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Leadership in anAging Workforce & Emerging Leaders

Dr. Ann Marie KappelAlpha Consulting & Empowerment

www.drannkappel.com972-997-6238

Changes across the United StatesWork force demographics in the United States are changing everyday.As peoples life spans increase so do the number of years they are expected work.This ‘Aging” Multigenerational workforce and its impact on the economy is a widely discussed topic throughout the country.

The Bureau of Labor Statistics (2007)

In 2007 The Bureau of labor statistics predicted that by 2010 over 50% of the work force would be 40 years of age or older.

This aging trend would be expected to continue for several more decades

By 2030 millennials are expected to out number the baby boomers in the work force by 22 million

Generational Traits of Employees

1922-1945Traditionalist

s

Value logic

Discipline

Stability

Want a Legacy

1946-1964Baby

BoomersIdealistic

Competitive

Questions Authority

Dislikes Change

Recognition

Stellar Career

1965-1980Generation X

Work/Life balance

Career portability

Flexible

Some Anxiety

Dislike Micromanagement

1981-1994 Generation

Y/ Millennials

Value diversity

Technologically superior

Change

Want meaningful work

Embrace selected technologies and don’t

let go

1995-2010 Generation

Z/ I-Generation/

LinkstersTechnology a part of life

Never lost

Multi-profiled

Multi-collaborators

Multi-personality

Multi-locations

The 5 Generational TraitsAs seen in the chart below members of different generations have different values and attributes and therefore work and behave differently than the generation before them

There are at least 4 ways to think about age and its relevance in the work place.

Chronological age Life course Generation Career path

Age can also affect values, attitudes, and working styles, it can also hinder effective communication by leading to misunderstandings which can lead to a drop in an organizations effectiveness as a whole.

Age in the Workplace

The work force is becoming more heterogeneous (More diverse) in terms of:

Age Gender Ethnicity Race Nationality

Managers and leaders need to consider how varying perspectives can influence employee motivation and job satisfaction.

The Time of Diversity

The Present/Future

In the very near future companies will experience a massive loss to their work force when the baby boomers begin to retire, and yet very few of them are at all prepared for this inevitability.

As technology continues to shoot forward companies will have to remain on the cutting edge to:

1. Continue to be competitive2. Motivate their employees3. Turn employees into greater assets4. Emphasize the technological skills of

younger workers

As Companies begin to not only focus on extrinsic motivation for their older employees but also intrinsic motivation for their young employees, they will be better equipped to hold onto their older as well as their younger employees.

They will also begin to know how to keep both the younger and older generations motivated and experiencing job satisfaction while being engaged at different career stages.

Bridging the Gap in Generations

Self Awareness Working for YouIn order to work with the changing workforce, you need to be aware of who you are. Are you going to work with change or against it?Some ways to find out is to determine where you stand on the following:

Self-Aware vs. Self-Conscious Self-Affirming vs. Self-Degrading Self-Motivated vs. Self-Absorbed Self-Differentiation vs. Self-Pity Self-Love vs. Self Serving

The Result of Self Awareness

Freedom to

Choose

Imagination ConscienceIndependent

Will

Stimulus Response

Ways to Proactively Work with Generational Issues

1. Don’t confuse “work” with a location.2. Provide leadership and feedback.3. Give them the big picture.4. Invest in their development.5. Don’t confuse leadership with titles, positions, or flow charts.6. Create a fun environment.

Leaders can Transform Themselves

“Successful leaders can transform themselves as the organization changes.”

Many have a tendency to promote people to management because they are good at a technical skill. The person is good at the skill, but they may not be good at the skills needed

for managing others. Take the time to invest in training.

Training must be nurtured and sustained by leadership Leaders spending time as part of the team can boost the effectiveness of

training Training works best with motivated and engaged staff

Creative Hiring Determine how to identify and hire the best possible employees Go to the source that creates those kinds of employees

One CEO took part-time teaching jobs in engineering programs at a college and university because the students who gain a degree and practical experience gave him a good selection of people to choose from.

