Leadership in an Aging workforce and emerging leaders
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Transcript of Leadership in an Aging workforce and emerging leaders
NEW BOOK RELEASE!Order at: www.drannkappelministries.org or on Amazon
Leadership in anAging Workforce & Emerging Leaders
Dr. Ann Marie KappelAlpha Consulting & Empowerment
www.drannkappel.com972-997-6238
Changes across the United StatesWork force demographics in the United States are changing everyday.As peoples life spans increase so do the number of years they are expected work.This ‘Aging” Multigenerational workforce and its impact on the economy is a widely discussed topic throughout the country.
The Bureau of Labor Statistics (2007)
In 2007 The Bureau of labor statistics predicted that by 2010 over 50% of the work force would be 40 years of age or older.
This aging trend would be expected to continue for several more decades
By 2030 millennials are expected to out number the baby boomers in the work force by 22 million
Generational Traits of Employees
1922-1945Traditionalist
s
Value logic
Discipline
Stability
Want a Legacy
1946-1964Baby
BoomersIdealistic
Competitive
Questions Authority
Dislikes Change
Recognition
Stellar Career
1965-1980Generation X
Work/Life balance
Career portability
Flexible
Some Anxiety
Dislike Micromanagement
1981-1994 Generation
Y/ Millennials
Value diversity
Technologically superior
Change
Want meaningful work
Embrace selected technologies and don’t
let go
1995-2010 Generation
Z/ I-Generation/
LinkstersTechnology a part of life
Never lost
Multi-profiled
Multi-collaborators
Multi-personality
Multi-locations
The 5 Generational TraitsAs seen in the chart below members of different generations have different values and attributes and therefore work and behave differently than the generation before them
There are at least 4 ways to think about age and its relevance in the work place.
Chronological age Life course Generation Career path
Age can also affect values, attitudes, and working styles, it can also hinder effective communication by leading to misunderstandings which can lead to a drop in an organizations effectiveness as a whole.
Age in the Workplace
The work force is becoming more heterogeneous (More diverse) in terms of:
Age Gender Ethnicity Race Nationality
Managers and leaders need to consider how varying perspectives can influence employee motivation and job satisfaction.
The Time of Diversity
The Present/Future
In the very near future companies will experience a massive loss to their work force when the baby boomers begin to retire, and yet very few of them are at all prepared for this inevitability.
As technology continues to shoot forward companies will have to remain on the cutting edge to:
1. Continue to be competitive2. Motivate their employees3. Turn employees into greater assets4. Emphasize the technological skills of
younger workers
As Companies begin to not only focus on extrinsic motivation for their older employees but also intrinsic motivation for their young employees, they will be better equipped to hold onto their older as well as their younger employees.
They will also begin to know how to keep both the younger and older generations motivated and experiencing job satisfaction while being engaged at different career stages.
Bridging the Gap in Generations
Self Awareness Working for YouIn order to work with the changing workforce, you need to be aware of who you are. Are you going to work with change or against it?Some ways to find out is to determine where you stand on the following:
Self-Aware vs. Self-Conscious Self-Affirming vs. Self-Degrading Self-Motivated vs. Self-Absorbed Self-Differentiation vs. Self-Pity Self-Love vs. Self Serving
The Result of Self Awareness
Freedom to
Choose
Imagination ConscienceIndependent
Will
Stimulus Response
Ways to Proactively Work with Generational Issues
1. Don’t confuse “work” with a location.2. Provide leadership and feedback.3. Give them the big picture.4. Invest in their development.5. Don’t confuse leadership with titles, positions, or flow charts.6. Create a fun environment.
Leaders can Transform Themselves
“Successful leaders can transform themselves as the organization changes.”
Many have a tendency to promote people to management because they are good at a technical skill. The person is good at the skill, but they may not be good at the skills needed
for managing others. Take the time to invest in training.
Training must be nurtured and sustained by leadership Leaders spending time as part of the team can boost the effectiveness of
training Training works best with motivated and engaged staff
Creative Hiring Determine how to identify and hire the best possible employees Go to the source that creates those kinds of employees
One CEO took part-time teaching jobs in engineering programs at a college and university because the students who gain a degree and practical experience gave him a good selection of people to choose from.
