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Generational Leadership


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  • 2. About Me
    • Human Resources Professional with ARAMARK Corporation
    • 6+ years of comprehensive Human Resources experience
    • Other Interests: Writing/Blogging, Event Planning, Sports, Social Media, Technology
    • Born and raised in New Jersey, currently reside in Philadelphia
    • Bachelor of Arts in Labor Studies and Employment Relations from Rutgers University
    • Masters of Arts in I/O Psychology from The Chicago School of Professional Psychology
  • 3.
    • $12B World Leader in professional services
    • 255,000 employees serving clients in 22 countries
    • World’s Most Admired Companies. Ranked in industry top 3 every year since 1998
    • Over 200,000 clients
    • High Profile Events:
      • 15 Olympic Games since 1968
      • 2010 National Hockey League Winter Classic
      • 2010 Major League Baseball All-Star Games
    • Current Human Resources Focus
      • Capacity, Capability, Engagement
      • Leadership Competencies
      • Workforce Management Technology
      • Learning Management System
    My Organization
  • 4. Generational Leadership - The Problem
      • Multi-Generational workforce can present unique challenges for organizations
      • Lack of generational understanding leads to conflicts, loss of productivity, decrease in morale and engagement, and increased turnover
      • Misconceptions exist, leading to ineffective leadership and engagement strategies
      • Classic “military” leadership style is no longer effective in today’s work environment
      • “ What got you here, won’t get you there”
  • 5. 5 Generations in the Workplace
      • Silent Generation or Traditionalist
        • Born: 1925 – 1945
        • 2011 Age: 66 – 86
      • Baby Boomers
        • Born: 1946 – 1964
        • 2011 Age: 47 – 65
      • Generation X
        • Born: 1965 - 80
        • 2011 Age: 31 – 46
      • Generation Y or Millennials
        • Born: 1981 – 1995
        • 2011 Age: 16 – 30
      • Generation Z or Digital Natives
        • Born: 1996 -
        • 2011 Age: < 16
  • 6. Effective Generational Leadership
      • Understand the different generations at work, what they value, and what motivates them.
      • Employees are your business –know them like you know your business
      • Leverage the varying strengths of each generation
      • Versatility and Flexibility – Adapt your leadership style
      • Communication is key
        • How do your employees like to receive information
        • What methods of communication work best
        • How will the different generations perceive the information
        • Expand your communication strategy to include multiple formats
  • 7. Effective Generational Leadership
      • Introduce formal mentoring
        • Increase knowledge transfer
        • Break down generation silos
      • The Platinum Rule instead of the Golden Rule
        • Treat people how they want to be treated
      • Make generational mix part of your organization’s diversity and leadership discussions
      • Offer options and choices
        • Compensation vs. Benefits
        • Home office vs. Cubicle
        • Team environment vs. Individual projects
  • 8. Leading Millennials
      • Common Millennial Misconceptions
        • Not loyal, like to job hop
        • Over-confident
        • Not willing to pay dues
        • Lazy
        • Sponge off of baby boomers
        • Spoiled..sense of entitlement
        • Poor work ethic, not willing to work long hours
        • No respect for generations that came before them
        • Needy..want constant feedback
  • 9. Leading Millennials
      • To understand the millennial generation, first we need to look at when and how they grew up
      • The Millennial Upbringing
        • Children of the Baby Boomers
        • Born during the rise of text and instant messaging
        • Raised to be competitive and to never give-up
        • Involved in multiple extracurricular activities, always on the go
        • Parents supported them 100% in whatever they decided to do
        • Received constant support from parents during soccer games, dance recitals, etc.
        • Were congratulated when they won, encouraged and coddled when they didn’t
        • Witnessed their parents work for the same organization for their entire careers only to be laid off during struggling economic times
  • 10. Leading Millennials
        • Stimulating, engaging, and pleasurable work
        • Brand Identity
        • Feeling of connection to their organization
        • Geared to master a challenge and then move on to the next
        • Multitasking
        • Organization that is Tech Savvy…Innovation
        • Clear career path and timing
        • Learning and development opportunities
        • Networking beyond traditional means
        • Work-Life Balance
        • Social Responsibility
        • Regular Feedback
        • How to attract and retain Millennial leaders ?
  • 11. So What’s Next
      • Start the generational discussion
        • Include as part of diversity and leadership training
        • Bring the generations together in focus groups and project teams
        • Go directly to the source – find out what your employees want/need
      • Revisit your Talent Management Strategy
        • Define your Employment Brand
        • Revise Recruitment Materials
        • Focus on Knowledge Transfer
        • Embrace Social Media
        • Introduce Entry-Level Development Programs and Internships
      • Stay one step ahead
        • Solve not just for current generations but upcoming generations
        • Generation Z will begin entering the workforce in large numbers in the next 7 years
        • Members of Generation Z were born in the age of Social Media, introduced to Facebook and Twitter at the earliest possible age
  • 12. References
      • Dogan Gursoy, Thomas A. Maier, Christina G. Chi. Generational differences: An examination of work values and generational gaps in the hospitality workforce. International Journal of Hospitality Management, 27(3), 448-458.
      • Merril, M. (2004, August). Five generational differences shaping leadership. Merrill Associates. Retrieved from
      • Sessa, V. I., Kabacoff, R. I., Deal, J. & Brown, H. (2007). Generational Differences in Leader Values and Leadership Behaviors. The Psychologist-Manager Journal, 10(1), 47-74.
  • 13. Thank You! Contact: Quashan Lockett 201-632-1424 Linkedin: Website: [email_address]