Global Workforce 2020 Leveraging Multicultural ... · Global Workforce 2020 Leveraging...
Transcript of Global Workforce 2020 Leveraging Multicultural ... · Global Workforce 2020 Leveraging...
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Global Workforce 2020Leveraging Multicultural &
Multigenerational Workforces for ROI & Shared Purpose.
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Welcome!
8 years,192 Forums, 584 Speakers,11,966 Attendees,Why?“First look” ideas & insights, authentic relationships, 3rd
degree connections with decision makers, practical & useful strategies
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Annual Memberships – 1 or 2 year options
www.enpinstitute.com/membership
Preferred RatesPrivate Social Events
Alliance Partner Access
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Executive Next Practices Institute
.
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Next Practices
Ideas, processes, concepts and solutions that move you beyond the “status
quo”.
Not “how are others doing it best” but rather, “where do we go from here that
represents a true, fundamental shift in
value”…
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5 Steps to NEXT
• Articulate the mountaintop
• Optimal way, not legacy way
• Break it for breakthroughs
• Contextual IQ
• Engage and align for execution
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March 4- Customer Centricity-
High Net Worth & Global Trends
OC- Taco Bell HQ# 1 Marketing Book
Worldwide 2015Chairman Linden BrownAnd Top Brand Leaders
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Retaining Top Talent and BuildingTeam Support for Your
Multi-Cultural Organization – The ICANN Perspective
Ashwin Rangan & Pallavi Ridout
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The Internet – What’s happening there?
• ~7.5B people in the world, growing at ~2% p.a.
• ~2.5 to 3B people connected to the Internet daily today
• ~7.5B mobile connections today
• ~2.5B MORE people expected to connect in next 7 years
• ~90% of them expected from Asia and Africa
• ~80% of them will access the Internet via Smartphones
• ~20B machines are expected to connect by 2016
• Estimates are that this could be 50B machines by 2020
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The Internet is growing up…fast
From 22 to over 500 global Top Level Domains (gTLDs)
Very interesting new market dynamics are starting to emerge
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What is ICANN?
The Internet Corporation for Assigned Names and
Numbers (ICANN) is a global multistakeholder, private
sector-led organization that manages Internet
resources for the public benefit
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ICANNcoordinatesthe top-level of the Internet'ssystem of unique
identifiersvia global, multistakeholder, bottom-upconsensuspolicy
processesand the implementation of the outcomeof those processes.
Established in 1998 as not-for-profit by US Department of Commerce
Most visible aspect is the global Domain Name System
Dramatic growth since early 2013:
22 to ~500 Top Level Domains plus 300 country codes
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“Stakeholder” refers broadly to anyone who has an interest in the
Internet
Within ICANN, stakeholders include:
The multistakeholder community functions on bottom-up consensus
building which, by design, is resistant to capture due to the openness,
diversity and equal division of authority among participants
ICANN’sprivate sector-led multi-stakeholder community supportsthe successof
the Internet ’sDNS
What is the multistakeholder community?
Large and
small
businesses
Civil societyResearchers
and academicsEnd usersGovernments
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Technical
community
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ICANN’s Global Multistakeholder Community
In the same way the Internet is a network of networks comprised of computers and
devices, the ICANN community is a community of communities comprised of people and
organizations
Business
Government & Governmental
Organizations
Civil Society
Domain Name
Industry
Internet Users
Academic
Technical
• Private-sector companies
• Trade associations
• National governments
• Distinct economies recognized in
international fora
• Multinational governmental and treaty
organizations
• Public authorities (including UN agencies
with a direct interest in global Internet
Governance)
• Non-governmental Organizations
•
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Non-profits
• Non-commercial Users
• Think Tanks
• Charities
• Registries
• Registrars
• Domain organizations
• Protocol
de• Equipment
velopers and
software
developers
• Network operators
• Technical researchers
• Academic leaders
• Institutions of higher learning
• Professors
• Students
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ICANN – The people story……
2 Africa
.
