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MACPA Generational Symposium - 2013
 

MACPA Generational Symposium - 2013

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How do you solve the issue of 4 Generations in the Workplace? MBSN - Management by Sticky Notes! That was the approach taken by the Maryland Association of CPAs as they convened a Generational ...

How do you solve the issue of 4 Generations in the Workplace? MBSN - Management by Sticky Notes! That was the approach taken by the Maryland Association of CPAs as they convened a Generational Symposium on June 25th in Ellicott City, MD.

Bringing almost 100 CPAs representing all four generations and an almost even mix of Millennials, Gen-Xers, and Boomers together. MACPA designed a format built on dialog and collaboration with a backgounder on the generational research, a multi-gen panel featuring MACPA leaders representing the generations, and a final session asking particpants to collaborate at tables to help us identify Bold Actions we can use to solve the generational gap (Management by Sticky Notes.

The energy and dialog was off the charts and some real progress was made using the wisdom pf the crowd. Bottom-line is leverage the strengths of every generation and don;t generalize but focus on the individuals.

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    MACPA Generational Symposium - 2013 MACPA Generational Symposium - 2013 Presentation Transcript

    • www.macpa.orgThe Maryland Association of CPAswww.blionline.orgThe Business Learning InstituteGenerational Symposium Turf Valley Conference Center June 25, 2013 #4GenSymp
    • Moderator: Tom Hood •  Named as fourth Most Influential in Accounting byAccounting Today Magazine •  Top 150 Influencer by Linked-In •  Top 25 Influencers in Learning & HR by HR Examiner •  Top 25 Public Accounting Thought Leaders by CPAPractice Adviser •  Working on Learning Management with AICPA/CPA2Biz, Cloud Curriculum, Performance Management /XBRL, Leadership & Generations Tom Hood, CPA, CITP, CGMACEOMACPA www.macpa.organdBusiness Learning Institute (BLI)www.blionline.orghttp://www.linkedin.com/in/tomhood/
    • Download today’s slides at … www.SlideShare.net/thoodcpa
    • http://macpa.cnf.io Ask and answerquestions throughout theday here… Conferences.io was used toengage our members andencourage open Q&A andfeedback with this exciting newtechnology we will beginincorporating into strategicplanning and CPE courses forengagement and collaboration.
    • Respond to a Poll Ask a Question Vote up a Question http://macpa.cnf.io
    • Insights to Action “One without the other is either useless or destructive” T
    • The Research 2 1,000 10,000
    • Historical Context – The Perfect Storm •  Web 2.0 •  Globalization •  Generations Source: DonTapscott - Wikinomics
    • The New Normal - VUCA
    • What is this all about? •  First time ever that we have 4 different generations inour workforce working together side-by-side •  Traditionalists, Boomers, Xers, and Millennials (Y’s) •  Each of these generations were impacted by variousevents that shape who they are and how they work •  We need to understand what motivates the variousgenerations and how to work together
    • Common Workplace Conflicts •  Conflicts frequently have generational issues as their cause •  “He is not committed to his job” •  “She does not listen to my ideas” •  “He has a poor work ethic” •  “He does not follow direction” •  “I can’t believe the way he/she dresses” •  “She treats me like my parents” •  “What do you mean I can’t work from home on Friday’s” •  “She does not listen to my ideas”
    • A Glance into the Future: Theory: The oldest, wealthiest, and most visiblemembers of a generation define thebehavior and attitude for those thatfollow.
    • A repetitious process… •  A senior generation assumes they know what theyounger generations want (or should want) forthemselves; how they should define success. •  The senior generation then prescribes a pay yourdues process to achieve that success. •  The senior generation thinks, in the back of their mind,that the younger generations will never have to work ashard as they did to become successful.
    • Consider the following: What happens when generations define successdifferently? How do the conflicting definitions of successaffect how we motivate, coach and encourage inthe workplace?
    • Four Generations in the Profession Millennials (GenY) - Born btw 1980 & 2000 Generation X - Born btw 1965 & 1979 Baby Boomers - Born btw 1946 & 1964 Matures (Traditionalists) - Born btw 1945 & 1925
