The Leaders We Need   Session : How the Next Generation is Changing Leaders and Leadership
The War for Talent never ended. Leaders must consistently rethink the way their companies plan to attract, motivate, and r...
The Challenge: People are the biggest source of competitive advantage. 70% of management will retire in the next 7 years.
The Challenge: Less than 10% of leaders are confident in their current talent to execute on organizational strategy.
The Cause: Too many organizations still dismiss talent management as a short-term, tactical issue rather than an integral ...
The Central Issue: Leaders must link business strategy and talent management. www.bluteaudevenney.com
<ul><li>The Environmental Situation: </li></ul><ul><li>Managerial Gap </li></ul><ul><li>Rise of the Knowledge Worker </li>...
<ul><li>The Managerial Gap: </li></ul><ul><li>Front-line confidence in manager’s ability declining steadily since 1999 to ...
<ul><li>The Managerial Gap: </li></ul><ul><li>45% of newly promoted managers fail within the first 18 months </li></ul><ul...
<ul><li>Why? </li></ul><ul><li>Managers do not spend enough time on talent management </li></ul><ul><li>Too many silos and...
<ul><li>Why? </li></ul><ul><li>Managers are unwilling to assess performance of employees </li></ul><ul><li>Managers do not...
The 20 : 60 : 20 Rule
<ul><li>The Rise of the Knowledge Worker: </li></ul><ul><li>The fastest-growing talent pool – 35% of the workforce </li></...
Need to understand personality, communication, and collaboration.
The Impact of Demographics: The Millennials are now 12% of the workforce and will take over in the next 10 years – they ar...
Millennials have been shaped by the Internet, information overload, and overzealous parents.
Millennials demand more flexibility, meaningful jobs, professional freedom, higher rewards, and a better work-life balance.
Millennials are different and more difficult to manage and lead.
Organizations need a more inclusive approach to talent management.
The Employee Value Proposition: Why should a smart, energetic, and ambitious person want to work for your organization?
Think about culture, competencies, and motivators.
<ul><li>Leading across generations: </li></ul><ul><li>Boomers  (1946-1964) </li></ul><ul><li>GenX  (1965-1981) </li></ul><...
Why are Millennials important? They will re-define work environments, success, communication, management, entrepreneurism,...
“ These confident young people tend to be very opinionated and expect to be heard. They also crave feedback and praise for...
<ul><li>Where they came from: </li></ul><ul><li>Told they were special </li></ul><ul><li>Coddled and nurtured </li></ul><u...
<ul><li>Millennials have seven core traits: </li></ul><ul><li>They are special </li></ul><ul><li>They are sheltered </li><...
Millennials are optimistic: 78% said their life would be better in 10 years and 90% said, “If I work hard, I can achieve m...
<ul><li>What leaders need to know: </li></ul><ul><li>They are multi-tasking, goal-oriented, and confident </li></ul><ul><l...
“ This is the most high-maintenance workforce in the history of the world. The good news is they are also going to be the ...
<ul><li>The Leader’s Message for Millennials </li></ul><ul><li>We provide new experiences and opportunities </li></ul><ul>...
<ul><li>The Leader’s Message for Millennials </li></ul><ul><li>We treat you with respect and value your opinion </li></ul>...
www.bluteaudevenney.com Millennials expect a lot from their leaders and do not have the patience to wait.
“ A Millennial’s psychological contract is with the relationships within the organization, not the organization itself.” U...
<ul><li>The Millennial Motivators: </li></ul><ul><li>Ask what motivates them </li></ul><ul><li>Outline goals and rewards <...
Lead the Millennial Culture Shift
Ppt 1 The Leaders We Need
Ppt 1 The Leaders We Need
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Ppt 1 The Leaders We Need

  1. 1. The Leaders We Need Session : How the Next Generation is Changing Leaders and Leadership
  2. 2. The War for Talent never ended. Leaders must consistently rethink the way their companies plan to attract, motivate, and retain employees.
  3. 3. The Challenge: People are the biggest source of competitive advantage. 70% of management will retire in the next 7 years.
  4. 4. The Challenge: Less than 10% of leaders are confident in their current talent to execute on organizational strategy.
  5. 5. The Cause: Too many organizations still dismiss talent management as a short-term, tactical issue rather than an integral part of a long-term business strategy.
