

hardest More serious – live to work More expected of them

BoomersBoomers 1946-19641946-1964

Grew up in a post war economy of abundance

With their size, they saw the world revolving around them

Sherman, R. O. (2005). Growing our future leaders. Nursing Administration Quarterly, 29(2), 125-132

Middle Child Drive is to differentiate

themselves More independent, resilient Work to live

Gen XGen X 1965-19801965-1980

Grew up as a latch key kid

Witnessed parents get downsized

Connecting Across the Generations in the Workplace, Human ResourcesTalent Market Series: Volume 1, Deloitte 2005

Youngest Child Everything is taken care of

them for them by their helicopter parents

Technologically savvy More fluid work style Used to having a voice

Gen Y Gen Y 1981-20001981-2000

Why? The Empowered generation Brought up in a consumer

culture

Connecting Across the Generations in the Workplace, Human ResourcesTalent Market Series: Volume 1, Deloitte 2005

Expect and Express

The The RealReal Issue Between Generations Issue Between Generations

The single biggest problem in communication is the illusion that it has taken place.

George Bernard Shaw

What To DoWhat To Do

Don’t Confuse Impact Impact forfor Intent Intent

Strategy 1: Understand ImpactStrategy 1: Understand Impact

I do not like that manI must get to know him better

Abraham LincolnAbraham Lincoln

Expectations and Stylenotnot

Values

First learn the meaning of what you say, and then speak

Epictetus

Strategy 2: Clarify IntentionStrategy 2: Clarify Intention

“I know where I stand with my manager.”

63% of Y males

69% of Y females

71% of X males

65% of X females

disagreed or strongly disagreed

Clarity is the Antidote of AnxietyClarity is the Antidote of Anxiety

IHHP 2008 Survey

When all other forms of communication fail, try words.

Strategy 3: Building BridgesStrategy 3: Building Bridges

Their view of the situation… their intention

YourUnderstanding

TheirUnderstanding

Understanding Gap

Your view of the situation… their behavior

To help individuals discover, develop and make the choice to use their vast leadership potential

Create learning and drive real behavior change through blended learning

IHHP MissionIHHP Mission

Research Inspiring keynotes Assessment Training

On site Public

Coaching e-Learning Distance learning Books / CD’s

How Do We Do It?How Do We Do It?

We can help your leaders learn to

bridge the Generation gap through:

Assessment The Big Disconnect programs

Powerful keynote address One-day on-site training

One-on-one coaching Distance learning

Managing GenerationsManaging Generations

Upcoming Research, Webinar and White Paper:

“Leading through turbulent times”

What’s NextWhat’s Next

Thank you!

www.ihhp.com705-792-6927

Conference call #: 712-432-1399 Access Code: 214-758-263 April 3, 2008 The Big Disconnect Why most...

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