Working and Managing Across Generations. From Traditionalists to Generation Y and beyond.

2,310 views

Published on

Working and Managing Across Generations: From Traditionalist to Generation Y and Beyond…

Outcomes-

This session engages participants to:

Explore generational differences and their assumptions to the access of information in order to effectively manage tasks, teams and people.
Determine how different generations view teamwork.
Develop and hone leadership techniques to effectively manage Traditionalists, Baby-Boomers, Gen. X, and Millennials.
Develop skills for communicating across generational divides.
Explore technology and its application to work and social interactions.
Realize that as generations enter and leave the workforce, competency and respect for people are what drives successful organizations, teams and people.

Managing and working with generational diversity is a significant dimension of what is needed for success in the workplace today. The challenge is getting people to understand one another by exploring differences in expectations, assumptions and language use; then using this knowledge to increase effectiveness of people, teams

and organizations.



Bridging the age gap to build respectful working relationships can mean the difference between a work environment that clicks and one that clashes.

Published in: Business, Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
2,310
On SlideShare
0
From Embeds
0
Number of Embeds
161
Actions
Shares
0
Downloads
66
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Skepticism – The view that knowledge in some area is not possible. Skeptics often don’t actually doubt the truth of the belief which they are skeptical about: their central claim is that we don’t have justification for that belief, and thus can’t be said to know it.- The Philosopher Dictionary. Martin (2003)
  • WW2-1939 to 1945
  • Apollo 11 mission when astronauts Neil Armstrong and Buzz Aldrin landed their Lunar Module (LM) on the Moon on July 20, 1969Cuban Missile CrisisVietnamWoodstock
  • challenger explosion, AIDS, Reaganomics, rising divorce rates, Berlin Wall 1989,  Watergate, the end of the cold war and of course, the creation of MTV.
  • Working and Managing Across Generations. From Traditionalists to Generation Y and beyond.