4 Europe
1 NorthAmerica
1 LatinAmerica/ Caribbean Islands
Asia/Australia/ Pacific Islands
oTotal staff – 338
oNo of Hub offices – 3
oNo of Engagement offices – 6
oNo. of Countries with Staff Presence – 29
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International
85 staff members
dispersed globally
33%53%Women
178 women &
160 Male staff members
22%Remote staff
Remote staff who work
out of their home offices
ICANN – The people story……
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Motivation and engagement…. an every day occurrence
Autonomy
Mastery
Purpose
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Meeting Unique Staff needs
Connectivity
Personalized Skype accounts w/ Skype credit
Laptops for all staff
24/7 technical support
Access to remote participation tools such as Adobe Connect
Remote office set up regardless of level
What’s up calls
Benefits
Globally competitive benefits- unique to each
region
Twice a year at-risk rewards for performance
Fruits, cheese, flowers, walks, and more….
Learning & Development
Internal mobility and career growth
24/7 access to online learning platforms (soft
skills, technical skills, languages, countries
and cultures)
Live Instructor led sessions – 2 hours – all
time zones
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What are NEXT practices?
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• What if work gets done by non employees who are not
compensated?
• Is physicality a determinant of success?
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Thank You and Questions
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Building Collaboration and Harmony in a Multi-Cultural Workplace
Presented by Valerie Bath
President, Cultural Business Consulting, Inc
Executive Next Practices Institute
February 11, 2016
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• Define culture and its business impact.
• Identify three key cultural differences.
• What are your personal cultural preferences?
• Build strategies for effective multicultural leadership.
Agenda
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Navigating cultural differences
Behavior
Body Language
Customs
Words
Visible
Values
Ways of thinking
Expectations
Preferred Processes
Beliefs
Invisible
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Demographic themes shaping US regional cultures
Light Blue = Germany Yellow = Scots Irish Indigo = ItalyPink = Mexico Orange = Indigenous Purple = Africa
Ancestry reported by US census with largest population by county
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Expectations
How do you generally prefer to:
• Collaborate?
• Get tasks done?
• Manage others?
• Be managed?
• Build relationships?
How might your style be different from the preferences of your colleagues from other
cultures?
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Egalitarian Hierarchy
Individual Group
Direct Indirect
Competitive Cooperative
Task Relationship
Fixed Time Dynamic Time
Instrumental Expressive
Informal Formal
Private Public
Control (Internal) Constraint (External)
Inductive Deductive
Single-Focus Multi-Focus
Results Process/Interaction
“Live to Work” “Work to Live”
Universal Particular
Doing Being
Linear Thinking Systemic Thinking
Flexibility Order
Cultural Differences
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NL US BR IN CN JP
• Hofstede: major comprehensive study of how culture influences values.
• View differences along continuum.• Predict and manage communication gaps.• Leverage diversity for more effective
collaboration.
Collaborating Across Differences
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MX
Val Rani
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Collaborating Across Differences
Leadership Styles
Hierarchy/StatusEgalitarian
• Leader seen as a guide and equal• “Hands off” approach: leader allows
individuals to work independently
• Leader seen as an authority figure• Leader is highly involved in teams,
and subordinates’ projects
NL US UK SP MX IN CH JP
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What is your leadership style?
Question 1 point
A. A good leader should have the most knowledge and experience on the team, and has answers to all /most of my questions.
B. A good leader should be able to guide, develop, and encourages collaboration on the team, and doesn’t have to have the answers.
Question 2 point
A. I respect leaders senior to me by deferring to them, and don’t contradict them.
B. I feel comfortable disagreeing openly with leaders senior to me.
Question 3 point
A. I feel more comfortable if a senior leader is older, over the age of 35.
B. I think anyone, no matter what age, should be promoted if they have the right skills and experience for the job.
Question 4 point
A. It’s better to respect and obey your parents than do what you want in the moment.
B. It’s better to follow what you want and risk your parents’ disapproval.
Question 5 point
A. A good leader is one who frequently checks how I’m doing on a task.
B. A good leader is one who assigns a task to me, then leaves me alone to do it.
A = add 1 point / B = subtract 1 point
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© Kendra Carpenter, Cultural Business Consulting
Question: What is your style preference?