  6. 6. The Central Issue: Leaders must link business strategy and talent management. www.bluteaudevenney.com
  7. 7. <ul><li>The Link to Strategy: </li></ul><ul><li>Define strategic vision, initiatives, and goals. </li></ul><ul><li>Define the employee skills, type of motivation, and the mindset and culture needed to execute . </li></ul>
  8. 8. <ul><li>The Environmental Situation: </li></ul><ul><li>Managerial Gap </li></ul><ul><li>Rise of the Knowledge Worker </li></ul><ul><li>The Impact of Demographics – Enter the Millennial </li></ul>
  9. 9. <ul><li>The Managerial Gap: </li></ul><ul><li>Front-line confidence in manager’s ability declining steadily since 1999 to 25% in 2008. </li></ul><ul><li>Source: DDI 2009 </li></ul>
  10. 10. <ul><li>The Managerial Gap: </li></ul><ul><li>45% of newly promoted managers fail within the first 18 months </li></ul><ul><li>50% of managers in place are assessed as not performing to potential </li></ul><ul><li>Source: Center for Creative Leadership </li></ul>
  11. 11. <ul><li>Why? </li></ul><ul><li>Managers do not spend enough time on talent management </li></ul><ul><li>Too many silos and managers don’t collaborate </li></ul><ul><li>Managers are not committed to developing people’s capabilities and careers </li></ul>
  12. 12. <ul><li>Why? </li></ul><ul><li>Managers are unwilling to assess performance of employees </li></ul><ul><li>Managers do not address under-performance even when chronic </li></ul><ul><li>Managers do not understand the business strategy </li></ul><ul><li>Senior leaders do not support manager development </li></ul>
  13. 13. The 20 : 60 : 20 Rule
  14. 14. <ul><li>The Rise of the Knowledge Worker: </li></ul><ul><li>The fastest-growing talent pool – 35% of the workforce </li></ul><ul><li>They are different because they create more profit than other employees – up to 3x more </li></ul><ul><li>They require minimal oversight </li></ul>
  15. 15. Need to understand personality, communication, and collaboration.
  16. 16. The Impact of Demographics: The Millennials are now 12% of the workforce and will take over in the next 10 years – they are the largest cohort since the Boomers and will change business and work.
  17. 17. Millennials have been shaped by the Internet, information overload, and overzealous parents.
  18. 18. Millennials demand more flexibility, meaningful jobs, professional freedom, higher rewards, and a better work-life balance.
  19. 19. Millennials are different and more difficult to manage and lead.
  20. 20. Organizations need a more inclusive approach to talent management.
  21. 21. The Employee Value Proposition: Why should a smart, energetic, and ambitious person want to work for your organization?
  22. 22. Think about culture, competencies, and motivators.
  23. 23. <ul><li>Leading across generations: </li></ul><ul><li>Boomers (1946-1964) </li></ul><ul><li>GenX (1965-1981) </li></ul><ul><li>Millennials (1982-2002) </li></ul><ul><li>Homelanders (2002+) </li></ul>
  24. 24. <ul><li>Why are Millennials important? </li></ul><ul><li>There are 82 million Boomers and 100 million Millennials </li></ul><ul><li>They are the biggest Generation ever </li></ul><ul><li>They are different </li></ul>
  25. 25. Why are Millennials important? They will re-define work environments, success, communication, management, entrepreneurism, culture, professional relationships and leadership.
  26. 26. “ These confident young people tend to be very opinionated and expect to be heard. They also crave feedback and praise for accomplishments.” Career Journal
  27. 27. <ul><li>Where they came from: </li></ul><ul><li>Told they were special </li></ul><ul><li>Coddled and nurtured </li></ul><ul><li>Bike helmets and baby-on-board </li></ul><ul><li>Raised to express their feelings </li></ul><ul><li>Encouraged to be involved </li></ul><ul><li>Told to experience new things </li></ul>
  28. 28. <ul><li>Millennials have seven core traits: </li></ul><ul><li>They are special </li></ul><ul><li>They are sheltered </li></ul><ul><li>They are confident </li></ul><ul><li>They are team-oriented </li></ul><ul><li>They are conventional </li></ul><ul><li>They are pressured </li></ul><ul><li>They are achievers </li></ul>
  29. 29. Millennials are optimistic: 78% said their life would be better in 10 years and 90% said, “If I work hard, I can achieve my goals.”
  30. 30. <ul><li>What leaders need to know: </li></ul><ul><li>They are multi-tasking, goal-oriented, and confident </li></ul><ul><li>They want to have fun at work, have work-life balance and work as pack animals </li></ul><ul><li>They have a strong individual spirit and optimism </li></ul>
  31. 31. “ This is the most high-maintenance workforce in the history of the world. The good news is they are also going to be the highest performing workforce in the history of the world.” Bruce Tulgan
  32. 32. <ul><li>The Leader’s Message for Millennials </li></ul><ul><li>We provide new experiences and opportunities </li></ul><ul><li>We value integrity and honesty </li></ul><ul><li>We challenge you quickly </li></ul><ul><li>We give you a path of advancement </li></ul><ul><li>We offer a flexible work environment </li></ul><ul><li>We reward hard work </li></ul><ul><li>We have a fun atmosphere </li></ul>
  33. 33. <ul><li>The Leader’s Message for Millennials </li></ul><ul><li>We treat you with respect and value your opinion </li></ul><ul><li>We provide mentoring and leadership development </li></ul><ul><li>We respect your personal life </li></ul><ul><li>We offer a collaborative environment </li></ul><ul><li>We support diversity </li></ul><ul><li>We are charitable and green </li></ul>
  34. 34. www.bluteaudevenney.com Millennials expect a lot from their leaders and do not have the patience to wait.
  35. 35. “ A Millennial’s psychological contract is with the relationships within the organization, not the organization itself.” University of Wisconsin
  36. 36. <ul><li>The Millennial Motivators: </li></ul><ul><li>Ask what motivates them </li></ul><ul><li>Outline goals and rewards </li></ul><ul><li>Recognize </li></ul><ul><li>Create a fun culture </li></ul><ul><li>Lots of feedback </li></ul><ul><li>Rewards of increased responsibility </li></ul>
  37. 37. Lead the Millennial Culture Shift

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