Employability Skills: Employability Skills: Understanding Yourself Understanding Yourself

and Othersand OthersGaining Insight for Career Success Through Gaining Insight for Career Success Through

Intergenerational Workforce Dynamics, Intergenerational Workforce Dynamics, Personality Traits and Core CompetenciesPersonality Traits and Core Competencies

Written by: Kay LeMon, Assistant Training Facilitator

Edited by: Heather Coleman, Training Coordinator Angela Bosscher, Training Assistant

Ferndale Career Center

713 East Nine Mile

Ferndale, MI 48220

248.545.0222

www.twitter.com/ferndalecareer

www.facebook. com/ferndalecareercenter

www.linkedin/in/ferndalecareercenter03/01/10

The The 2121stst Century Challenge Century Challenge

Interacting with others from Interacting with others from distinctly different generations distinctly different generations

Potentially conflicting Potentially conflicting personalities personalities

The challenge of being The challenge of being measured on intangibles like measured on intangibles like work ework ethic, social responsibility, creativity/ innovation, lifelong learning and self direction, among others

Members of today’s workforce face pressures unlike many Members of today’s workforce face pressures unlike many workers before them. While having to do more with less, workers before them. While having to do more with less, employees of this millennium contend with:employees of this millennium contend with:

The Intergenerational The Intergenerational WorkforceWorkforce

For the first time in history, four distinct generations For the first time in history, four distinct generations are in the workforce at the same timeare in the workforce at the same time

Q:Q: What is a generation? What is a generation?

A:A: A segment of a geographically linked A segment of a geographically linked population that experiences similar social and population that experiences similar social and cultural events at roughly the same time in their cultural events at roughly the same time in their maturationmaturation

Members of a generation share similar beliefs, values, preferences, Members of a generation share similar beliefs, values, preferences, priorities, attitudes, expectations and communication styles.priorities, attitudes, expectations and communication styles.

Generational change is driven by several factors, Generational change is driven by several factors, including parenting trends, technology, economics including parenting trends, technology, economics and life spans.and life spans.

Generational OverviewGenerational Overview

Mature: 64+ years, 1909 - 1945

Baby Boomers: 45 - 63 years old, 1946 – 1964

Generation X: 29 - 44 years old, 1965 – 1980

Generation Y: 18 - 28 years old, 1981 - 1998

Generation Z is here, too…they are typically the children of younger Gen Xers and older Gen Yers and are by far the most technologically advanced generation. Gen Z began in 1999.

““Gaps” Among the Gaps” Among the GenerationsGenerations

Management Styles and TechnologyManagement Styles and Technology

As members of the younger generations enter As members of the younger generations enter the management ranks, supervision styles are the management ranks, supervision styles are evolving from a “military” style to an interactive evolving from a “military” style to an interactive modelmodel

Military Model (“Old School”)

Interactive Model Interactive Model (“Emerging”)(“Emerging”)

In transition…In transition…

How has technology How has technology affected the workplace?affected the workplace?

Email and Instant Messaging (“IM”) have Email and Instant Messaging (“IM”) have greatly reduced the need for face-to-face greatly reduced the need for face-to-face meetings meetings

Text messaging allows instant communication; Text messaging allows instant communication; webinars permit colleagues to connect webinars permit colleagues to connect nationwidenationwide

Computer video meetings let team members Computer video meetings let team members connect, regardless of their locationconnect, regardless of their location

Online presence is a vital consideration in the Online presence is a vital consideration in the hiring process todayhiring process today

Many companies expect their employees to Many companies expect their employees to utilize LinkedIn, Facebook, Twitter and other utilize LinkedIn, Facebook, Twitter and other social networking sites as part of the business social networking sites as part of the business communication processcommunication process

What does this technology What does this technology shift mean?shift mean?

Working from home or on the road is commonWorking from home or on the road is common Flex-time is overtaking traditional office hours Flex-time is overtaking traditional office hours

in many businessesin many businesses Due to the flexibility technology offers, Due to the flexibility technology offers,

businesses are now able to accommodate businesses are now able to accommodate employee family commitments – and are employee family commitments – and are retaining employees long-term retaining employees long-term (Southwest (Southwest Airlines, Google, Best Buy)Airlines, Google, Best Buy)

Conflicts between Boomers and the Conflicts between Boomers and the GenX/GenY generations may be a result of GenX/GenY generations may be a result of transitioning management styles and the transitioning management styles and the differing usage of technologydiffering usage of technology

Different…or the Same?Different…or the Same?