    • Characteristics TraditionalistsBorn 1925-1945Baby BoomersBorn 1946-1964Generation XBorn 1965-1977MillennialsBorn 1978 or afterAge Span 65 to 86 years old 46 to 64 years old 33 to 45 years old 32 or youngerTraits ConservativeBelieve in DisciplineRespect for authorityLoyalPatrioticIdealisticBreak the rulesTime stressedPolitically correctPragmaticSelf-sufficientSkepticalFlexibleMedia/Info/Tech savvyEntrepreneurialConfidentWell-educatedSelf-sufficientTolerantTeam buildersSocially/politically consciousDefining Events Great depressionWorld War IIKorean WarVietnam WarWoodstockWatergateMissing childrenLatch Key KidsComputers in schoolSchool shootingsTerrorismCorporate scandalsTo Them Work Is If you want a roof and food…. Exciting adventure Difficult challenge To make a differenceWork Ethic Loyal/dedicated Driven Balanced Eager but anxiousEmployment Goals Retirement Second career Work/life balance UnrealisticEducation A dream Birthright Way to get to an end A givenCommunication Face to face Telephone Email IM/Text messagingTime at Work is defined Punch clock Visibility Why does it matter if I get it donetoday?Is it 5 PM? I have a life.Most need in theworkplaceContinued involvement past 65 Recognition! More information Praise and fun; or is that funand praise?
    • Source: Lee Rainie - Pew Internet Generational Self-Definition
    • The Matures (born prior to 1946) Duty, honor, country Dedication, sacrifice Conformity, blending, unity –We First Patience Hard, hard times then prosperity National pride Doing a good job was mostimportant Age = Seniority
    • The Baby Boomers ( 46 to 64) Work ethic = Worth. Workaholic Competitive Success is largely visible – trophies,plaques, certificates, etc. Optimistic Consumers Defined by their work I’d like to teach the world to sing…
    • Generation X ( 65 to 79) Question authorities. Their heroes are people they ve met; that theyknow. Raised as their parent s friends. Saw lifelong employment end – don t believe itwill happen to them. Can be cynical. Can be pessimistic. Time horizons are shorter than the Boomers orMatures. Time is a currency. Carpe Diem approach – Seize the day! Prove it to me.
    • Millennials (Since 1980) Individuals w/ a group orientation (team?) Optimistic Programmed. Coddled. Well looked after. Hard time focusing on anything. Busy & stressed at a young age. Like X , raised as their parent s friends. Are not adults. Are not adolescents. Adultolescentphase. Future is very short term. Huge goals. Clueless on the execution.
    • Another way of looking at this… Physiological NeedsSafety NeedsBelonging NeedsEsteem NeedsSelf ActualizationMaturesBaby BoomersGen XMillennialsSource: Cam Marston “I have to study politics andwar. so that my sons canstudy mathematics,commerce and agriculture, sotheir sons can study poetry,painting, and music.” - John Quincy Adams
    • "The speed of change makes youuncomfortable on a regular basis," hesays. "Thats so difficult for people whoare paying mortgages, buying cars, tryingto give their kids the things they had, toget them through school.You want tofeel confident in the last 15 years ofyour career that after 25 or 30 years ofeffort, its just going to work," he says."But it isnt so.And I dont think youever get over the fear of not knowing.” – Doug Gould Ad Exec Generation Gap or Lap?
    • Generation Gap or Generation Lap In 1997, young people forthe first time wererecognized by adults asbeing authorities onsomething trulyrevolutionary – digitaltechnology, interactivemedia, andCOLLABORATION.” -  DonTapscott Grown Up Digital
    • Maria: Do you think members of Gen-Y have any millennial traits we can actually useto our advantage? Rich:This sounds strange, but hear me out. Our most positive trait is that we’reinexperienced.What I mean with that is, today’s world is a lot different fromyesterday’s. Inexperience means rejecting the status quo, and that’s what innovationis.We’re not afraid to, it’s a very positive thing I guess.We’re not stuck in this rut forso many years. The second most important thing is adaptability.We’ve lived in this time of rapidchange, especially growing up in the first decade of the millennium.We’re used toit, it’s how we live. Hopefully my taking a risk will inspire others to do something bold. Generation Gap or Generation Lap Source: Money Under 30