Self-Assessing your Leadership Performance

Your emotional intelligence directly affects your leadership qualities

Leaders who embody these traits are more successful and build more revenue for their companies Interpersonal Skills High Stress Management Adaptability Empathy Problem Solving Skills

The Four Pillars of Leadership

Authenticity• Be a trusted

role model who inspires moral behavior and confidence

Coaching• Help train and

inspire others to be a mentor

Insight• Communicate

with a purpose and offer hope and inspiration

Innovation• Recognize the

importance of risk and let staff complete projects that fail

FOUR DOMAINS OF EMOTIONAL INTELLIGENCE

SELF-AWARENESS Know your story Make peace with your past Know your emotions and your

behavior patterns. SELF-MANAGEMENT Develop relaxation skills Develop self-motivation skills Maintain good physical health

FOUR DOMAINS OF EMOTIONAL INTELLIGENCE– cont’d.

SOCIAL AWARENESS Understand nonverbal communication Develop a positive view of others Understand the basic emotional needs

and personal integrity RELATIONSHIP-MANAGEMENT Develop skills for listening and empathy Develop skills for assertive

communication Learn conflict resolution skills Learn skills for support and affirmation

of others

Strategies for Integrating Emerging Leaders

What Some Companies Did: Eliminate the “Corporate Ladder”

approach to management Authority passed around team leaders People have sense of equality and

involvement Offer more weeks of vacation to every

new hire and classes on how to reduce working hours. Allowed people with families to remain

loyal to the company Make office hours flexible

Allowed people to come in when they choose and work when it was best for them

Strategies to Keep Emerging Leaders:• Opportunities to grow are a high

priorityOffer Ongoing training

on useful and applicable skills

• Value time as much or more than moneyIncrease non-monetary

benefits

• Often don’t look for a leader for direction and desire to be efficientGive freedom to be self-

reliant

• Give when person is worthy, supportive and uses open communication

Earn their loyalty and respect

• Used to viewing men and women equallyTreat men and women

equally

• Grew up with Earth Day and the threat of global warmingBe “Green”

What Attracts and Motivates Today’s Emerging Leaders

Values quality of life Flexible hours Vacation time Continuous training Telecommuting options Leveraging technology to work efficiently

instead of staying late Rewarding, intellectual stimulating work No Micromanaging Independence, Creativity, and Forward

Thinking Individualized approach to management Teamwork and networking

Be an Effective Manager for People“The majority of communication about business is funneled through your managers. When employees resign, the top reason … is their relationship with their manager. People leave managers, not jobs or employers.”

Value People

Believe in 2-way, Effective Communication

Create an Empowering Environment

Hold People Accountable and Responsible without Punitive MeasuresDemonstrate Leadership and Clear Direction

Believe in Teamwork

Place the Customer at the Center of their Existence and Regard Reporting Staff as Customers

Leadership Style Preferences1922-1945

Traditionalists“Leaders should have integrity”

Comfortable in command and control leadership systems

Like leadership to offer structure and certainty

Prefer leadership decisions to be anchored in precedent where

possible

Leadership decisions should be made with logic and discipline

Good leadership minimize risk

1946-1964Baby Boomers

“Leaders should be humane”

Leaders should describe a vision of what the future could be

Leadership should establish direction clearly

Leaders should focus on the big picture and then let followers

work out the details

Leaders should be democratic and authentic

Good leadership maximizes opportunity

1965-1980Generation X

“Leaders should be credible”

Leadership should be highly situationally dependent

Leaders should minimize organizational policies

Prefer leadership to be relatively open and informal

Leaders should prescribe loose guidelines and a framework (not

rules) to encourage entrepreneurship

Good leadership is balanced and fair minded

1981-1994 Generation Y/

Millennials“Leaders should

have competence”Leaders should create room for as much autonomy as possible

Leadership should focus on setting broad and challenging

targets and milestones

Leaders should operate within flat reporting structures

Prefer to allow a lot of individual freedom and independence

Good leadership is creative and inclusive

Know Yourself and Others

“Better understanding of (yours and) other’s thinking, motivation, and resultant behavior can help you become a more effective and emotionally mature leader, coach, and workplace contributor.”

?Q&A?Thank you for your time!

Dr. Ann Marie KappelDrannkappel.com

972-997-6238