Motivating & Managing Different Generations UWS Aspire Leadership Program Year INSPIRING TRANSFORMATIONAL LEADERSHIP

Contents  The “War for Talent”  Employers of Choice  Characteristics of Each Generation  Generation Specific Motivators  Characteristics of Effective & Inspiring Leaders  Implications for Workplaces  Conclusion

The “War for Talent”  The New War for “Talent” = How will organisations get enough people to do the work?  Shrinking Workforce due to:  Aging Workforce  Declining Birth Rates  Increase in options available to Generations X & Y  Increase in mobility due to technology and globalisation

Employers of Choice: Hewitt Associates Surveys  Excellence in Leadership  They focus on performance and results, and have a formal performance management structure  Performance-based rewards and recognition systems  Employees feel they are making a difference, and they are acknowledged for their contribution

Employers of Choice: Hewitt Associates Surveys  Invest in the accelerated development of their people  Lines of communication are always open  High levels of employee engagement  Competitive remuneration  Strive for a Work / life balance

“Generational” Diversity  There are likely to be up to 4 Generations in organisations at present: Veterans, Baby Boomers, Gen X and Gen Y  Each generation has its own values, view of career, learning and development, family, work life balance, sense of loyalty, and expectations of leaders and the work environment

Characteristics of the Generations Veterans (Born prior to 1946)  Grew up during wartime  Tend to be disciplined, respect law and order, like consistency  Not comfortable with change  Directive, command & control management style  Fixed views on the role of each gender at work

Characteristics of the Generations Baby Boomers (Born 1946 – 1964)  By population the largest generation in history  Open minded and rebellious in their youth, but conservative in their 30’s and 40’s  Optimistic, ambitious, loyal, believed employment was “for life”  Job Status and symbols important  Talk about ‘inclusive’ leadership, but often do not have the required skills, or believe in it  Created the concepts of the “workaholic” and “Superwoman”

Characteristics of the Generations Generation X (Born 1965 – 1979)  Often had both parents working, and therefore known as ‘latchkey kids’  Generation X more resourceful, individualistic, self reliant and sceptical of authority  Focus in the workplace on relationships, outcomes, their rights and skills  Not interested in long-term careers, corporate loyalty or status symbols  Easy to recruit, hard to retain  Will have >3 careers, >12 employers, self employed at least once

Characteristics of the Generations Generation Y (Born )  Also known as the Millennium or Net Generation  Similar values to Veterans – optimistic, confident, sociable, strong morals and sense of civic duty  Comfortable with peers of differing ethnicity and opposite gender  Women and men will expect greater workplace flexibility  Think DIFFERENTLY to any other members of the workforce  Will have >5 careers, >29 employers, self employed >1  More than 50,000 SME’s in 2005 owned and run by Gen Y

Generation Specific Communication Preferences Veterans (Prior to 1946)  Prefer formality rather than informality  Communication face-to- face and phone not , VM  Need to explain logic of actions  Like traditional recognition e.g. plaques, photo's etc Source: Harvard Management Update, March 2003

Generation Specific Communication Preferences Boomers (1946 – 1964)  Need to see steps toward defined goals  State objectives and desired results expected of team  Love pep talks  Like recognition with wide public profile e.g. company newsletter Source: Harvard Management Update, March 2003

Generation Specific Communication Preferences Gen X (1965 – 1979)  Tell them what needs to be done, but not how  Give multiple tasks, but allow them to set priorities  Ask for their reactions and opinions  Informal recognition e.g. days off Source: Harvard Management Update, March 2003

Generation Specific Communication Preferences Gen Y ( )  Provide opportunities for continuous learning & building skills  Like to know their goals & explain how they fit into the "big picture"  Be more a coach, less of a boss  Communicate informally, thro' and corridor conversations Source: Harvard Management Update, March 2003

Generation Specific Motivators Baby Boomers  Job security  Financial security  Public recognition at work  Status symbols  Access to traditional training and development programs

Generation Specific Motivators Generation X  Effective leadership  Regular honest feedback and coaching  Opportunities to learn new skills  Challenging work  Work life balance

Generation Specific Motivators Generation Y  Inspiring leadership  A supportive environment which encourages new ideas, and gives constructive regular feedback  An environment that respects skills, creativity and entrepreneurial flair  Access to the most up-to- date technology and training  Flexibility

Leadership Revelations: Findings  An appetite for learning & developing others  Are change enablers  Coach people  Communicate through listening  Are courageous  Have integrity  Inspire and motivate people  Lead by example  Value diversity In the book “Leadership Revelations”, released in 2005, highly effective leaders were found to have the following common characteristics:

Important Leadership Skills The most important skills we need to develop through management training for new managers to be successful, are:  Conflict resolution skills  Communication skills and understanding the different communication styles, and the impact these have on others at work  Influence and persuasion skills

Important Leadership Skills  Giving feedback  Managing poor performance  Managing difficult people  Coaching and mentoring skills, with an understanding of the difference between the two  Managing change  Understanding diversity in practical terms rather than “social” terms

Implications for Workplaces Now & In The Future What do companies need to do to attract, manage and retain all Generations?  Develop Learning Organisations  Engage people in goal setting  Personal development plans  Access to subscriptions and web based learning  Cater to a mobile population  Jobs in different offices/locations  Lateral moves to different departments

Implications for Workplaces Now & In The Future  Job Redesign  More ‘fluid’ flexible job descriptions  Coach less experienced employees  Generation X thrive with frequent guidance/coaching  Generation Y respect ‘Veterans’ – they want to learn from their life experiences and their wisdom  Educate Leaders  Leaders MUST ‘walk the talk’  Generation X and Y will not tolerate inauthentic leadership  Enable work / life balance

Implications for Workplaces Now & In The Future  Enable Greater Flexibility  Flexibility = flexible hours and flexible work arrangements  Flexibility ≠ part time hours or arrangements in the traditional sense  Create More Inclusive, Collaborative Work Environments  The current leadership model of “command and control” needs to change to a model of “inclusion and collaboration”  Managers and leaders need to listen more, direct less and tell less

Conclusion “If people are not prepared to challenge themselves and grow, they are equally not prepared to be leaders.” Scott Arbuthnot

Acknowledgements  Generations: Baby Boomers, Their Parents & Their Children, Hugh Mackay, Pan Macmillan Australia, 1997  Leadership & Generational Diversity, Avril Henry, 2002  Leadership Revelations An Australian Perspective, Avril Henry, CCH Australia, 2005

Avril Henry Managing Director Level 4, Suite Miller Street Pyrmont NSW 2009 Phone: Fax: Web: