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Generations at Work 031715

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These are slides from a 60 minute session the 2015 Leadership Louisville Leadership Summit. It is drawn from a 1.5 day course The Wunderlin Company offers on Coaching the Generations at Work

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Generations at Work 031715

  1. 1. G E N E R A T I O N S   A T   W O R K   1   COACHING  THE   GENERATIONS  AT  WORK   Presented  by  Karen  Wunderlin  /  11  March  2015  
  2. 2. G E N E R A T I O N S   A T   W O R K   2   OUR  OBJECTIVES   •  To  inves5gate  the  genera5ons  currently  in  the  workplace   and  learn  more  about  their  characteris5cs   •  Focus  on  three  poten5al  areas  of  conflict  between   genera5ons  at  work   •  Review  what  we  all  have  in  common.  
  3. 3. G E N E R A T I O N S   A T   W O R K   3   A  PICTURE  IS  WORTH  A   THOUSAND  WORDS   Select  an  image  that   represents     Boomers   Gen  X’ers  or   Millenials  
  4. 4. G E N E R A T I O N S   A T   W O R K   4   GENERATIONAL  THEORY  
  5. 5. G E N E R A T I O N S   A T   W O R K   5   WHAT  DO  YOU  ALREADY  KNOW?   5
  6. 6. G E N E R A T I O N S   A T   W O R K   6   DEFINING  GENERATIONS   If  this  person  were  in  the  workforce  today…   G.I. Silent Boomer Gen  X Millennial Oldest 113 89 71 53 33 Youngest 90 72 54 33 11
  7. 7. G E N E R A T I O N S   A T   W O R K   7   COHORT  CHARACTERISTICS   The  Baby  Boomers   •  This  genera5on  began  to  deviate  from  the  tradi5onal  values   of  the  Silent  Genera5on.   •  There  was  increasing  distrust  of  government  and  societal   ins5tu5ons  (e.g.  religion  and  business).   •  This  5me  period  was  marked  by  rela5vely  high  income  and   wealth  genera5on  which  lead  to  this  genera5on’s  access  to   greater  goods  and  services.   •  They  saw  their  parents  live  through  war,  but  generally   thought  posi5vely  about  the  trajectory  of  the  world.   •  They  see  themselves  as  special  and  dis5nct  from  other   genera5ons.  
  8. 8. G E N E R A T I O N S   A T   W O R K   8   COHORT   CHARACTERISTICS   The  Baby  Boomers   might  be  defined  by   • Individualism   • Cynicism   • A  “free  spirit”  
  9. 9. G E N E R A T I O N S   A T   W O R K   9   COHORT  CHARACTERISTICS   GeneraFon  X   •  This  cohort  is  very  comfortable  with  technology,  since  they   saw  the  introduc5on  of  the  personal  computer  and  the   beginnings  of  the  digital  age.   •  Gen  X  has  the  highest  level  of  volunteerism  as  compared   with  other  genera5ons.   •  Genera5on  X  is  the  first  genera5on  with  more  women  than   men  gradua5ng  from  college.   •  People  of  this  genera5on  desire  more  work-­‐life  balance  than   their  parents  and  grandparents  may  have  had.   •  They  expect  change  and  focus  on  changing  ins5tu5ons  and   systems  through  their  collec5ve  ac5on  and  advocacy.  
  10. 10. G E N E R A T I O N S   A T   W O R K   1 0   COHORT   CHARACTERISTICS   GeneraFon  X  might  be   defined  by   •  Independence   •  Entrepreneurialism   •  A  search  for   emo5onal  security  
  11. 11. G E N E R A T I O N S   A T   W O R K   1 1   COHORT  CHARACTERISTICS   Millennial  GeneraFon   •  This  genera5on  has  oaen  been  compared  to  the  Silent   Genera5on  as  being  very  civic  minded,  but  they  are  also   more  narcissis5c  than  other  genera5ons.   •  They  were  raised  by  “helicopter  parents”  who  hovered  over   them  and  protected  them  from  threats.   •  Millennials  are  known  as  “trophy  kids”  since  they  were   rewarded  for  par5cipa5on,  not  just  winning.   •  They  will  likely  change  jobs  much  more  frequently  than   other  genera5ons.   •  Millennials  have  been  raised  with  technology  and  use  it  in   almost  all  aspects  of  their  lives.  
  12. 12. G E N E R A T I O N S   A T   W O R K   1 2   COHORT   CHARACTERISTICS   Millennial  GeneraFon  might   be  defined  by   •  Patrio5sm   •  Technological   adeptness   •  A  quest  for  security   and  safety  
  13. 13. G E N E R A T I O N S   A T   W O R K   1 3   POTENTIAL  AREAS  OF  CONFLICT  
  14. 14. G E N E R A T I O N S   A T   W O R K   1 4   POTENTIAL  AREAS  OF  CONFLICT   Career  Goals   •  Silent  Genera5on  –  Build  a  legacy   •  Baby  Boomers  –  Build  a  stellar  career   •  Genera5on  X  –  Build  a  portable  career   •  Millennial  –  Build  parallel  careers   Example:    Providing  a  formal  career  path  and  development  plan   may  work  very  well  for  a  Millennial,  but  may  be  off-­‐pufng  for  a   Boomer.   Adapted  from  the  work  of  Lynne  C.  Lancaster  and  David  S5llman,  www.genera5ons.com.  