Leadership Style
Mostly
Egalitarian
Somewhat
Egalitarian Both Hierarchical Mostly
Hierarchical
Egalitarian Hierarchy/Status
-4 4-3 -2 -1 0 1 2 3 5-5
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Collaborating Across Differences
Accountability
Group-oriented / Interdependent
Individualistic / Independent
• Harmony valued• Indirect, relationship-focused• Interdependent thinking: “We”• Identity in who you are • Group work
• Self-expression valued• Direct, task-focused• Independent thinking: “I”• Individual work• Identity in what you do
US UK NL MX IN CH JP
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Question: What is your individual role?
© Kendra Carpenter, Cultural Business Consulting
What are your preference for accountability?
Question 1 point
A. I prefer to be a member of a team that is recognized for it’s achievements.
B. I prefer to be rewarded based on my individual achievements.
Question 2 point
A. I prefer to consult my colleagues for help or advice on tasks I’m involved with.
B. I prefer to work independently and usually don’t ask for help or advice.
Question 3 point
A. My responsibility is to my team.
B. My responsibility is to myself.
Question 4 point
A. I would hire someone referred by a friend rather than a qualified stranger.
B. I would hire someone who had the right qualification and experience for the job.
Question 5 point
A. I usually seek out and eat lunch with my colleagues.
B. I sometimes eat lunch by myself, sometimes at my desk.
A = add 1 point / B = subtract 1 point
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© Kendra Carpenter, Cultural Business Consulting
Question: What is your style preference?
Individualistic / Independent
Group-oriented / Interdependent
Accountability
Mostly
Individualistic
Somewhat
Individualistic
Both Somewhat
Group-oriented
Mostly
Group-oriented
-4 4-3 -2 -1 0 1 2 3 5-5
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Collaborating Across Differences
Communication Style
IndirectDirect
A B
• Believe in “getting to the point”• Directness viewed as saving time
• Able to read non-verbal cues of communication
• Indirectness seen as protecting relationship
GER US UK SP MX IN CH JP
© Kendra Carpenter, Cultural Business Consulting
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Collaborating Across Differences
Communication Style
IndirectDirect
GER US UK SP IN CH
RudeAggressiveUncaring of feelings
Hiding somethingNot getting to the point
Untruthful
Maintain good relationshipSave time
Maintain good relationshipSave face and protect feelings
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JPMX
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Hidden Values: What’s Going On?
Craig: I need the new proposal by Friday end of business day. Can your team complete it by then?
Nidhi: Yes, we’ve been working very hard on it.
Craig: Please include Ashwin on the project as well, if you need an extra resource to make it happen.
Nidhi: Yes, he is quite good. He has been quite busy with testing and finalizing the changes.
Craig: Good, talk to you on Friday then.
Nidhi: Sure.
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Communication Style What strategies can you use to bridge the gap?
CommunicationStyle
Preference:Direct
and explicit
Preference:Indirect and implicit in many situations; direct and explicit
at higher levels
Culture A Culture BIssue/Dimension
Strategy:Share your real ideas
when asked for feedback, even if it is negative
Strategy:Ask open-ended questions about project challenges,
rather than yes/no questions
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Case Study: Realistic communicationWhat actions can make multicultural teams more effective?
Direct StyleAction Steps for Bridging:
Examples of open-ended questions:• “How many days and what
additional resources does your team need”
• “What are the obstacles you anticipate?”
Indirect StyleAction Steps for Bridging:
Examples for sharing negative feedback:• “We are facing a number of
obstacles that could delay the project”
• “We need additional resources beyond what Ashwin is able to deliver”
How does the Direct/Indirect Style Impact You?Task/Relationships Orientation, Individual/Group Work, Communication Expectations
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Expectations
How do you generally prefer to:
• Collaborate?
• Get tasks done?
• Manage others?
• Be managed?
• Build relationships?
How might your style be different from the preferences of your colleagues from other
cultures?
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Diversity in Organizations
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Types of Organizations
Multicultural - The organizational culture values differences.
Plural - Has a diverse workforce and takes steps to be inclusive and respectful of differences, but where diversity is tolerated rather than valued.