    • Leadership & Succession Even the best strategy can fail if a corporation (or firm) doesn t have acadre of leaders with the right capabilities at the right levels of theorganization The failure to assess leadership capacity systematically before launchingstrategic initiatives can leave tope executives scrambling to fill gaps at thelast minute – with significant consequences Leadership as the Starting Point of Strategy CFO.com
    • American Institute of CPAsThe generation gap is widening
    • Millennials are the largest generation yet Statistics taken from the U.S. Census Bureau
    • Unfortunately, this industry will continue to reward those who sacrificetheir time, their family and their lives over those who find ways tomanage effectively, and become more efficient.The end result is thatcurrent senior management will label my generation as lazy and arrogant(both are partially true). If you tell me that I can achieve success, as mysuperiors have, by working 3,000 hours a year I would see it as a failure.If I have to work as much as someone else did 20 years ago toaccomplish the same results have we really progressed at all? Source:A young professional’s viewpoint from David Maister’s Blog Entry“Why does bad management thrive so much?” A Gen-Y Perspective on CPA Profession
    • www.macpa.org www.blionline.org•  Generational context is not about age, but common experiences •  Acknowledge your team’s expectations, not just your own •  Different is neither right nor wrong, just different •  Age-ism is the death of any coaching strategy •  Generational understanding does not take the place of concern for theindividual •  Different generations care about different approaches to the same problem– highlight points accordingly •  Technology is not universal – assess your team members’ affinity level beforemaking communication assumptions Some strategies to consider
    • The Eight Net Gen Norms that will transformbusiness, education and government 1.  Freedom –The freedom to work when andwhere you want 2.  Customization – My job my life 3.  Scrutiny – I know what you did last night 4.  Integrity – Be a good company to work for 5.  Collaboration –Teamwork 6.  Entertainment – Work should be fun 7.  Speed – Let’s make things happen now! 8.  Innovation – Let me invent
    • The New Math & Generations L>C Communication 10,000 Hour Rule CC > EC
    • “In a period of rapid change and increasing complexity, thewinners are going to be the people who can LEARN fasterthan the rate of CHANGE and faster than theirCOMPETITION.” -Tom Hood, CPA.CITP.CGMA
    • Workforce#TalentWar
    • Source: Research from CPA Horizons 2025 Project & the Business Learning Institute
    • The Challenge "Managing multigenerational workforces is an art in itself.Young workers want to make a quick impact, the middlegeneration needs to believe in the mission, and olderemployees dont like ambivalence. Your move." Harvard Business School "Working Knowledge“ newsletter, April 2006:"Can you manage different generations?"
    • h"p://cpa.tc/2qh    theBounce 10,000 hour rule
    • #CC>EC # 1 Skill is Collaboration # 2 Skill is Communication according to2012 IBM Global CEO Study
    • My take on generations •  Major issue that needs to be dealt with •  Mutual understanding and communication – bi-directionalnot one way •  Accept differences and find the opportunities •  X &Y are about time Boomers are about relationships •  Reverse mentor on technology and communication •  Engagement & participation are key
    • Motivating the What s In It For Me WorkforceCam Marston It s easy to say that these simple demonstrationsshouldn t be necessary. Many people say thatemployees should enter the workforce ready to work.Blame the parents, the schools, the media or somethingelse. But that won t change the outcome So deal with it
    • •  Managing Intergenerational Conflict in the Workplace– Susan Hayword, MA, CHRP •  Mixing Four Generations in the Workplace – CamMarston •  Grown Up Digital – Don Tapscott •  Y-Size Your Business – Jason Ryan Dorsey •  For training on generational issues and other successskills – check out our catalog at www.blionline.org Sources & References
    • Tom Hood, CPA.CITP CEO Maryland Association of CPAs Business Learning Institute (443) 632-2301 E-mail tom@macpa.org Web http://www.macpa.org http://www.blionline.org Blog http://www.cpasuccess.com Follow me on: ü Twitter: http://www.Twitter.com/tomhood ü LinkedIn: http://www.linkedin.com/in/tomhood ü Facebook: http://www.facebook.com/thoodcpa ü Slideshare: http://www.slideshare.net/thoodcpa ü Youtube: http://www.youtube.com/thoodcpa ü Second Life avatar name: Rocky Maddaloni