GenBlending™

Leveraging a New Generation of Talent

True of False Quiz

• A 34 year-old employee is considered a Gen Yer • True….Born between 1978 and 2000 • The youngest is 13; the oldest is 35

True of False Quiz

• A Gen Y employee is not interested in having much meaningful conversation. • False…in order to feel good about their work they need interactive, meaningful dialogue

True of False Quiz

• Gen Y’s don’t want to be micromanaged because they think they know it all. • False….they see micromanaging as a lack of trust.

True of False Quiz

• Gen Y’s have tremendous respect for their elders. • True….what they don’t respect is being discounted because of their age.

True of False Quiz

• Gen Y’s expect to be hired based on the focus of their college degree and given roles that relate to the degree. • False--or, not necessarily so. A college degree is purely a requirement to entry.

A favorite Quote….

• “It aint the things you know that will

hurt you, it’s the things you think you know that just aint so.”

– Satchel Paige

GenBlending Research

• True Leaders, the book

GenBlending Research

• Gen Y Granddaughters

GenBlending Research

• Coined the term….

GenBlending Research

• • • Surveys Behavioral & Values assessments (EEOC & OFCCP Compliant and free of Adverse Impact) One-on-one interviews Focus groups Attending college and work experience Working, having recently graduated Diverse focus—manufacturing, accounting, general business

GenBlending Research

Results: 525 respondents 95% confidence factor Qualitative and Quantitative research Not just anecdotal

Why?

33%

Why?

Past 3 decades: 42% growth rate Now: 7% growth rate Creates a 33% shortfall 33% Jobs requiring degree previously: 25% Now: 40%

Change in Population by Age per Decade U.S. 2000 – 2010 46% 17% 9% -1% -3% 13% SOURCE: U.S. Census 2000 | Citation Information: Ken Dychtwald. http://www.agewave.com/index.php

13%

Change in Population by Age per Decade U.S. 2000 - 2020 73% 54% 7% 8% 7% 3% -10% SOURCE: U.S. Census 2000 | Citation Information: Ken Dychtwald. http://www.agewave.com/index.php

To ignore……

Significant GenBlending Traits

• Opportunity Drives the Future – 86% challenging, rewarding work – 54% know they contribute – 88% growth opportunities

Significant GenBlending Traits

• Performance Trumps Experience » » » » » Want to be judged on ability to perform 10% of performance from formal training 70% through involvement 50% of all jobs today require continuous learning

Significant GenBlending Traits

• Time becomes clockless – 80% want flexibility – 79% want to work with independence

Significant GenBlending Traits

• Time becomes clockless – “We have a good strong work ethic, but our

ethic is centered on work-life balance. We still want results, but not at the expense of life, family and health.”

Significant GenBlending Traits

• Time becomes clockless – “We’re willing to pay our dues, but not the dues older

generations paid…like broken families, parents who were workaholics, suffered bad health, etc. Either we experienced seeing this or our friends did. We’ll pay our dues differently.”

Significant GenBlending Traits

Significance is increasingly significant 82% would leave if the boss failed to value their opinions 54% want to know they contribute to the overall

Significant GenBlending Traits

Trust is a must!

88% want to work for a manager/supervisor whom they can trust 79% would leave their job if micromanaged

Significant GenBlending Traits

Traditional hiring modes may miss the mark

Behaviors Behavior is not synonymous with personality – 80% who fail to achieve their

maximum potential at work do so for one reason

– Failure to relate well with others – Behavior plays an integral role in

relating w/others

Assess Values

“I’m a great believer in core values. They are the beliefs that drive what you do, and they are also the boundaries that set up the limits of what you are willing to do.” - David Walker, Former Comptroller General of the United States

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Gen Y Behaviors

D I S C

Gen Y Values

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True Leaders Vs Gen Y’s

60 50 40 30 20 10 0 The Uti Aes Soc Ind Tra

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So What?

