‘Making Generational Differences    Work with Emotional Intelligence’                                   Learn at Work Day ...
Are You a Tiger or a Deer?                                   Every morning in Asia, a deer wakes                          ...
About                              A Leading Firm in:Executive                              Executive Development        ...
Who We Are  • Executive Development Associates (EDA) has been in business since    1982 and is known across the globe for ...
Danger or Opportunity?     Our multigenerational work environment can     be a source of positive challenge, opportunity  ...
Present Day Workforce       Most employees are:          Working in multi-generational teams          View that multi-g...
Copyright @2012 EDA Asia Pacific                        |   7                                   7   Source: ST 8 April 2010
Overview of Generational Differences                       Traditionalists             Baby Boomers                       ...
Why are Multigenerational Differences an Issue?    Multi-generational work environments can breed misunderstanding,     c...
Intergenerational Conflict  Findings according to a study, commissioned by the Tripartite  Alliance for Fair Employment Pr...
Multigenerational Communication • Keeping these generational   differences in mind can make   dealing with co-workers, les...
Copyright @2012 EDA Asia Pacific
Emotional Intelligence (EI) & EQ Emotional Intelligence, also called EI and often measured as an Emotional Intelligence Qu...
Emotional Intelligence Quotient (EQ)                                         “The capacity for                            ...
Experiencing Amygdala Hijack    You CAN change this !                                   “Anyone can become angry – that   ...
EI Mini Quiz      Important Note: The purpose of the following short quiz is to      provide you with an introduction to E...
Scenario 1. You are a Gen Y employee in a meeting when   a Baby-Boomer colleague takes credit for work that   you have don...
Answer for Scenario 1  The credit stealing colleague:   The most emotionally intelligent answer is D. By demonstrating an ...
Scenario 2: You are a Gen X Manager in an organization       that is trying to encourage respect for racial and       ethn...
Answer for Scenario 2The Racist Joke:The most emotionally intelligent answer is C. The most effective way to create anatmo...
Scenario 3. You are a Gen Y Manager and have recently   been assigned a Baby Boomer in your team, and have   noticed that ...
Answer for Scenario 3The indecisive Baby Boomer Employee:The most emotionally intelligent answer is D. Managing multigener...
Tips on ResolvingIntergenerational Conflict 1. Look at the generational factor 2. Consider the generational values at stak...
Conclusion   • It is important to consider generational     differences when dealing with conflict at the     workplace   ...
Final Thoughts……..    If you do tomorrow what you did yesterday     Your Future is History……………       If you do tomorrow w...
Dialogue   EDA Affiliate Partner in Asia Pacific   IPMA – EDA Asia Pacific   Tel: (65) 6789 0977 Fax: (65) 6789 0911   Ema...
Upcoming SlideShare
Loading in …5
×

Presentation on ‘Making Generational Differences Work with EQ"

1,137 views

Published on

CSC Singapore “LEARN @ WORK DAY”

KEY NOTE PRESENTATION

‘Making Generational Differences Work with
Emotional Intelligence’

CSC Singapore Offices (Anson & Henderson)
Friday, 13 July 2012

This session helps individuals understand the outlook and experiences of different generations to improve respect, communication and relationships in the workpl

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

No Downloads
Views
Total views
1,137
On SlideShare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
0
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Presentation on ‘Making Generational Differences Work with EQ"