Each generation deals with issues from its own perspective:Each generation deals with issues from its own perspective:

Matures and Boomers did not have technology from the Matures and Boomers did not have technology from the early ages of Gen Xers and Yers…and yet they must work early ages of Gen Xers and Yers…and yet they must work with it with it

Members of Generations X and Y have their expertise, but Members of Generations X and Y have their expertise, but not the experience and wisdom that Boomers and not the experience and wisdom that Boomers and Traditionals bring to the tableTraditionals bring to the table

How do we bring it all together? How do we bring it all together?

For additional perspective into this workplace dynamic, register For additional perspective into this workplace dynamic, register for “The Intergenerational Workforce” workshop.for “The Intergenerational Workforce” workshop.

Challenges in Today’s Challenges in Today’s WorkforceWorkforce

Understanding generational Understanding generational differencesdifferences

Comprehending (and embracing) Comprehending (and embracing) personality differencespersonality differences

Grasping core competenciesGrasping core competencies

““What are you thinking?”What are you thinking?”

Ever wonder why people act as they do?Ever wonder why people act as they do?

Everyone has their own:Everyone has their own:

MotivationsMotivations Goals and objectivesGoals and objectives FearsFears PerspectivesPerspectives

Temperament is the Temperament is the AnswerAnswer

This explains how siblings can be so different This explains how siblings can be so different and how a child is nothing like his parents and how a child is nothing like his parents

Personality is innate, genetically basedPersonality is innate, genetically basedOur natural wiring reveals itself early in life:Our natural wiring reveals itself early in life: Some babies are easy, some difficultSome babies are easy, some difficult Others are engaging/even personable, Others are engaging/even personable, while others are reserved, slow to warm upwhile others are reserved, slow to warm up

Temperament is also known as

personality traits, behavioral style

or natural wiring

Discovering Your Discovering Your Natural WiringNatural Wiring

Adapted from http://gregwiens.com/scid

While Human Behavior is While Human Behavior is Unpredictable, Unpredictable,

All Actions are MotivatedAll Actions are Motivated It’s easy to make incorrect assumptions about others when we don’t understand what motivates them

Individuals do things for their own reasons; no one can motivate someone else based on their own motivations. You CAN create conditions that will encourage someone else to self-motivation. To do that, you need to understand what motivates an individual.

Two people can perceive the same situation in very different ways

Most of us are more aware of our behavioral strengths than our limitations/challenges

You can become more effective when you learn to appreciate and embrace the differences of your co-workers’ behavioral styles and how to bring out the best in yourself and others.

Source: Carlson Learning Company, now Inscape Publishing

Understanding Motivation/ Understanding Motivation/ Perspectives and Blind SpotsPerspectives and Blind Spots

Every person has an individual behavioral style with particular motivations; Every person has an individual behavioral style with particular motivations; things that may seem unimportant to you may be very important to things that may seem unimportant to you may be very important to another person. These styles form the perspectives from which people another person. These styles form the perspectives from which people view life events.view life events.

When you don’t understand “where people are coming from,” this can make When you don’t understand “where people are coming from,” this can make communicating with them in a way they understand challenging at best. communicating with them in a way they understand challenging at best.

Think of these exchanges as blind spots.Think of these exchanges as blind spots.These blind spots can create friction, conflict and frustration.These blind spots can create friction, conflict and frustration.

PerspectivePerspective

What do you see?

Overview of StylesOverview of Styles

YouTube - Four Basic Personality TypesYouTube - Four Basic Personality Types

Expressive/Sanguine Expressive/Sanguine (“People Person”)(“People Person”)

Emphasis: Influencing/persuadingEmphasis: Influencing/persuadingStrengths

• Cheerful

• Enthusiastic

• Entertaining

• Outgoing

• Flexible

• Forgiving

• Vivacious

• Articulate

• Optimistic

Thrives in an environment of:

• Popularity, social recognition

• Public recognition of abilities, accomplishments

• Group activities outside the workplace

• Democratic relationships

• Freedom from control and detail

• Coaching and counseling

• Ronald Reagan

• Magic Johnson

• FDR

• Tigger

President Bill Clinton

ExpressiveExpressive

Challenges/Tendencies

Exaggerates Fickle Forgetful Tends to gossip Smart-alecky Disorganized Distractible Scattered Arrogant