Self-Assessing your Leadership Performance
Your emotional intelligence directly affects your leadership qualities
Leaders who embody these traits are more successful and build more revenue for their companies Interpersonal Skills High Stress Management Adaptability Empathy Problem Solving Skills
The Four Pillars of Leadership
Authenticity• Be a trusted
role model who inspires moral behavior and confidence
Coaching• Help train and
inspire others to be a mentor
Insight• Communicate
with a purpose and offer hope and inspiration
Innovation• Recognize the
importance of risk and let staff complete projects that fail
FOUR DOMAINS OF EMOTIONAL INTELLIGENCE
SELF-AWARENESS Know your story Make peace with your past Know your emotions and your
behavior patterns. SELF-MANAGEMENT Develop relaxation skills Develop self-motivation skills Maintain good physical health
FOUR DOMAINS OF EMOTIONAL INTELLIGENCE– cont’d.
SOCIAL AWARENESS Understand nonverbal communication Develop a positive view of others Understand the basic emotional needs
and personal integrity RELATIONSHIP-MANAGEMENT Develop skills for listening and empathy Develop skills for assertive
communication Learn conflict resolution skills Learn skills for support and affirmation
of others
Strategies for Integrating Emerging Leaders
What Some Companies Did: Eliminate the “Corporate Ladder”
approach to management Authority passed around team leaders People have sense of equality and
involvement Offer more weeks of vacation to every
new hire and classes on how to reduce working hours. Allowed people with families to remain
loyal to the company Make office hours flexible
Allowed people to come in when they choose and work when it was best for them
Strategies to Keep Emerging Leaders:• Opportunities to grow are a high
priorityOffer Ongoing training
on useful and applicable skills
• Value time as much or more than moneyIncrease non-monetary
benefits
• Often don’t look for a leader for direction and desire to be efficientGive freedom to be self-
reliant
• Give when person is worthy, supportive and uses open communication
Earn their loyalty and respect
• Used to viewing men and women equallyTreat men and women
equally
• Grew up with Earth Day and the threat of global warmingBe “Green”
What Attracts and Motivates Today’s Emerging Leaders
Values quality of life Flexible hours Vacation time Continuous training Telecommuting options Leveraging technology to work efficiently
instead of staying late Rewarding, intellectual stimulating work No Micromanaging Independence, Creativity, and Forward
Thinking Individualized approach to management Teamwork and networking
Be an Effective Manager for People“The majority of communication about business is funneled through your managers. When employees resign, the top reason … is their relationship with their manager. People leave managers, not jobs or employers.”
Value People
Believe in 2-way, Effective Communication
Create an Empowering Environment
Hold People Accountable and Responsible without Punitive MeasuresDemonstrate Leadership and Clear Direction
Believe in Teamwork
Place the Customer at the Center of their Existence and Regard Reporting Staff as Customers
Leadership Style Preferences1922-1945
Traditionalists“Leaders should have integrity”
Comfortable in command and control leadership systems
Like leadership to offer structure and certainty
Prefer leadership decisions to be anchored in precedent where
possible
Leadership decisions should be made with logic and discipline
Good leadership minimize risk
1946-1964Baby Boomers
“Leaders should be humane”
Leaders should describe a vision of what the future could be
Leadership should establish direction clearly
Leaders should focus on the big picture and then let followers
work out the details
Leaders should be democratic and authentic
Good leadership maximizes opportunity
1965-1980Generation X
“Leaders should be credible”
Leadership should be highly situationally dependent
Leaders should minimize organizational policies
Prefer leadership to be relatively open and informal
Leaders should prescribe loose guidelines and a framework (not
rules) to encourage entrepreneurship
Good leadership is balanced and fair minded
1981-1994 Generation Y/
Millennials“Leaders should
have competence”Leaders should create room for as much autonomy as possible
Leadership should focus on setting broad and challenging
targets and milestones
Leaders should operate within flat reporting structures
Prefer to allow a lot of individual freedom and independence
Good leadership is creative and inclusive
Know Yourself and Others
“Better understanding of (yours and) other’s thinking, motivation, and resultant behavior can help you become a more effective and emotionally mature leader, coach, and workplace contributor.”
?Q&A?Thank you for your time!
Dr. Ann Marie KappelDrannkappel.com
972-997-6238