  1. 1. ‘Making Generational Differences Work with Emotional Intelligence’ Learn at Work Day @ CSC Prof Sattar Bawany Managing Director Master Executive Coach & Facilitator EDA Asia Pacific Friday, 13 July 2012Copyright @2012 EDA Asia Pacific 1
  2. 2. Are You a Tiger or a Deer? Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed. Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death. It doesn’t matter whether you are a tiger or a deer: when the sun comes up, you’d better be running…..Copyright @2012 EDA Asia Pacific 2
  3. 3. About A Leading Firm in:Executive  Executive Development  Leadership & HighDevelopment Potential DevelopmentAssociates  Executive Coaching  Succession Planning  Executive AssessmentCopyright @2012 EDA Asia Pacific 3
  4. 4. Who We Are • Executive Development Associates (EDA) has been in business since 1982 and is known across the globe for it’s C-Suite capabilities in coaching and top Leadership Development designs. • EDA is a pioneer and leader in creating custom-designed learning and executive/leadership development strategies, programs and processes to help clients achieve their strategic objectives and win in the marketplace. • EDA works in partnership with clients to ensure that their development efforts are successful by ensuring maximum leverage and bottom-line results. • EDA has worked with many of the Fortune 100 and other leading organizations around the world.Copyright @2012 EDA Asia Pacific 4 Copyright @2012 EDA Asia Pacific
  5. 5. Danger or Opportunity? Our multigenerational work environment can be a source of positive challenge, opportunity and significant growth if managed effectively and leveraged to meet the business goals of our organization.Copyright @2012 EDA Asia Pacific
  6. 6. Present Day Workforce  Most employees are:  Working in multi-generational teams  View that multi-generational teams improve organizational performance  Key findings from survey commissioned by TAFEP:  Together, Gen X and Gen Y make up 60% of the Singapore workforce  Means that 40% of the Singapore workforce is over 45 years of age Source: Tripartite Alliance for Fair Employment Practices (TAFEP) www.fairemployment.sgCopyright @2012 EDA Asia Pacific 6
  7. 7. Copyright @2012 EDA Asia Pacific | 7 7 Source: ST 8 April 2010
  8. 8. Overview of Generational Differences Traditionalists Baby Boomers Gen X Gen YCareer Goals Legacy Stellar Career Portable Career Parallel CareersRewards Satisfaction of a Money, Title, Freedom Is The Work That Has Job Well Done Recognition, Corner Ultimate Reward Meaning OfficeWork-Life Support in Help me balance Give me balance Work isn’tBalance shifting the everyone else and find NOW! Not when everything. balance meaning in myself I’m 65 Flexibility to balance my other activitiesJob Changing Carries a stigma Puts you behind Is Necessary Is ExpectedTraining I learned the Train them too much The more they Continuous learning hard way, you and they’ll leave learn, the more is a way of life can too! they’ll staySource: Lynne C. Lancaster and David Stillman ‘When Generations Collide: Who They Are. Why They Clash. How to Solve theGenerational Puzzle at Work’, 2002.Copyright @2012 EDA Asia Pacific
  9. 9. Why are Multigenerational Differences an Issue? Multi-generational work environments can breed misunderstanding, conflict, and can compromise growth. Each generation has its own characteristics; different values and workplace concepts (Eg. Work-life balance, loyalty, teamwork) are understood differently. But different doesn’t mean deficient. Multi Generational workplaces can be a source of positive challenge, opportunity, and significant growth if managed effectively. Hence, it is increasingly important to know how to bridge inter- generational differences at work.Copyright @2012 EDA Asia Pacific 9
  10. 10. Intergenerational Conflict Findings according to a study, commissioned by the Tripartite Alliance for Fair Employment Practices (TAFEP):• Employees aged 30 and above, particularly the older ones, have the most difficulty working with colleagues belonging to Gen Y – those aged 29 and below.• Conversely, Gen Y employees have fewer difficulties working with older colleagues“… should be sensitive towards (inter-generational issues) as Singapore’s workforce becomes increasingly diverse…” – Deputy PM Teo Chee Hean Source: myPaper, 8 April 2010Copyright @2012 EDA Asia Pacific 10
  11. 11. Multigenerational Communication • Keeping these generational differences in mind can make dealing with co-workers, less of a challenge. • Remember to discard biases and preconceived notions and enjoy the generational differencesCopyright @2012 EDA Asia Pacific 11
  12. 12. Copyright @2012 EDA Asia Pacific
  13. 13. Emotional Intelligence (EI) & EQ Emotional Intelligence, also called EI and often measured as an Emotional Intelligence Quotient (EQ), describes an ability, capacity, or skill to perceive, assess, and manage the emotions of ones self, of others, and of groups. “The diversity of… generations provides a unique opportunity for knowledge sharing. But because employees in the various age groups may not naturally interact with each other on a daily basis, you may need to make a concerted effort to facilitate collaboration.” - Katherine Spencer LeeCopyright @2012 EDA Asia Pacific 13
  14. 14. Emotional Intelligence Quotient (EQ) “The capacity for recognising our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.”Dr Daniel Goleman, Psychologist‘Working with Emotional Intelligence’, 1998Copyright @2012 EDA Asia Pacific 14
  15. 15. Experiencing Amygdala Hijack You CAN change this ! “Anyone can become angry – that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – that is not easy.” Aristotle in ‘Nicomachean Ethics’Copyright @2012 EDA Asia Pacific 15 | 15