Needs others who:

Stay on task Seek facts Follow through Prefer dealing with things (rather than people) Develop procedures/ systems Speak directly Approach situations logically

Dominant/Choleric Dominant/Choleric (“Driver/In Charge”)(“Driver/In Charge”)

Emphasis: ResultsEmphasis: Results Strengths

• Assertive

• Bold

• Competitive

• Decisive

• Goal/action oriented

• Leadership/ Authoritative

• Passionate

• Self-motivated

Thrives in an environment of:

• Power and authority

• Wide scope of opportunities

• Prestige and challenge

• Opportunity for advancement, individual accomplishments

• Freedom from control and supervision

• Challenging assignments

• Rush Limbaugh

• General George Patton

• Margaret Thatcher

• Bill Gates

• Albert Einstein

Michael JordanMichael Jordan

DominantDominant

Challenges/Tendencies

Aggressive Argumentative Bossy Impatient Pushy Stubborn Easily angered Domineering

Needs others who: Acknowledge the needs of others Weigh pros and cons Use caution Calculate risks Research facts Deliberate before

deciding Structure a predictable environment

Analytical/Melancholic Analytical/Melancholic (“Conscientious”)(“Conscientious”)

Emphasis: Quality and accuracyEmphasis: Quality and accuracyStrengths

• Analytical

• Artistic

• Cautious

• Accurate

• Sensitive

• High ideals

• Reflective

• Detail oriented

• Diplomatic

• Systematic approach/Focused

Thrives in an environment where:

• Quality and accuracy are valued

• Performance expectations are clearly defined

• Opportunities exist to demonstrate expertise

• Specific skills and expertise are recognized

• Atmosphere is reserved and business like

•They have control/input over factors that affect their performance

• “Why” questions are acknowledged

Michelle ObamaMichelle Obama

• Jane Fonda• Gandhi• Vice President Al Gore• Sandra Day O'Connor • George Harrison• Hugh Hefner• Thomas Jefferson• Pope John Paul II• Gloria Steinem• Martha Stewart

AnalyticalAnalyticalChallenges/Tendencies Aloof Reluctant Unrealistic expectations

(of self and others) Strict Timid Distrusting Envious Over-analytical

Needs others who:

• Delegate important tasks• Encourage teamwork• Make quick decisions• State unpopular decisions• Compromise• Initiate and facilitate discussions• Use policies as guidelines

Solid/Phlegmatic (“Steady”)Solid/Phlegmatic (“Steady”)Emphasis: cooperationEmphasis: cooperation

Strengths Calm

Composed

Dependable

Easy-going

Mellow

Self-controlled

Modest

Develops specialized skills

Good listener

Loyal

Thrives in an environment where: Status quo is maintained or explanations given when change is needed

Minimal conflict exists

Identification with a group is possible; teamwork is valued

Standard operating procedures are maintained

Credit is given for work accomplishments

Routine is predictable

Work rarely infringes on home life

• Yasser Arafat • George Washington• Dwight Eisenhower• Gerald Ford• Janet Jackson • Ringo Starr• John Wayne• Orson Welles• Kevin Costner

Whoopi GoldbergWhoopi Goldberg

Steady/SolidSteady/Solid

Challenges/Tendencies Boring Indecisive Apathetic Procrastinator Sluggish Unenthusiastic Inattentive

Needs others who: Work comfortably in an unpredictable environment React quickly to unexpected change Help prioritize work tasks Apply pressure on others Are flexible in work procedures Become involved in more than one task/project at a time

Working Successfully with OthersWorking Successfully with OthersPersonality styles are most often a blend of tendencies:Personality styles are most often a blend of tendencies:

● Calm ● Careful ● Moderate Paced ● Thoughtful

● Active ● Fast Paced ● Assertive ● Bold

• Questioning

• Logic Focused

• Challenging

• Skeptical

• Accepting

• People Come First

• Personable

• Receptive

Dominant Expressive

SolidAnalytical

Source: www.corexcel.com

TASK FOCUSED

PEOPLE FOCUSED

Applying Your Applying Your UnderstandingUnderstanding

Identify the personality tendency:

1. At an initial planning meeting of a critical project, you end up running the committee.

2. When leaving a message, you speak as if the person was on the other end of the phone (and have to call back several times to complete your message).

