Learning Objective: Explore skills to manage highly competitive workforce The modern workforce is transforming from employees to valuable contributors, strategists, and subject matter superstars. Effective managers and leaders must creatively engage employees and seek new ways to honor and utilize increasing knowledge and talent. This seminar will review the unique challenges of managing highly intelligent STEM leaders and explore winning strategies to maximize potential and get the most out of teams. At the end of this seminar, participants will be able to: a. Explore types of employees and workforce teams. b. Examine situational leadership strategies. c. Identify creative leadership approaches to engage and retain great talent. d. Examine new workforce trends, options, and challenges.

1. SEMINAR 2105
MANAGING AND LEADING
HIGHLY INTELLIGENT
EMPLOYEES: THE NEW
LEADERSHIP APPROACH

2. Agenda
• Introductions
• Type of Intelligence
• How can I identify these highly intelligent people?
• Management Styles
- Traditional
- Virtual
• Situational Leadership Must Do’s
• Identify creative leadership approaches to engage
and retain great talent
• Examine new workforce trends, options, and
challenges
• Q&A

3. The Nine Types of Intelligence*
1. Naturalist Intelligence (“Nature Smart”)
2. Musical Intelligence (“Musical Smart”)
3. Logical-Mathematical Intelligence
(Number/Reasoning Smart)
4. Existential Intelligence
5. Interpersonal Intelligence (People Smart”)
6. Bodily-Kinesthetic Intelligence (“Body Smart”)
7. Linguistic Intelligence (Word Smart)
8. Intra-personal Intelligence (Self Smart”)
9. Spatial Intelligence (“Picture Smart”)
*Howard Gardner

4. How can I identify these highly intelligent
people?
• They're highly adaptable.
• They recognize how much they don't know.
• They have insatiable curiosity. Millions saw the apple
fall, Newton asked why.
• They not only ask good questions, they ask the right
questions
• They're empathic to other people's experiences.
• They're open-minded.
• They're skeptical.
• Adept problem solvers
• Creative and imaginative

6. Management Styles - Traditional

7. Commanding Demands
immediate
compliance
“Do what I
tell you”
Drive to achieve,
imitative, self-control
In a crisis, to kick
start a
turnaround, or
with problem
employee
Negative
Visionary Mobilizes people
toward a vision
“Come
with me”
Self-confidence,
empathy, change catalyst
When changes
requires a new
vision, or when a
clear direction is
needed
Most
Strongly
positive
Affilitive Creates harmony
and builds
emotional bonds
“People
come first”
Empathy, building
relationships,
communication
To heal rifts in a
team or to
motivate people
during stressful
circumstance
Positive

8. Democratic Forges consensus
through
participation
“What do
you
Think?”
Collaboration, team
leadership,
communication
To build buy-in or
consensus, or to
get input from
valuable
employees
Positive
Pacesetting Sets high
standard for
performance
“Do as I
do now”
Conscientiousness, drive
to achieve, imitative
To get quick
results form a
highly motivated
and competent
team
Negative
Coaching Develops people
for the futures
“Try this” Developing others,
empathy, self-awareness
To help an
employee
improve
performance or
develop long term
team strengths
Positive

9. Management Styles – Traditional
Traditional Working (en.wikipedia.org)
Traditional management refers to management that has been
in place for many years. Most places have had to change
their traditional management styles because they could not
keep up with things in the modern world.
The Five Killers Of Traditional Working
• Can’t take work home
• Work long hours
• Cultural clashes
• Meetings to have meetings
• Limited networks

10. Management Styles - Virtual
Virtual management (en.wikipedia.org)
Virtual management, brought about by the rise of the Internet,
globalization, outsourcing, telecommuting, and virtual teams,
is management of frequently widely dispersed groups and
individuals with rarely, if ever, meeting them face to face
The Five Killers Of Virtual Working
1. Lack of everyday non-verbal, face to face communication
2. Lack of social interaction
3. Lack of trust
4. Cultural clashes
5. Loss of team spirit

11. Situational Leadership Must Do’s:
• Tip 1: Be available, be flexible
• Tip 2: Show them they matter, foster visibility
• Tip 3: Delegate real responsibility
• Tip 4: Manage expectations
• Tip 5: Organize regular meetings with both individuals
and the whole team
• Tip 6: Put assessment to the transparency test
• Tip 7: Be creative with team bonding
• Tip 8: Treat time zones fairly
• Tip 9: Prioritize cultural sensitivity
• Tip 10: Make learning and advancement seem
never-ending

12. An old business joke
CFO asks CEO: “What happens if
we invest in developing our people
and they leave us?”
CEO: “What happens if we don’t,
and they stay?”

13. Identify creative leadership approaches
to engage and retain great talent
• Why Team Members may leave; why they stay
• Team Members as people first, employees
second
• Make a connection; show appreciation; help
with growth
• Coach and develop your talent for best results
• Inspire loyalty and trust within your talent pool
• Using your personal power to Influence your
talent

14. Examine new workforce trends, options,
and challenges.
• Multi-Generational
• Telecommuting
• Social Media/Instant feedback

15. Multi-Generational - Baby Boomers
(1945–1963)
• Long work hours not a badge of honor
• Flexibility is paramount
• Personal Fulfillment, meaningful work,
intangibles
• Show me generation - congruent words
and body language

16. Multi-Generational - Xers (1964–1979)
• Reward is intuitive
• Flexible work environment (telecommute,
flex-time)
• Use e-mail as primary communications tool
• Prefer short sound bites
• Need regular feed back
• Informal communications style

17. Nexters (1980–2000)
• Personalize work – one size doesn't for all
• Interactive work (like their technology)
• Group oriented (like their social
preferences)
• Action words and a challenge
• Need immediate feed back ( )
• A fun working and learning environment

18. Leadership Tips for Multigenerational
Workforces
• Communicate uniquely with each generation
– Support the values of each generation.
– Be the bridge between the different generations.
• Accommodate employee differences
– Each generation has a unique outlook on life that directly impacts their
commitment to work.
• Create workplace choices
– Demonstrate that you understand the dedicated approach of the
Boomers and the skeptical view of Xers.
– Provide different assignments that challenge each approach.
• Be flexible in your leadership style
– Acknowledge that Boomers expect you to be the authority while the
Xers resent it. The Boomers want it and the Nexters are polite about it.
Be aware of your employees’ styles.
Dianne Durkin - Loyalty Factor LLC

19. Social Media/Instant feedback
• “Of the employees surveyed by talent management
software-maker SilkRoad, 43 percent worked for
organizations that allowed total access to social
media, 24 percent said access was monitored, and
16 percent had social media access blocked by their
employer.” -Susan Ladika @workforce.com
– "We believe email is a very inefficient way of collaborating
and sharing.“
• For our Xers and Nexters Peer to Peer Social Media
provides instant feedback
– Instant messaging, texting, Facebooking, Linkedin

20. Questions???