Colorblind – Disregards cultural differences, and emphasizes assuming a unifying, superordinate identity
Monolithic – homogeneous
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Colorblind Ideology at Work
“We are committed to creating an inclusive environment – one that is progressive, flexible, and values the individualcontributions of all of our people.”
– Ernst &Young
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Effects of Colorblind Approach
• Dominant model for diversity in mainstream American culture (Plaut & Markus, 2007)
• Perceived as inclusive for majority group members (i.e., Whites) not minorities
• Perceived to devalue racial differences, frustration and conflict ensues in organizations (Chrobot-Mason & Thomas, 2002)
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Multicultural Ideology at Work
“Will diversity ever be “finished” at Deloitte? Will there ever be a day when we interact with each other in total disregard to race or ethnicity? We hope not. Diversity is not about erasing differences – it’s about benefitting from
them.”
– Deloitte
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Effects of Multicultural Approach
• Organizations employ strategies to emphasize diversity
• Perceived as inclusive of minorities (i.e., African Americans) but not non-minorities (Mannix
& Neale, 2006; K. M. Thomoas, 2008)
• Produces skepticism and resentment on the part of some groups (i.e., Whites) (Plaut, Sanchez-Burks,
Buffardi & Stevens, 2007)
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Toward an All-Inclusive Workplace(Stevens, Plaut & Sanchez-Burks, 2008; Purdie-Vaughns, Steele, Davies & Crosby, 2006)
• Communication and Language
– Select words in organization’s diversity materials (e.g., mission statement, corporate brochures) that communicate inclusion of all employees (not just minorities)
• Organizational Structures and Policies
– Create diversity task forces, councils, and resource groups that include minorities and nonminorities
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Toward an All-Inclusive Workplace(Gaucher, Friesen & Kay, 2011; Apfelbaum, Pauker, Sommers & Ambady, 2010;
Armstrong, Flood, Guthrie, Liu, MacCurtain & Mkamwa, 2010; Castilla, 2015)
• Recruitment, selection and promotion transparency
– Monitoring and public reporting of hiring practices and salary rates creates accountability
– Regular reviews of hiring, mentoring and promotion criteria to ensure fairness and equality
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Diversity-Related Problems, Proposed Solutions and Policy Recommendations
(Galinsky, Todd, Homan, Phillips, Apfelbaum, Sasaki, Richeson, Olayon & Maddux, 2015)Problem Proposed Solution Example Policy Recommendations
Group homogeneity may breed narrow
mindedness, groupthink
Increase diversity in groups to spur
deeper information processing and
complex thinking
Policies that ensure work groups are
diverse in various dimensions (i.e., race,
gender, age)
Biased recruitment, selection and
promotion procedures prevent a diverse
workforce
Reduce explicit and implicit bias and
increase opportunities through
accountability and transparent
procedures and reporting
Recruitment policies that promote the
accurate description of qualifications but
eliminate language that can dissuade
members of underrepresented groups
from applying
Diversity can increase resistance,
mistrust, and conflict
Promote inclusive multiculturalism and
perspective taking to make effective use
of diversity
Policies that ensure that mentorship
programs are inclusive by stressing the
need to support both minority and
majority groups
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© copyright 2011
MILLENNIALS AT WORKLeading the 21st Century Workforce
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www.chipespinoza.com • (949.278.5956)
Espinoza, Ukleja, and RuschChip Mick Craig
Espinoza and Miller
Chip Peter
Espinoza and Schwarzbart
Chip Joel
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The Generations at a Glance
• The Builders/Silents/Traditionals (1926-1945)
• The Baby Boomers (1946-1964)
• Generation X (1965-1982)
• The Millennials (1983-2001)
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The Millennial Story
The Discussion About Millennials
Recruiting Millennials
On-boarding Millennials
Managing Millennials
Millennials in the Leadership Pipeline
Putting Millennials In Charge
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• The most critical aspect of integrating Millennials is the
quality of relationship between managers and Millennials.
• The greatest asset you have acquired as a company is
knowledge and it is your biggest investment. Tacit knowledge
is only transferred through relationship. Competitive
advantage will result from successfully transferring knowledge
from one generation to another.
• The people with the most responsibility in an organization
have to be the first to adapt.
• My work is to move the discussion about Millennials to how
to create an engaging work environment.
Working with Millennials
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Biggest Challenges Millennials Face
Challenges
A lack of experience
Not being taken
seriously
Not getting respect
Being perceived as
“entitled”
A lack of patience
Getting helpful feedback
Understanding
expectations
Miscommunication with
older workers
Rigid processes
Proving my value
What Millennials Want
To have more opportunity
To be listened to
To be accepted
To be rewarded for work
To be promoted faster
To know how they are doing
To know what is expected of them
To have a good relationship with older
workers
To have a say in how they do their job
To be recognized
LC
H
L
L
L
H
L
M
M
L
H
Source: Chip Espinoza, Ph.D. The Biggest Challenges Millennials Face in the Workplace and What They Can Do About Them
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• Primarily offspring of the Baby
Boomers generation
• Current ages range from 14 to early
thirties
• Teamwork has been emphasized
throughout their lives
• They have greater access to education
So what’s a Millennial?
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• 1 in 4 comes from a single-
parent home
• 3 in 5 have working mothers
• Most ethnically diverse
generation
• Closer to parents than
previous generations
So what’s a Millennial?
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• They are environmentally conscious
• They desire a customer-centric
experience and won’t dial a 1-800
number to get it
• They are brand loyal
• They want their brands to court them
(coupons, etc.)
• They want to be involved in how products
are created for them
• They influence the consumer behavior of
their parents
• They expect brands to give back to
society
Millennials As Consumers
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Millennials surpassed GenXers as the
largest generation in U.S. labor force in
the first quarter of 2015.
53.5 million-strong
PEW Research, May 2015
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Throwing their weight around...
0
20
40
60
80
Builders Baby Boomers Generation X Millennials
In M
illio
ns
Population numbers in the U.S.
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Maslow’s Hierarchy of Needs
Builders
Baby Boomers
Gen X
Millennials
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Challenged Managers Successful Managers
Talked about how others
needed to change to make it in
the “real world”
Talked about their own need to
change to manage in “today’s
world”
Key difference #1
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Challenged Managers Successful Managers
Believed there was very little
they could do about their
situation
Believed there was something
they could do about their
situation
Key difference #2
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Challenged Managers Successful Managers
Punished their subordinates
for challenging them
Allowed their subordinates to
challenge them with new ideas,
processes, etc.
Key difference #3
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Challenged Managers Successful Managers
Felt that their authority was the
only power they had
Used the power of relationship
vs. the power of position
Key difference #4
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Challenged Managers Successful Managers
Felt that working with twenty-
somethings made them feel
older
Felt that working with twenty-
somethings made them feel
younger
Key difference #5
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Challenged Managers Successful Managers
Saw Millennials as a roadblock
to their own success
Saw themselves as the key to
their Millennial employees’
success
Key difference #6
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Overcoming The Bias of Experience
• The way “I” or “we” did it is the blueprint for everyone else
• Excuses leaders from the adaptive work they need to do
• Leaders who cannot suspend the bias of their experience fail to ask
themselves questions like:
• Why am I bothered by their behavior?
• What threats do Millennial values represent?
• How will I need to change?
• Socio-political events
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Organizational Bias
• Career advancement
• Organizational structure
• The bias about “voice”
• “It drives me nuts how they come in and immediately start criticizing what we
have been doing.”
• “Isn’t there an unspoken rule that you have to be here a couple of years
before you can talk in a meeting?”
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What Bias May Hinder An Organization’s Future?
• Policies?
• Work/Life Fusion
• Feedback Process (Reviews)
• Job Rotation
• Organizational Culture?
• Procedures?
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Challenges When Millennials Transition Into
Management
Source: Chip Espinoza, Ph.D. Millennials Who Manage: How To Overcome Workplace Perceptions And Become A Great Leader
The change in relational dynamics with
peers
Being responsible for the work of
others
Not Being taken seriously
Getting people to listen
Delegating work
Holding people accountable
Motivating others
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Annual Memberships –
1 or 2 year options www.enpinstitute.com/membersh
ip
Preferred Rates
Private Social Events
Alliance Partner Access