  16. 16. EI Mini Quiz Important Note: The purpose of the following short quiz is to provide you with an introduction to Emotional Intelligence (EI). The results you get from this quiz are NOT a comprehensive picture of your EI.Copyright @2012 EDA Asia Pacific 16
  17. 17. Scenario 1. You are a Gen Y employee in a meeting when a Baby-Boomer colleague takes credit for work that you have done. What do you do? A. Immediately and publicly confront the colleague over the ownership of your work. B. After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work. C. Nothing, its not a good idea to embarrass colleagues in public. D. After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish.Copyright @2012 EDA Asia Pacific 17
  18. 18. Answer for Scenario 1 The credit stealing colleague: The most emotionally intelligent answer is D. By demonstrating an awareness of work-place dynamics, and an ability to control your emotional responses, publicly recognizing your own accomplishments in a non-threatening manner, will disarm your colleague as well as puts you in a better light with your manager and peers. Public confrontations can be ineffective, are likely to cause your colleague to become defensive. A. 0 Points – Immediately and publicly confront the colleague over the ownership of your work. B. 5 Points – After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work. C. 0 Points – Nothing, its not a good idea to embarrass colleagues in public. D. 10 Points – After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish. Copyright @2012 EDA Asia Pacific 18Workshop on High Performance Leadership for Menlo Worldwide Logistics
  19. 19. Scenario 2: You are a Gen X Manager in an organization that is trying to encourage respect for racial and ethnic diversity. You overhear a Gen Y employee telling both sexist and racist jokes. What do you do? A. Ignore it – the best way to deal with these things is not to react. B. Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated. C. Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization. D. Suggest to the person telling the joke he go through a diversity training program. Copyright @2012 EDA Asia Pacific 19Workshop on High Performance Leadership for Menlo Worldwide Logistics
  20. 20. Answer for Scenario 2The Racist Joke:The most emotionally intelligent answer is C. The most effective way to create anatmosphere that welcomes diversity is to make clear in public that the socialnorms of your organization do not tolerate such expressions. Confronting thebehavior privately lets the individual know the behavior is unacceptable, but doesnot communicate it to the team. Instead of trying to change prejudices (a muchharder task), keep people from acting on them.A. 0 Points – Ignore it - the best way to deal with these things is not to react.B. 5 Points – Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated.C. 10 Points – Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization.D. 5 Points – Suggest to the person telling the joke he go through a diversity training program.Copyright @2012 EDA Asia Pacific 20
  21. 21. Scenario 3. You are a Gen Y Manager and have recently been assigned a Baby Boomer in your team, and have noticed that he appears to be unable to make the simplest of decisions without seeking advice from you. What do you do? A. Accept that he "does not have what it take to succeed around here" and find others in your team to take on his tasks. B. Get an HR manager to talk to him about where he sees his future in the organization. C. Purposely give him lots of complex decisions to make so that he will become more confident in the role. D. Engineer an ongoing series of challenging but manageable experiences for him, and make yourself available to act as his mentor.Copyright @2012 EDA Asia Pacific 21
  22. 22. Answer for Scenario 3The indecisive Baby Boomer Employee:The most emotionally intelligent answer is D. Managing multigenerationalemployees requires high levels of emotional intelligence, particularly if you are goingto be successful in maximizing the performance of your team. Often, this means thatyou need to tailor your approach to meets the specific generational needs of theindividual, and provide them with support to help them grow in confidence. A. 0 Points – Accept that he does not have what it take to succeed around here and find others in your team to take on his tasks B. 5 Points – Get an HR manager to talk to him about where he sees his future in the organization C. 0 Points – Purposely give him lots of complex decisions to make so that he will become more confident in the role D. 10 Points – Engineer an ongoing series of challenging but manageable experiences for him, and make yourself his mentor (reverse mentoring)Copyright @2012 EDA Asia Pacific 22
  23. 23. Tips on ResolvingIntergenerational Conflict 1. Look at the generational factor 2. Consider the generational values at stake 3. Air different generations perceptions 4. Find a generationally appropriate fix 5. Find commonality and complements 6. Learn from each otherCopyright @2012 EDA Asia Pacific 23
  24. 24. Conclusion • It is important to consider generational differences when dealing with conflict at the workplace • Understanding where the individual is coming from and leveraging on emotional intelligence competencies will ensure a harmonious and productive workplace as well as more conducive organisational climateCopyright @2012 EDA Asia Pacific 24
  25. 25. Final Thoughts…….. If you do tomorrow what you did yesterday Your Future is History…………… If you do tomorrow what we’ve covered today Your Future is Historic!!!Copyright @2012 EDA Asia Pacific 25
  26. 26. Dialogue EDA Affiliate Partner in Asia Pacific IPMA – EDA Asia Pacific Tel: (65) 6789 0977 Fax: (65) 6789 0911 Email: sattar@ipma.com.sg IPMA Website: www.ipma.com.sg EDA Website: www.executivedevelopment.com LinkedIn: www.linkedin.com/in/ipmaasiapacific Facebook: www.facebook.com/ipma.singapore Twitter: www.twitter.com/IPMA_SingaporeCopyright @2012 EDA Asia Pacific 26

×