Employability skills rev 312010
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Transcript of Employability skills rev 312010
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
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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