3. You submit a five-page report in response to a request for how many tickets you need for a company outing.

4. Your first reaction to a proposed change in office procedure is “why”?

5. You thrive on positive feedback.

Applying Your Applying Your UnderstandingUnderstanding

6. When you’re on a roll, you can roll over others.

7. You’re always looking to change and “improve” things.

8. You avoid being around several co-workers who thrive on conflict.

9. When co-workers need a listening ear, they seek you out.

10. Punctuality is not your strongest trait.

Applying Your Applying Your UnderstandingUnderstanding

Which personality styles do these words describe?Which personality styles do these words describe?

___ People oriented ___ People oriented ___ Bossy ___ Bossy___ Disorganized___ Disorganized ___ Analytical ___ Analytical___ Loyal ___ Loyal ___ Outgoing ___ Outgoing ___ Hard charging ___ Hard charging ___ People pleasing ___ People pleasing___ Avoids conflict___ Avoids conflict ___ Factual ___ Factual___ Arrogant___ Arrogant ___ Seems rigid ___ Seems rigid ___ Task/accomplishment oriented___ Task/accomplishment oriented ___ Perfectionism ___ Perfectionism___ Amiable___ Amiable ___ Problem solver ___ Problem solver ___ Fun___ Fun ___ Loves detail, procedure ___ Loves detail, procedure ___ Enthusiastic___ Enthusiastic ___ Dependable ___ Dependable___ Indecisive___ Indecisive ___ Never met a stranger ___ Never met a stranger

Applying Your Applying Your UnderstandingUnderstanding

Same situation, different Same situation, different perceptions:perceptions:

Situation:Situation: Dan is waiting in a restaurant for his Dan is waiting in a restaurant for his business associate, Ed, who has been helping business associate, Ed, who has been helping another colleague involved in a conflict. another colleague involved in a conflict. Consequently, Ed is running late.Consequently, Ed is running late.

Applying Your UnderstandingApplying Your UnderstandingHow Perceptions Can Blindside How Perceptions Can Blindside

UsUs Dan’s perception:Dan’s perception:Dan is fuming. The waitress is hovering, and the Dan is fuming. The waitress is hovering, and the

manager is staring. He thinks, “Ed is late again…manager is staring. He thinks, “Ed is late again…might have expected it…typical…should have might have expected it…typical…should have been twice as late as him…can’t, though; not my been twice as late as him…can’t, though; not my style. This is serious now… firm deadline to style. This is serious now… firm deadline to meet…I only have this time to work on it. Ed will meet…I only have this time to work on it. Ed will have a good excuse…he always does.”have a good excuse…he always does.”

His response to Ed:His response to Ed: “Hi. We’d better order “Hi. We’d better order right away. I don't have much time.”right away. I don't have much time.”

Applying Your UnderstandingApplying Your UnderstandingHow Perceptions Can Blindside How Perceptions Can Blindside

UsUsEd’s perception:Ed’s perception:

Ed spots Dan and waves. He makes his way to the table with a Ed spots Dan and waves. He makes his way to the table with a smile on his face. “Good, Dan hasn’t ordered yet…now if I smile on his face. “Good, Dan hasn’t ordered yet…now if I can just catch the server…talking Pat down was an intense can just catch the server…talking Pat down was an intense emotional experience…but a little extra time listening did emotional experience…but a little extra time listening did wonders. I have a whole afternoon to spend on this wonders. I have a whole afternoon to spend on this project…not quite sure what the deadline is…but that can project…not quite sure what the deadline is…but that can always be changed. Dan doesn’t look too happy…but after always be changed. Dan doesn’t look too happy…but after all, people are more important than being on time.”all, people are more important than being on time.”

His response to Dan:His response to Dan: “Hi, Dan. Sorry to be a little “Hi, Dan. Sorry to be a little late. I’m starved. Are you ready to order?”late. I’m starved. Are you ready to order?”

Applying Your UnderstandingApplying Your UnderstandingDan and Ed: What’s Going On?Dan and Ed: What’s Going On?

Let’s discuss as a group:Let’s discuss as a group:

What do you see as the root problem of this What do you see as the root problem of this interaction?interaction?

What was Dan’s motivation? Ed’s?What was Dan’s motivation? Ed’s? From their responses, identify the personality From their responses, identify the personality

traits of each; what are some signs?traits of each; what are some signs? What could Dan and Ed have done to What could Dan and Ed have done to

acknowledge or change their behavior?acknowledge or change their behavior? Do you identify more with Dan or Ed?Do you identify more with Dan or Ed?