  15. 15. G E N E R A T I O N S   A T   W O R K   1 5   POTENTIAL  AREAS  OF  CONFLICT   Balance   •  Silent  Genera5on  –  Shiaing  the  balance   •  Baby  Boomers  –  Shiaing  the  balance,  need  to  find  myself   •  Genera5on  X  –  Need  balance  now,  not  at  re5rement   •  Millennial  –  Work  isn’t  everything   Example:    You  provide  paid  leave  for  employees  to  use  with   children’s  educa5onal  events,  but  this  may  exclude  Millennials   who  may  not  yet  have  children  (and  don’t  plan  to).    Millennials   desire  work-­‐life  balance  in  sincerest  meaning,  thus  want  5me   for  other  life  events.  
  16. 16. G E N E R A T I O N S   A T   W O R K   1 6   POTENTIAL  AREAS  OF  CONFLICT   Feedback   •  Silent  Genera5on  –  Say  liile,  do  much.   •  Baby  Boomers  –  Lots  of  feedback,  but  infrequently.   •  Genera5on  X  –  Lots  of  feedback,  but  frequently  and  less   formally.   •  Millennial  –  Need  to  know  now!     Example:    Annual  employee  evalua5ons  are  good  prac5ce   (especially  for  the  Baby  Boomers),  but  if  that  is  all  they  receive,   Gen  X  and  Millennials  will  feel  a  liile  lost  and  perhaps   devalued.  
  17. 17. G E N E R A T I O N S   A T   W O R K   1 7   SMALL  GROUP  DISCUSSION  
  18. 18. G E N E R A T I O N S   A T   W O R K   1 8   SMALL  GROUP  DISCUSSION   •  What  are  some  issues  you  see  with  having  the  different   genera5ons  at  work  and  how  their  values  might  clash?   •  What  are  some  opportuni5es  for  you  and  your  organiza5on   in  terms  of  having  a  genera5onally  diverse  workforce?   •  What  are  some  specific  things  you  might  do  to  “bridge  the   genera5onal  gap”  regarding  working  well  with  others  from   various  genera5ons?  
  19. 19. G E N E R A T I O N S   A T   W O R K   1 9   WORKING  ACROSS  GENERATIONS  
  20. 20. G E N E R A T I O N S   A T   W O R K   2 0   WORKING  ACROSS   GENERATIONS   Principle  1   Although  there  may  be  some   differences,  most  of  us  share   similar  values.   •  Family   •  Love   •  Integrity   •  Self-­‐respect   •  Wisdom   Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.
  21. 21. G E N E R A T I O N S   A T   W O R K   2 1   WORKING  ACROSS   GENERATIONS   Principle  2     Though  we  may  define  it   differently,  we  all  want   respect.   Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.
  22. 22. G E N E R A T I O N S   A T   W O R K   2 2   WORKING  ACROSS   GENERATIONS   Principle  3     We  all  desire  to  trust  others.     •  People  with  whom  you   directly  work   •  Your  organiza5on   •  Upper  management   Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.
  23. 23. G E N E R A T I O N S   A T   W O R K   2 3   WORKING  ACROSS   GENERATIONS   Principle  4   We  expect  great  things  of  our   leaders.   •  Credibility   •  Trust   •  Vision   •  Encouragement   Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.
  24. 24. G E N E R A T I O N S   A T   W O R K   2 4   WORKING  ACROSS   GENERATIONS   Principle  5     We  are  all  concerned  with   organiza5onal  poli5cs.   Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.
  25. 25. G E N E R A T I O N S   A T   W O R K   2 5   WORKING  ACROSS   GENERATIONS   Principle  6     We  are  all  a  liile  afraid  of   change.   Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.
  26. 26. G E N E R A T I O N S   A T   W O R K   2 6   WORKING  ACROSS   GENERATIONS   Principle  7     Loyalty  is  more  related  to   context  than  genera5on.   Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.
  27. 27. G E N E R A T I O N S   A T   W O R K   2 7   WORKING  ACROSS   GENERATIONS   Principle  8     We  want  similar  things  from   our  organiza5ons  and  jobs.   •  Advancement   •  Recogni5on   •  Work-­‐life  balance   •  Fair  pay   Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.
  28. 28. G E N E R A T I O N S   A T   W O R K   2 8   WORKING  ACROSS   GENERATIONS   Principle  9     We  really  like  to  learn.   •  Training  for  the  job   •  Training  for  advancement   Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.
  29. 29. G E N E R A T I O N S   A T   W O R K   2 9   WORKING  ACROSS   GENERATIONS   Principle  10   We  all  want  to  be  coached.   Adapted from The Center for Creative Leadership, 10 Principles for Working Across Generations, 2013.
  30. 30. G E N E R A T I O N S   A T   W O R K   3 0   COACHING  PRACTICE   In  groups  of  three,  assume  these  roles:   •  Coach   •  Use  the  coaching  skills  you  have  to  assist  the  coachee.   •  Rely  on  the  conversa5on  guide.   •  Coachee   •  Bring  an  issue,  goal,  or  problem  to  the  table.   •  Make  sure  you  feel  comfortable  sharing  some  detail.   •  Observer   •  Make  notes  on  the  interac5on.   •  Discuss  what  the  coach  did  well.   •  Suggest  ways  to  improve  in  the  future  (feedforward).  
  31. 31. G E N E R A T I O N S   A T   W O R K   3 1  ©2015  THE  WUNDERLIN  COMPANY   ALL  RIGHTS  RESERVED   KAREN  WUNDERLIN     2400  Top  Hill  Road   Louisville,  KY  40206     502.727.2637     www.wunderlin.com    

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