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This document discusses engaging and developing younger team members in the workplace. It identifies that 80% of the future workforce will be millennials and highlights some of the biggest challenges in working with younger employees, such as their sensitivity. Successful strategies discussed for engaging younger team members include starting with why the organization exists, using storytelling, embracing radical transparency, establishing frequent goal setting, and developmental goals beyond outcomes. The importance of deep domain knowledge, willingness to repeat hard tasks, pushing abilities, and deliberate practice are identified as separating great performers. Coaching and talent development are recommended to help people achieve their potential.
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More from Dan Griffiths (20)
Elevate Conference - Negotiation and Due Diligence
Elevate Conference - Negotiation and Due Diligence
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CGMA Leadership Academy: Strategic Thinking - Moving Beyond the "Right" Answer
Leadership in the CPA Profession - FICPA Emerging Leaders Summit
Leadership in the CPA Profession - FICPA Emerging Leaders Summit
How to Sell Without Feeling Like a Salesperson - FICPA Emerging Leaders Summit
How to Sell Without Feeling Like a Salesperson - FICPA Emerging Leaders Summit
Moving from Compliance to Consultant - FICPA Emerging Leaders Summit
Moving from Compliance to Consultant - FICPA Emerging Leaders Summit
Becoming the Architect of Your Own Career - FICPA Emerging Leaders Summit
Becoming the Architect of Your Own Career - FICPA Emerging Leaders Summit
Strengths Based Leadership - Wyoming Society of CPAs
Strengths Based Leadership - Wyoming Society of CPAs
Insights to Action Application - Wyoming Society of CPAs
Insights to Action Application - Wyoming Society of CPAs
IASA Presentation
- 1. Engaging the Next Generation of Talent
- 2. 80%!!!! . . . So says PWC “One day our generation’s gonna rule the population.”
- 4. What are your biggest challenges in working with young team members?
- 9. Highly Sensitive B.S. Detector
- 10. What has worked best at your organization in engaging and developing your younger team members?
- 11. Start with Why Why does your organization exist?
- 13. Two Factors How Intenseis the pain or reward? How immediate is the pain or reward?
- 14. How Can You Bring the Horizon a Little Closer?
- 15. Story Telling
- 16. What would happen if everyone at your company knew where you were going and why?
- 17. “If they don't weigh in, then they won't buy in.” – Pat Lencioni
- 18. How do we create clear linkages between my job and the company goals?
- 19. Software Tools Can Help
- 22. “3.5X More Likely to be in the Top Quartile of their Industry.”
- 23. Bottoms Up & Cross Functional Approach to Goals
- 24. What separates truly great performers from everyone else?
- 26. Willingness to Repeat Hard Things, Even After Initial Failures
- 27. Push Themselves Just Beyond Their Current Capabilities
- 28. "Organizations tend to assign people based on what they're already good at, not what they need to work on."
- 29. Developmental Goals "The best performers set goals that are not just about the outcome, but about the process of reaching the outcome."
- 31. Talent Development & Coaching “If we treat people as they are, we make them worse. If we treat people as they ought to be, we help them become what they are capable of becoming.” — Johann Wolfgang von Goethe
- 32. 3-3-1 in 15 minutes •What’s working? •What’s not? •One goal
- 33. Let’s Connect Dan Griffiths is the Director of Strategic Planning at Tanner, a CPA firm based in Salt Lake City. He provides strategic and business planning, business coaching, and leadership development. Contact Dan at: dgriffiths@tannerco.com Or connect with him on LinkedIn: www.linkedin.com/in/dangriffiths cpa
Editor's Notes
- Building Ownership Excitement – Emerging leaders in accounting firms are talented, ambitious and driven, but many seem unwilling to follow in the footsteps of their predecessors. They have different priorities, different ambitions and different requirements that must be met before they make a commitment to or an investment in the firm. Current firm leaders may lament the generational differences, but they won’t secure the next generation by trying to force them into the Baby Boomer mold. Join Dan for this session and he’ll provide practical strategies for growing, developing and advancing the next group of partners, by providing the right challenges, rewards, and culture.
- Describe firm-wide strategic planning process