Challenges in Today’s Challenges in Today’s WorkforceWorkforce

Understanding generational Understanding generational differencesdifferences

Comprehending (and Comprehending (and appreciating) personality appreciating) personality differencesdifferences

Grasping core competenciesGrasping core competencies

Core Competencies/Soft Core Competencies/Soft SkillsSkills

The majority of skills employers are seeking The majority of skills employers are seeking today are called “core competencies,” also today are called “core competencies,” also known by the term “soft skills.” They include:known by the term “soft skills.” They include:

• Communication• Understanding Diversity• Utilizing Technology• Problem Solving• Teamwork/Collaboration• Managing Conflict

• Professionalism/Work Ethic• Creativity/Innovation• Lifelong Learning/Self Direction• Ethics/Social Responsibility• Serving Customers

Your personality style, as well as the generation you are Your personality style, as well as the generation you are in, serve as filters in, serve as filters ̶ “perspective setters” ̶ “perspective setters” ̶̶ in in your your approach to these skillsapproach to these skills

Breaking Down the Soft Breaking Down the Soft SkillsSkills

Critical Thinking/Problem SolvingCritical Thinking/Problem Solving

Know who to ask or where to go Know who to ask or where to go to solve workplace problemsto solve workplace problems

Follow step-by-step written Follow step-by-step written instructionsinstructions

DiversityDiversity

Learn from and work Learn from and work with individuals with individuals from varying:from varying:

culturescultures racesraces gendersgenders religionsreligions lifestyles lifestyles viewpointsviewpoints generationsgenerations

Lifelong Learning/Self Direction

Continuously acquiring new knowledge and skills, as well as where and how to learn them

Learning from mistakes

Taking initiative in the workplace

Breaking Down the Soft Breaking Down the Soft SkillsSkills

Professionalism/Work EthicProfessionalism/Work Ethic

Accountability and effective work Accountability and effective work habits (punctuality, habits (punctuality, time/workload management, time/workload management, personal hygiene)personal hygiene)

Health/safety practices and drug-Health/safety practices and drug-free behavior in the workplacefree behavior in the workplace

Access to reliable transportationAccess to reliable transportation

Oral CommunicationOral Communication

Interacting Interacting appropriately with appropriately with supervisors and co-supervisors and co-workersworkers

Use of appropriate Use of appropriate language for workplacelanguage for workplace

Articulate thoughts and Articulate thoughts and ideas clearly and ideas clearly and effectivelyeffectively

WrittenWritten CommunicationCommunication• Read and process workplace Read and process workplace informationinformation

• Write basic notes, memos, letters Write basic notes, memos, letters and reportsand reports clearly and effectivelyclearly and effectively

Creativity/Innovation

• Ongoing improvement in the workplace

• Communicate new ideas

• Integrate knowledge among different departments

Breaking Down the Soft Breaking Down the Soft SkillsSkills

Ethics/Social Ethics/Social ResponsibilityResponsibility

Demonstrate integrity Demonstrate integrity and social behaviorand social behavior

Act responsiblyAct responsibly Awareness of Awareness of

workplace policies and workplace policies and procedures, and their procedures, and their importanceimportance

Customer ServiceCustomer Service Meet customer Meet customer

needs and needs and expectations in a expectations in a helpful and helpful and courteous waycourteous way

Listen, suggest Listen, suggest solutions and solutions and communicate ideascommunicate ideasInformation Technology/Applications

• Use Internet as a research tool

• Ability to use technology (printer, copier, scanner, fax)

Breaking Down the Soft Breaking Down the Soft SkillsSkills

Teamwork/CollaborationTeamwork/Collaboration

Build effective Build effective relationships with co-relationships with co-workers and customersworkers and customers

Work with diverse teamsWork with diverse teams

Take responsibility for Take responsibility for influencing and influencing and accomplishing group goalsaccomplishing group goals

Manage Manage Conflict/NegotiationConflict/Negotiation

Assess differing viewpoints Assess differing viewpoints by considering all sides of by considering all sides of an issuean issue

Exhibit respectful behavior Exhibit respectful behavior during workplace conflictsduring workplace conflicts

Demonstrate ability to Demonstrate ability to compromisecompromise

Bringing it all TogetherBringing it all TogetherWork through these scenarios in Work through these scenarios in

groups. Consider the input of groups. Consider the input of each person in the group. each person in the group.

