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Reprinted or used with the permission of Gallup Inc. Copyright © 2013 Gallup, Inc. All rights reserved. Millennials as Supervisors: Strategies for Success Jennifer H. Selke, Ph.D. @jennselke #GenYWorker workstrengths.com

Millennials As Supervisors: Strategies for Success SXSW 2014

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The Millennial generation, born between 1980-2000, is moving into manager and leadership positions rapidly with a desire to excel. They have a workplace style that is vastly different than their predecessors. Raised in a praise-based culture, college-bound since kindergarten, Millennials have been protected from failure by over-engaged parents. They have not bought into ‘climbing the corporate ladder and paying their dues’ and instead value equality over hierarchy. Millennials seek flexible schedules as well as time for personal pursuits yet they expect to make an impact immediately. They are comfortable challenging authority and the status quo and bring these values into leadership and management roles. They perform best when using their strengths; learn how focusing on strengths makes transitions into leadership and supervisory roles more successful. Understand what types of training and mentorship this generation of leaders needs to be more productive and engaged in their work. #sxsw #GenYWorker

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Page 1: Millennials As Supervisors: Strategies for Success SXSW 2014

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Millennials as Supervisors: Strategies for Success

Jennifer H. Selke, Ph.D. @jennselke

#GenYWorker

workstrengths.com

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About Me: Millennial Expert

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Page 4: Millennials As Supervisors: Strategies for Success SXSW 2014

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About Me: Gallup Certified Strengths Coach

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Keeping Millennials Engaged

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Fighting Stereotypes

Entitled Narcissistic

Needy Lazy

Job Hoppers

Page 7: Millennials As Supervisors: Strategies for Success SXSW 2014

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Looking-up to find out information Rules, regulations, and policies Authority Hierarchy

Work: The Old Way

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Consensus building Ideas from anyone Empowering Think Differently Individualize

The New Way

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By 2020, 46 of all employees in U.S. will be in the Millennial Generation.

Page 10: Millennials As Supervisors: Strategies for Success SXSW 2014

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Generation Y / Millennials

(1980 - 2000)

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Millennial Supervisors Confident Make an Impact Learner Driven to Innovate Tech-Connected

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The Cost of Turnover

Society for Human Resource Management

30-50% of the annual salary of entry-level employees

150% of middle level employees

up to 400% for specialized, high level employees

Page 13: Millennials As Supervisors: Strategies for Success SXSW 2014

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Get the most out of them for as long as they stay

Over 25% expect to have 6 or more employers in their career

Page 14: Millennials As Supervisors: Strategies for Success SXSW 2014

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Managing them to Leave

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45 Strategies for Success as a Millennial Supervisors

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Actually I have

7

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Age Diversity

1

Page 18: Millennials As Supervisors: Strategies for Success SXSW 2014

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Generations

The Greatest Generation (1901-1928) The Silent Generation (1928 - 1945) The Baby Boomers (1946 - 1964) Generation X (1965 - 1980) Generation Y / Millennials (1980 - 2000) Generation Z (Early 2000's - present)

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The Silent Generation (1928 – 1945)

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The Silent Generation

”Great Depression" by buckle1535 is licensed under CC BY 2.0

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The Baby Boomers

(1946 – 1964)

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Baby Boomers

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Pension

Individual

Hierarchical

Apprentice

Structured Work

Baby Boomers

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“Each generation imagines itself to be

more intelligent than the one that went before it, and wiser than the one

that comes after it.”

~ George Orwell

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Generation X

(1965 - 1980)

Lost Generation Cynical Under Socialized Slackers Latch Key Kids 

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Generation X Generation X

Value Ideas

Degrees

Better Offers

Move up

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Diversity Training

Cross Generational Work Teams Training: “Generation Shock”

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“The Ys told us they were so happy to learn why the baby boomers were so

conservative and why Gen X didn’t want to share information with them.”

Marjolaine Rompré, director of learning for development at

L’Oréal Canada.

Page 29: Millennials As Supervisors: Strategies for Success SXSW 2014

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Education Oriented Desires Feedback Wants to Grow

Learner-centric

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Growth and Development 2

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#lifeskills training

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360 degree feedback

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Engagement 3

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Strengths Based Management

4

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PEOPLE WHO FOCUS ON USING THEIR STRENGTHS MAXIMIZE THEIR POTENTIAL

People who learn to use their strengths every day have 7.8% greater productivity.

Teams who receive strengths feedback have 8.9% greater profitability.

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PEOPLE WHO FOCUS ON USING THEIR STRENGTHS …

are three TIMES as likely to report having an excellent quality of life

are six TIMES as likely to be engaged in their jobs

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n  look forward to going to work

n  have more positive than negative interactions with coworkers

n  treat customers better

n  tell their friends they work for a great company

n  achieve more on a daily basis

n  have more positive, creative, and innovative moments

PEOPLE WORKING IN THE STRENGTHS ZONE …

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Finding a coach at work

5

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goal oriented immediate

impact

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Page 42: Millennials As Supervisors: Strategies for Success SXSW 2014

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Challenge Norms Equality not Heirichy

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Tech Savvy | Fast Pace | Connected

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6 Communication Skills

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Adaptable Positive Playful

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Love Working as a Team

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After-hours Work 7

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The Challenge

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The Cost of Turnover

Society for Human Resource Management

30-50% of the annual salary of entry-level employees

150% of middle level employees

up to 400% for specialized, high level employees

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"To love what you do and feel that it matters -- how could anything be more fun?”

~Katharine Graham