Women at work(2.18.11)updated

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Soar through meetings with diverse participants. Using this information you can Generational personalities in the Workplace: RESPECT AGE & YOUTH for success in the workplace!
Inspire and Decide like an Eagle
Influence like a Peacock
Be a Team Player like a Dove
Problem Solve like an Owl

Interaction with Different Personalities in the Work Place Recognizing the general characteristics of people and using bird profiles in tandem with generational differences for effective communication.

What is the BIRD Theory?

The 4 Bird Personalities at Work and How to Identify each.

THE EAGLE Inspire and Decide like an Eagle DISC “ Red or also known as the High D” = The Dominant Bird Eagle .

The Peacock DISC “ Yellow or also known as the High I ” = The Influential Bird Peacock . Influence like a Peacock

The Dove DISC “ Green or also known as the High S ” = The Steady Bird Dove Be a Team Player like a Dove

The Owl DISC “ Blue or also known as the High D ” = The Conscientious Bird Owl Problem Solve like an Owl

Now that you know the Bird Theory How Do You Define “Generations in the Work Place?”

How to Play Nicely in the sand box with everyone else!

Traditionalists (Matures) Born Prior to 1946 Baby Boomers Born 1946-1964 Generation X Born 1965-1981 Generation Y (Millennials) Born 1982-1995 Generation Z Born 1996- 2009 5 Generations in the Work Place

Traditionalists (Matures) Born Prior to 1946

TRADITIONALISTS PRINCIPLES
Responsibility
Trustworthy and Loyal
Respect for Authority
Disciplined
Conformers
Conservative and Not Risk Takers
Frugal and Good Savers
Independent Thinkers

TRADITIONALISTS INTERACTIONS
Enjoys Privacy
Face to Face Communication Preferred
Responds to Logic
Focuses on The Spoken Word
Functions Well in Traditional Settings
Support your Data
Etiquette Matters

TRADITIONALISTS LEADERSHIP
Leadership style – Directive
Authoritative
Chain of Command Followed
Results driven
Great Helpers and Supporters
Lead by “Do As I Say”

TRADITIONALISTS PROFESSION
Strong Work Ethic
Career Defines Who They Are
Work Considered Obligation as Adult
Duty Before Pleasure
Respect for the Rules
Short-term Sacrifices for Rewards

TRADITIONALISTS SUPERVISION
Value Their Experience
Use Them in Mentor Programs
Knowledgeable
Job Skills Enhancement
Provide Stability and Security
Don’t Waste Their Time

TRADITIONALISTS ACKNOWLEDGEMENT & APPRECIATION
Satisfaction is a “Job Well Done”
Requires Little Feedback
Understands Goal Setting
Prefers Formal Recognition
Prefers Personal Rewards

Baby Boomers Born 1946-1964

BABY BOOMERS PRINCIPLES
Own a home
Workaholics
Nostalgic
Independent
Consensus building
Practical idealists

BABY BOOMERS INTERACTIONS
Direct
Adult Learners
Storytellers
Optimistic

BABY BOOMERS LEADERSHIP
Trust yet verify
Visionary
Comfortable giving feedback to others

BABY BOOMERS PROFESSION
Work is the “Identity”
Competition is good.
“ What do you do?”
Value Learning

BABY BOOMERS SUPERVISION
How to manage a Baby Boomer:
Use feedback and documentation
Respect, respect, respect.

BABY BOOMERS ACKNOWLEDGEMENT & APPRECIATION
Praise in public
Discipline in private
Don’t take Credit for their hard work

Generation X Born 1965-1981

GENERATION X PRINCIPLES
Entrepreneurial Spirit
Loyalty
Independence and Creativity
Information
Feedback
Quality of Work Life

GENERATION X INTERACTIONS
Use email as a primary communication
Talk in short sound bites
Ask them for their feedback
Share information on a regular basis
Use an informal communication style

GENERATION X LEADERSHIP
Prefer management styles that promote honesty and integrity
Learning opportunities & creative challenges
Prefer feedback & recognition with rewards
First leaders in real global interconnected market place

GENERATION X PROFESSION
Job security is a myth
Viewed as being less driven in work habits
Value taking care of themselves and families
Leverage time, talents, skills and energy
85% care about the future of their organization
83% are willing to go above and beyond for their organization

GENERATION X SUPERVISION
Flexible work arrangements
Opportunities to learn new skills
Career development opportunities
Compensation that reflects contribution

GENERATION X ACKNOWLEDGEMENT & APPRECIATION
Meaningful, personal communication
Prefer a lot of positive feedback
Huge emphasis on work/life balance
Define rewards and recognition

Generation Y (Nexters) Born 1982-1995

Generation Y (Nexters) PRINCIPLES
Optimistic
Confident
Social
Flexible

Generation Y (Nexters) INTERACTIONS
Cell phones (texting)
Internet (email, MySpace, Facebook, etc)
Praise

Generation Y (Nexters) LEADERSHIP
Will not accept “my way or the highway” approach
Always looking for the Faster more efficient way to do things

Generation Y (Nexters) PROFESSION
Thrive in fast-paced “High Tech” environment
Sense of entitlement
Needs constant positive reinforcement

Generation Y (Millennials) SUPERVISION

Generation Y (Nexters) ACKNOWLEDGEMENT & APPRECIATION
Motivated by money
Needs defined goals
Praise
Rewards

Generation Z Born 1996-2009

Generation Z Principles
Individualistic
Multi-Taskers
Creative
Socially Aware
Green

Generation Z Interactions
Smart phones
Instant Message
Text Messages
Social Networking

Generation Z Leadership Small Projects / Single Tasks Same Level as Senior Employees
Closer Management
Feel on Same Level as Senior Employees
Large Projects with Single Tasks
Advisors

Generation Z Profession
Works best in a fast paced environment
Consumer oriented
Very ambitious
Expects instant results

Generation Z SUPERVISION
Expect constant feedback
Need constant stimulation
Smaller projects
Variety of tasks assigned

Generation Z AKNOWLEDGEMENT & APPEICIATION
Incentives and bonuses
Constant Feedback
Positive feedback

Managers influence overall motivation as much as any organizational policy does
Lead by example
Recognize individual differences
Match people to jobs
Tailor rewards to individuals
Link reward directly to performance or goal
Check for fairness and equity among performers
Practice open communication
Allow for individual differences but recognize performance and achievement
Roles of A Leader

Generational Similarities
Career Development
Recognition – Feedback on Performance
Management - Interested in What They Are Doing
Make a Significant Impact on the Business
Flexibility of Reward & Recognition
Want to be Communicated To
Feel They Belong and Are Connected
Contributing to the Company Success
Most Will Participate on Teams to Define Program

Universal Needs in the Work Place Drive to Acquire – Be Promoted & Get Corner Office Drive to Bond – Feel Proud to be Part of the Organization Drive to Comprehend – Desire to Make Meaningful Contribution with Challenging Job for Growth Drive to Defend – Leads to Feelings of Security and C Confidence Drive to Globalism – Desire to work in a virtual work environment

Questions?

Women at work(2.18.11)updated

by EXHIB-IT! Trade Show Marketing Experts

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