Be aware of your perspective, based Be aware of your perspective, based on your generation and on your generation and personality traits. Note what personality traits. Note what factors are motivating you factors are motivating you throughout the group discussion.throughout the group discussion.

Also identify which employability Also identify which employability skills you use as your group skills you use as your group develops a plan of action.develops a plan of action.

Applying Your Applying Your UnderstandingUnderstanding

Your boss accidentally forwards an e-mail to your team Your boss accidentally forwards an e-mail to your team outlining plans for laying off one of your co-workers, outlining plans for laying off one of your co-workers, someone who is respected for her work ethic and someone who is respected for her work ethic and considered a friend by many. considered a friend by many.

You must come to a group consensus, so consider the following:You must come to a group consensus, so consider the following:

If one person tells the boss and others don’t, what are the possible If one person tells the boss and others don’t, what are the possible ramifications?ramifications?

What if no one says anything and the boss realizes the error What if no one says anything and the boss realizes the error herself?herself?

Do you tell the co-worker but not the boss? If you do, what happens Do you tell the co-worker but not the boss? If you do, what happens when the boss realizes your team knew the entire time? Also when the boss realizes your team knew the entire time? Also consider that your co-worker may be embarrassed that you consider that your co-worker may be embarrassed that you received the news before she did.received the news before she did.

If the co-worker finds out later that you knew and didn’t tell her, If the co-worker finds out later that you knew and didn’t tell her, how will you maintain a relationship?how will you maintain a relationship?

Applying Your Applying Your UnderstandingUnderstanding

You’ve been placed on a committee with your co-workers to resolve the You’ve been placed on a committee with your co-workers to resolve the following issue:following issue:

Your co-worker writes something nasty about your boss Your co-worker writes something nasty about your boss on his facebook page. The boss Googles her own name on his facebook page. The boss Googles her own name and finds the entry. What action, if any, should be and finds the entry. What action, if any, should be taken?taken?

Consider the following:Consider the following: The co-worker didn’t realize that his page wasn’t set on privateThe co-worker didn’t realize that his page wasn’t set on private There are no rules regarding internet standards in the employee handbookThere are no rules regarding internet standards in the employee handbook Should online information be held against individuals?Should online information be held against individuals? Could the on-line insults be considered libel/slander?Could the on-line insults be considered libel/slander? Would firing the employee be an infringement of his first amendment Would firing the employee be an infringement of his first amendment

rights?rights? Should the committee meet face to face, or can the issue be resolved via Should the committee meet face to face, or can the issue be resolved via

electronic communication?electronic communication?

Applying Your Applying Your UnderstandingUnderstanding

You are up for a promotion against a co-worker You are up for a promotion against a co-worker who has been with your employer 3 years who has been with your employer 3 years longer than you have. However, the co-worker longer than you have. However, the co-worker constantly asks you for help, and you find constantly asks you for help, and you find yourself doing the bulk of the work. yourself doing the bulk of the work.

Consider:Consider: Do you tell your boss that you do this person’s work before, Do you tell your boss that you do this person’s work before,

during or after the interview…or at all? What form will the during or after the interview…or at all? What form will the communication take?communication take?

If you don’t tell your boss and don’t get the promotion, would you If you don’t tell your boss and don’t get the promotion, would you be upset that she wasn’t informed?be upset that she wasn’t informed?

What role does seniority play?What role does seniority play? Do you participate in the gossip “grapevine” whether or not you Do you participate in the gossip “grapevine” whether or not you

get the promotion?get the promotion?

Applying Your Applying Your UnderstandingUnderstanding

You’ve been given the opportunity to represent your company You’ve been given the opportunity to represent your company at a prestigious conference, which will include a number of at a prestigious conference, which will include a number of pertinent Continuing Education sessions. Your supervisor pertinent Continuing Education sessions. Your supervisor has specifically selected you to represent the company at has specifically selected you to represent the company at this premier event of your industry based on your this premier event of your industry based on your performance and expertise. The conference begins on the performance and expertise. The conference begins on the Thursday of the week of your family vacation. You’re Thursday of the week of your family vacation. You’re tempted to ask your co-worker to attend in your place. tempted to ask your co-worker to attend in your place. What do you do? What do you do?

