The document discusses using recognition and reward to grow future leaders through leadership continuity. It notes that as baby boomers leave the workforce, there will be a loss of expertise that needs to be replaced. A 3-step process is proposed: 1) assess the costs of lost knowledge, 2) build a knowledge transfer process between generations, and 3) implement succession planning tools. Key considerations include lifestyle planning, mentoring, skills development, work-life balance, and career development to align rewards for senior leaders with opportunities for future leaders. The goal is to motivate knowledge sharing between cohorts and develop the next generation of leaders.

1. Use Recognition and Reward
BM2B - Matching Talent to Need
to Grow Future Leaders
Presented by Donna Stevenson and Faye Wales
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2. Objective
Create leadership continuity through recognition
and reward
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• Recognize expertise of senior leaders and reward them
for their contribution
• Promote knowledge transfer between the generations
in the workplace
• Motivate future leaders.
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3. Today – 4 Cohorts
Traditionalists Pre 1947 5%
Boomers 1947 – 1966 40%
Generation X 1967 – 1980 25%
Generation Y 1981 – 1995 30%
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4. Question
To which generational cohort do you belong?
 Traditionalist
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 Baby Boomer
 Generation X
 Generation Y
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5. 2020 – 5 Cohorts
• Traditionalists @1%
• Boomers @22%
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• Generation X @ 20%
• Generation Y @ 50%
• Generation Z @ 7%
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6. Question
What is the largest cohort in your organization?
 Traditionalist
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 Baby Boomer
 Generation X
 Generation Y
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7. The Leadership Continuity
Challenge
Expertise and knowledge drain as boomers leave
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• Replace lost knowledge and lost skills.
• Use recognition and reward to foster
leadership continuity.
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8. What each cohort seeks at work
Traditionalists Boomer Gen X Gen Y
Loyalty Company loyalty Self reliance Community loyalty
Respect for authority Competition Independence Equity
Values
Sacrifice for others
Company goals Team & personal Career goals Learning and growth
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Focus goals Relevance
Company performance Personal & Personal results & Learning opportunities
company amount of fun Speed of career
Measures performance movement
For doing the job Reward for results, Reward for Rewarded for learning
recognition for outcomes and knowledge
Reward contribution acquisition.
Job security Work defines self Work/life balance Lines between
Company success worth and others’ Work to live. personal and work
Lifestyle Live to work. worth. Live to blurred. Pack 8
work. orientation.

9. How the cohorts learn
Digital Immigrants Digital Natives
Linear acquisition of information Nonlinear (hyperlinked) logic of
learning
Focused mainly on facts and Focused more on learning how to
knowledge acquisition learn
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Guided learning Autonomous learning
Learning in specified time periods Learning 24/7
Face-to-face learning Interactive virtual learning
Learning as duty Learning as fun
Rote learning Analogical learning
*Conference Board of Canada, Bridging the Gaps. 9

10. How the cohorts view each other*
Current Leaders Graduates
Need to gain experience, put in the time Ambitious, motivated by money, status
and develop skills – want too much too and career – feel kept back by current
soon. managers
Performance feedback and setting clear Value high degree of autonomy and
goals as critical. Believe this is what freedom regarding how they perform
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new hires are seeking. their jobs. Don’t like hands-on
management style.
Believe they are acting as coaches and Seek bosses who are coaches and
mentors. Do not want subordinates as friends.
friends.
Value work-life balance – but believe in Value work-life balance – prefer to work
putting in long hours – taking work within standard hours – spend more
home personal time at work.
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*Ashbridge Business School, UK, Generation Y: Inside and Out and Great Expectations: Managing Generation Y.

11. Concerns of Senior Leaders
Reasons why senior leaders will not transfer their
knowledge, skills and expertise to future leaders
60
50
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40
30
20
10
0
Do not enjoy If they share their They believe no one Not interested in Other
mentoring or knowledge, afraid needs their giving their
coaching they will no longer be
required
knowledge knowledge away 11

12. Motivators for Senior Leaders
Reasons why senior leaders will transfer their knowledge, skills and
expertise to future leaders
80
70
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60
50
40
30
20
10
0
Organization sees They will receive Skills transfer part They get Reverse mentoring Other
skills transfer as a
priority
reward/recognition
for doing it
of retirement
planning
satisfaction from
teaching others
in place 12

13. What motivates GenY?
‘GenY have an insatiable need for development as
well as a high requirement for coaching and
mentoring. Early in their careers, compensation
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and benefits are important along with learning
and development.’
From a report titled GenerationY: Inside Out by S. Honore & Dr. Schofiled, Ashbridge Business School
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14. Leadership Continuity
Skills
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L&D
Lifestyle Plans
Opportunities
Recognition
and Reward Coaches and Career
Mentors Development
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15. Leadership Continuity
3 step process to get you
started
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1. Capture the cost of lost knowledge
2. Build a knowledge transfer process
3. Implement succession planning tools.
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16. Leadership Continuity
Step 1 - Capture the cost of lost knowledge.
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Prepare a risk assessment
 Skills and knowledge lost
 Skills and knowledge needed
 Bottom line – today and tomorrow?
What are the top 3 skills your organization either needs to maintain or needs to 16
develop to ensure its’ continued success?

17. Leadership Continuity
Step 2 - Build a knowledge transfer process.
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 Critical skills
 Learning process
 Methodologies
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18. Knowledge Transfer Methodologies
Capture
Self Capture
Education and Distillation
Mentoring
Social-technical Mentoring
Peer Assist
Leadership Transition Workshop
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Communities of Practice
Action Review
Storytelling
Podcast
Retrospect
Wikipedia
IM
Blog
Buddy system
Webinar 18

19. Knowledge Transfer Methodologies
Capture
Self Capture
Education and Distillation
Mentoring
Social-technical Mentoring
Peer Assist
Leadership Transition Workshop
BM2B - Matching Talent to Need
Communities of Practice
Action Review
Storytelling
Podcast
Retrospect
Wikipedia
IM
Blog
Buddy system
Webinar 19

20. Leadership Continuity
Step 3 – Implement succession
planning tools.
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 Continuity of employment
 Learning and development opportunities
 Retirement planning
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21. Leadership Continuity Alignment
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22. Leadership Continuity
Recognition & Reward Senior Leaders Future Leaders
Lifestyle & financial X
planning
Social-technical mentoring X X
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Legacy X
Skills development X
Work life balance X X
Flexibility in working style X X
Open communication X X
Career development X 22

23. This is your ‘Demographic gift’ -
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OPEN IT!
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24. Use Recognition and Reward
to Grow Future Leaders
BM2B - Matching Talent to Need
match@bm2b.ca www.bm2b.ca 905.662.5130
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