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Generational Leadership

Generational Leadership






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    Generational Leadership Generational Leadership Presentation Transcript

    • 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
      • $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
    • 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 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
    • 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
    • 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
    • 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
    • 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
    • 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 ?
    • 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
    • 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 http://www.merrillassociates.com
        • 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.
    • Thank You! Contact: Quashan Lockett 201-632-1424 Linkedin: www.linkedin.com/in/qlockett Website: www.quashanlockett.com [email_address]