    1. 1. Working and Managing Across Generations: From Traditionalist to Generation Y and Beyond…<br />www.create-learning.com<br />
    2. 2. Skepticism – The view that knowledge in some area is not possible. Skeptics often don’t actually doubt the truth of the belief which they are skeptical about: their central claim is that we don’t have justification for that belief, and thus can’t be said to know it.<br />- The Philosopher Dictionary. Martin (2003)<br />www.create-learning.com<br />
    3. 3. www.create-learning.com<br />http://www.grand-illusions.com/opticalillusions/amazing_dots/<br />
    4. 4. If you dislike theory, and seek only “Practical action”; That is unfortunate. Anything you do is founded upon a theory of some sort, and eschewing theory merely means that your decisions are being misdirected by some bad theory which you do not know about.- Elliot Jaques; Requisite Organization<br />www.create-learning.com<br />
    5. 5. CP + V + SK +Wi + (-T) = CAC<br />http://create-learning.com/blog/manager-training/is-your-leadership-work-matched-to-capability-how-do-you-know<br />- Jaques formula for Role Competence.<br />www.create-learning.com<br />
    6. 6. Assumptions?<br />www.create-learning.com<br />
    7. 7. The end of the Cold War also led to a world that was not only connected, but hyperconnected. Friedman notes that the global connectivity he focused on in his book The World Is Flat has already grown by leaps and bounds since 2004, when he sat down to write it.<br />"Facebook didn't exist; Twitter was a sound; the cloud was in the sky; 4G was a parking place; LinkedIn was a prison; applications were what you sent to college; and Skype for most people was typo," he says. "All of that changed in just the last six years.“<br />- Thomas Friedman “That Used To Be Us” http://www.npr.org/2011/09/06/140214150/thomas-friedman-on-how-america-fell-behind<br />www.create-learning.com<br />
    8. 8. Generational Differences<br />Authority <br />Information<br />Trust<br />Accountability<br />Pay Your Dues<br />Complexity<br />Multi-Tasking<br />Change<br />Respect<br />Time<br />Work & Life<br />www.create-learning.com<br />
    9. 9. Traditionalists<br />Born before 1945<br />Ages 66 & up<br />www.create-learning.com<br />
    10. 10. Baby Boomers<br />Born 1946 - 1964<br />Ages 65 – 47<br />www.create-learning.com<br />
    11. 11. Generation X (changed the family)<br />Born 1965 - 1980<br />Ages 46 - 31<br />www.create-learning.com<br />
    12. 12. Generation Y (changed work) <br />Born 1981 – 1995 (app.)<br />Ages 30 - 16<br />www.create-learning.com<br />
    13. 13. Generation Z (9/11 Generation / Digital Natives) <br />Born 1996 – <br />Ages 15 – <br />www.create-learning.com<br />
    14. 14. www.create-learning.com<br />
    15. 15. www.create-learning.com<br />
    16. 16. Despite popular generalizations . . .<br />“when you hold<br />the stereotypes up to the light, they don’t<br />cast much of a shadow.” . . .<br /><ul><li> Everyone wants respect
    17. 17. Leaders must be trustworthy
    18. 18. No one really likes change
    19. 19. Loyalty depends on context
    20. 20. Everyone wants to learn & likes feedback.</li></ul>Jennifer Deal, Retiring the Generation Gap (2006)<br />www.create-learning.com<br />
    21. 21. “I have been researching generational differences and continually dig up unicorns and bullshit. Here it is at the core; People want to do good work, no matter how old and when they are born. Determining intelligence (ability to handle complexity of work) + values + skilled knowledge + wisdom + temperament will tell you what the person is currently able to handle as far as work goes. <br /> Good managers are good whether they are Gen Y, Traditionalists, etc... Provide broad goals that allow for autonomy of people to do their work, supply the necessary resources to accomplish the work, and measure progress along the way. <br />Systems-Drive-Behavior”<br />www.create-learning.com<br />
    22. 22. www.create-learning.com<br />
    23. 23. www.create-learning.com<br />Looking for the most effective way for your organization, team and leadership to;<br />Work and Manage Across Generations: From Traditionalist to Generation Y and Beyond…An Interactive Workshop<br /> <br />Contact mike@create-learning.com or call 1.716.629.3678<br />To learn more about this program click here…<br />Outcomes—<br /><ul><li> Specific Action steps to take within your team and work life on how to increase effectiveness with peers, customers and stake holders.
    24. 24. Develop skills and knowledge in communicating with team members and managers of different generations.
    25. 25. How to effectively share and receive information to these team members and managers.
    26. 26. Steps to tap into the creative and innovative ideas that each person has; Developing improved processes and products.
    27. 27. Leave the workshop with specific and measurable areas of focus to improve working and leadership capacities within and across generations.
    28. 28. An action plan and metrics to put areas of focus into use. </li></li></ul><li>www.create-learning.com<br />Hire Michael Cardus of Create-Learning Team Building & Leadership<br />Contact mike (at) create-learning.com Call 1-716-629-3678<br />Making Teams & Leaders Better. <br />By improving individual effectiveness and team processes. Resulting in increased productivity & people who love the work they do.  <br />Create-Learning's Consulting, Facilitation, Training and Coaching results in increased retention of staff, increased satisfaction with work, increased collaboration and information sharing within and between departments, increased accountability of success and failures, increased knowledge transfer, increased trust as well as speed of project completion and decision making of Leaders, Teams and Organizations.<br />
    29. 29. Images in order of appearance<br />http://www.napmbuffalo.com/<br />http://www.flickr.com/photos/mavadam/3514616465/<br />http://www.flickr.com/photos/yiie/4865201576/<br />http://www.flickr.com/photos/87913776@N00/5129625865/<br />http://www.flickr.com/photos/littlefishyjes/2678491735/<br />http://www.flickr.com/photos/modestchanges/3214638454/<br />http://www.flickr.com/photos/gsfc/4812251385/<br />http://www.flickr.com/photos/gavinandrewstewart/93222147/<br />http://a6.sphotos.ak.fbcdn.net/hphotos-ak-snc4/163413_479288597199_9445547199_5658562_8388607_n.jpg<br />http://www.flickr.com/photos/ergonomic/3363073562/<br />http://biz.loudoun.gov/Portals/0/BEC%20Information%20Sheet.pdf<br />http://www.flickr.com/photos/davegray/5640777787/sizes/l/in/photostream/<br />http://www.flickr.com/photos/untitlism/2473042597/<br />Sources Used<br />http://www.hendersonwoodsllc.com/<br />“Leadership Styles: Generational Differences,” SHRM, Dec. 2004<br />Lancaster & Stillman, When Generations Collide, 2002<br />Hicks & Hicks, Boomers, Xers, and Other Strangers: Understanding the<br />Generational Differences that Divide Us, 1999<br />Martin & Tulgan, Managing the Generational Mix: From Collision to<br />Collaboration, 2002<br />Regan, The FutureWork Institute, presentation at Linkage 2007<br />http://www.brazencareerist.com/<br />www.create-learning.com<br />

    ×