Consider:Consider: You will be asked to submit a written report of the activities You will be asked to submit a written report of the activities

and educational sessions for your colleagues’ benefitand educational sessions for your colleagues’ benefit This experience would be a real “feather in your cap”This experience would be a real “feather in your cap” If your co-worker attends, he’ll make sure everyone knows If your co-worker attends, he’ll make sure everyone knows

he was asked to represent the company even though he was asked to represent the company even though you’re the obvious choiceyou’re the obvious choice

Applying Your Applying Your UnderstandingUnderstanding

You’re a manager, and one of your most productive You’re a manager, and one of your most productive employees has begun flexing her time. While most employees has begun flexing her time. While most employees have kept with the standard 8–5 schedule, employees have kept with the standard 8–5 schedule, she has been taking advantage of technology (email, she has been taking advantage of technology (email, text, IM, video conferencing) and been more productive text, IM, video conferencing) and been more productive than most employees – and her numbers prove it. Is this than most employees – and her numbers prove it. Is this acceptable?acceptable?

Consider the following:Consider the following: What is most important – quality of work, time spent on-site, a combination What is most important – quality of work, time spent on-site, a combination

of both?of both? Will this cause an increase or decrease in employee morale? Will this cause an increase or decrease in employee morale? Who decides who gets flex-time and who does not? Based on what criteria?Who decides who gets flex-time and who does not? Based on what criteria? Does it matter WHERE employees get their work done, or is it simply a Does it matter WHERE employees get their work done, or is it simply a

matter of getting it done?matter of getting it done? As a manager, what kind of schedule/flex time would you institute?As a manager, what kind of schedule/flex time would you institute?

Applying Your Applying Your UnderstandingUnderstanding

You work in a large call center. You hear a co-worker You work in a large call center. You hear a co-worker being consistently rude and abrupt with customers. being consistently rude and abrupt with customers. Your supervisor is suspicious of this employee’s Your supervisor is suspicious of this employee’s behavior and asks you to observe and report back to behavior and asks you to observe and report back to her.her.

Consider:Consider: Is this a reasonable request? Why or why not?Is this a reasonable request? Why or why not? The impact of this request will likely change how you The impact of this request will likely change how you

interact with your co-worker. Should this be a factor in interact with your co-worker. Should this be a factor in your decision? Do you speak to your supervisor about your decision? Do you speak to your supervisor about your concerns?your concerns?

Do you make your co-worker aware of your supervisor’s Do you make your co-worker aware of your supervisor’s request? Do you try coaching him on his behavior?request? Do you try coaching him on his behavior?

Applying Your Applying Your UnderstandingUnderstanding

You’ve worked at the same company for almost two decades, as have most You’ve worked at the same company for almost two decades, as have most of your colleagues. A new female manager wants to implement what she of your colleagues. A new female manager wants to implement what she thinks is an novel procedure integrating all departments; she anticipates thinks is an novel procedure integrating all departments; she anticipates the change will streamline production, cutting delivery time and costs for the change will streamline production, cutting delivery time and costs for customers, and increasing profit for the company. The plan will require customers, and increasing profit for the company. The plan will require additional training and communicating among departments, something additional training and communicating among departments, something that’s “never been done.” Most of your co-workers are against the new that’s “never been done.” Most of your co-workers are against the new process and they’ve asked you to communicate their opposition to the process and they’ve asked you to communicate their opposition to the manager. You think the plan could work. What do you do?manager. You think the plan could work. What do you do?

Consider:Consider: Some of the younger people in the company have been calling for a Some of the younger people in the company have been calling for a

union vote for the past six months, even though the prevailing opinion is union vote for the past six months, even though the prevailing opinion is that now is not the time. Could this be the catalyst? Is this a factor in that now is not the time. Could this be the catalyst? Is this a factor in your decision?your decision?

A handful of your co-workers have made veiled threats toward you if you A handful of your co-workers have made veiled threats toward you if you speak favorably about the new plan. Do you confront or ignore them? Is speak favorably about the new plan. Do you confront or ignore them? Is there another approach?there another approach?

The manager has hinted that if you can sway your co-workers to her way The manager has hinted that if you can sway your co-workers to her way of thinking, a promotion may be in store for you.of thinking, a promotion may be in store for you.

Challenges in Today’s Challenges in Today’s WorkforceWorkforce

Understanding generational Understanding generational differencesdifferences

Comprehending (and Comprehending (and appreciating) personality appreciating) personality differencesdifferences

Grasping core competenciesGrasping core competencies