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Leading & Managing

Millennials

fullcircleglobal.com

Overview

12 years in HR & L&D Global Business Partner Coaching & Development Director New U Coaching 2004-2010 Founder of Full Circle Global 2010 ICF Master Certified Coach, Trainer & Mentor Chopra Centre Mindfulness & Meditation Teacher Pioneer in Transformational Coaching TRANSFORM Coaching Model

Overview

• How Millennials want to work and live

• The 6 big changes leaders & managers have to make

• Getting the conversation right – taking a coaching approach

• Top Tips: How to be an effective leader & manager of Millennials

The Differences

Working V’ Living

Past Present

My Salary My Purpose

My Satisfaction My Development

My Boss My Coach

My Annual review My On-going conversations

My Weaknesses My Strengths

My Job My Life

The Change in Leadership

Lesson One

Millennials don’t just work for a salary — they want a purpose. For millennials, work must have meaning.

They want to work for organisations with a mission and purpose. Back in the old days, baby boomers just wanted a salary —mission and purpose were 100% our families and communities. For millennials, compensation is important and must be fair, but it’s no longer the driver. The emphasis for this generation has switched from salary to purpose and so must organisational cultures.


Lesson Two

Millennials are not pursuing job satisfaction — they are pursuing development. Most millennials don’t care about the bells and whistles found in many workplaces today — the ping-pong tables, fancy latte machines and free food that companies offer to try to create job satisfaction. Giving out toys and entitlements is a leadership mistake, and worse, it’s condescending. Purpose and development drive this generation.


Lesson Three

Millennials don’t want bosses — they want coaches. Millennials care about having managers who can coach them, who value them as both people and employees, and who help them understand and build their strengths.


Lesson Four

Millennials don’t want annual reviews — they want ongoing conversations. The way millennials communicate — texting, tweeting, Skype, etc. — is now real-time and continuous. This dramatically affects the workplace because millennials are accustomed to constant communication and feedback. Annual reviews no longer work.


Lesson Five

Millennials don’t want to fix their weaknesses — they want to develop their strengths. Gallup has discovered that weaknesses never develop into strengths, while strengths develop infinitely. Organisations shouldn’t ignore weaknesses. Rather, they should minimise weaknesses and maximise strengths. We recommend to our client partners transition to strengths-based cultures, or they won’t attract and keep their stars.


Lesson Six

It’s not just my job — it’s my life. Everyone in the world wants a good job. This is especially true for millennials. More so than ever in the history of corporate culture, employees are asking, “Does this organisation value my strengths and my contribution? Does this organisation give me the chance to do what I do best every day?” Because for millennials, a job is no longer just a job — it’s their life as well.

Engagement at work

MILLENNIALS ARE THE LEAST ENGAGED GENERATION AT

WORK Engaged MILLENNIALS GEN XERS BABY BOOMERS

TRADITIONALISTS 29% 32% 33% 45% Not Engaged MILLENNIALS GEN XERS BABY BOOMERS

TRADITIONALISTS 55% 50% 48% 41% Actively Disengaged MILLENNIALS GEN XERS BABY BOOMERS

TRADITIONALISTS 16% 18% 19% 14%

Expectations of the workforce

• Quality of Management – 58%

• Quality of Development - 50%

• Quality of Opportunity - 59%

• Quality of life/work balance – 57%

Getting The Conversation

Right!

Managers MUST become coaches • Understand the fundamental factors that motivate each worker’s

performance and enable him or her to optimise that performance.

• Help employees accelerate their personal and professional growth. They care about their workers as people and want to see them succeed.

• Take action to enable that success. They individualise expectations and remove any barriers to high performance.


Right!

Managers MUST focus on the right things

• Job clarity and priorities

• Ongoing feedback and communication • Opportunities to learn and grow

• Accountability


Right!

As Leaders / Managers we MUST make the time to have: • Conversations need to be more than just about work

• Conversations must be about strengths

• Conversations must be about the whole person


Right! When millennials understand what achievement looks like in their role, their

engagement skyrockets.

72% OF MILLENNIALS who strongly agree that their manager helps them set performance goals

are engaged.

Managers and employees should mutually agree on expectations, even working collaboratively to define them. Millennials want to understand their work beyond what a job description can supply. Managers must provide them with well-articulated expectations aimed at excellence and individualised to their unique strengths

The Role of Manager as

Coach?


•Create sustainable results •Empower your millennials to take better actions •Create a safe space for risk taking •Recognising strengths •Helping your millennials solve or prevent problems in their work •Being the resource for collaboration and resolution


Coach?


Considerations for the Coach •Be rigorous in clarifying their goals •Test what is happening against their goals •Pay attention to the power relationships that affect the coaching •Be transparent in your interactions •Be aware of contradictions – challenge them •Acknowledge shared values / comments •Be willing to ask stupid questions to gain understanding •Be prepared to challenge and be challenged


Coach?


• Self-awareness • Self-ease • Non defensive • Appropriate authority, presence and impact • Relationship engagement • Encouragement, motivation and optimism • Work across difference, transculturally sensitive to individual and team • Ethical maturity • Sense of humour & humility

Dimensions of Trust:

The Three C’s


Capacity for TRUST

Trust of Character Manage expectations Establish Boundaries

Delegate Appropriately Encourage mutually serving

intentions Keep agreements

Be Consistent

Trust of Capability Acknowledge peoples abilities & skills

Allow people to make decisions Involve others and seek their input

Help people learn skills

Trust of Communication Share information

Tell the truth Give and receive constructive feedback

Maintain confidentiality Speak with good purpose

TRUST is the Foundation of

Collaboration


• Trust of Character – sets the tone & the direction of what's expected

• Trust of communication - establishes information flow and how messages are communicated at all times

• Trust of capability – allows both the organisation and the individual to

leverage and further develop skills and knowledge

What do you need to do?


• Review your own leadership & management approach • Provide clarity on the purpose of the role and the meaning behind that

purpose • Provide a clear strategy for development and growth • Don’t tell, ask and engage • Provide a space for on-going conversations / feedback and on purpose

discussions • Ensure all team members are playing to their strengths • Develop your coaching skills

A coaching style should be your primary style of leading and managing your millennials

Closing Reflections


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