• Use behavior information when communicating • Use combined information when tasks are involved • Remember, styles may differ, but motivation factors may be similar • Identify who is best suited for specific responsibilities

Say “Goodbye” to the Generation Gap

• All generations have similar values • Everyone wants respect • Trust matters • People want leaders who Are credible and trustworthy • Organizational politics is a problem no matter how old or young you are

Say “Goodbye” to the Generation Gap

• No one really likes change • Loyalty depends on the context, not on the generation • It’s as easy to retain a young person as an older one if you do the right things • Everyone wants to learn • Almost everyone wants a coach

Actions to GenBlend

• Provide knowledge growth opportunities—involve them • Judge performance—not experience • Find ways to be flexible with time • Understand their need for significance • Create more dialogue, less talking at or simply directing • Demonstrate trust • Provide opportunities to fulfill their zealousness for improvement • Find more discretionary methods when hiring • Expect and support more teamwork • Be friendly, but not their “friend” • Look past their age, probe for true meaning behind their directness and recognize their potential

Questions

Questions

What True Leaders Do, You Can Do Too • True Leaders have a core set of values that motivates

them to….

• Genuinely demonstrate caring of people • Expect results and profits, yet not be consumed by them • Be competitive, yet control judiciously • Operate from a fundamental belief system that guides decision-making • Be resilient

The Power of Values • “A person’s strengths and the way that person performs rarely conflict; the two are complimentary. But, there is sometimes a conflict between a person’s values and his or her strengths. Values are and should be the ultimate test. To work in an organization whose value system is unacceptable or incompatible with one’s own condemns a person both to frustration and to non-performance.” Peter Drucker

Values • Theoretical – Quest for knowledge – Order/Systematized knowledge for practical use

Values • Utilitarian – Practicality – Return on investment – Results

Values • Aesthetic – Harmony versus utility – Sensitivity – Emotionalizes issues – Measure resiliency

Values • Social – Inherent love and caring of others – Genuine desire to lift & develop others – High value of people and their respective skills and talents

Values • Individualistic – Power value – Desire to control one’s destiny – Influence others’ – Competitive – Motivated to lead – Quality motivated

Values • Traditional – Strong belief system – Lives by a set of defined rules – Strong set of principles as a guide for living

True Leaders Value Graph

60 50 40 30 20 10 0 The Uti Aes Soc Ind Tra

2 1 3 4

Six Significant Ways to Demonstrate Values

#1 Don’t Starve Your Racehorces • Build others/create opportunities • Communicate clearly • Listen to learn, then lead

#2 Fast Birds Don’t Fly Far • Decisive thinking • Eliminate blame • Treat learning like dirty dishes • Remove politics

#3 Don’t Breath Your Own Exhaust • Be competitive judiciously • Mentor & Coach • GenBlend • Be confident enough to be humble

#4 Do What’s Right and Tell The Truth • Be accountable • Admit and learn from mistakes • Truth establishes limits • Be truthful about capabilities/yours and others

#5 Be Resilient • Be flexible • Be open to new ideas • Adapt with change

#6 Treat Learning Like Dirty Dishes • Learn from experience • Be open to new ideas • Mentor • Coach

Making a Difference • 68% of an individual’s success is directly attributed to his/her manager and/or the organization’s culture • “The speed of the pack is the speed of the leader. It works in motorcycle gangs and it works in business.” – Jim Nicholson, PVS Chemicals

Making a Difference • Reviewing your behaviors and values…..

• What is your greatest leadership strength/support? • What is your greatest need/help area? • What is one thing you will do to use this information to unify your team?

Making a Difference • When diverse styles and aligned values are recognized….everyone wins!

True Leaders Make a Difference • “When people feel that a leader thinks they are smarter than everybody else, you cut about 75% of the intellectual horsepower out of the organization.” – David Novak, Chairman & CEO, YUM Restaurants

True Leaders Make a Difference • “When you blend the old with the new, you get new again.” • Walt Disney • Implement a GenBlending process • Be nimble enough to master the future.

True Leaders Make a Difference • Sign up for information on our forthcoming book:

• M

ind S hift Transforming Your Organization for Future Growth By Bette Price & Mark Holmes [email protected]