Effectively Leading and Developing the Next Generation (of Leaders)! Presented by: Linda and Tery Tennant

Effectively Leading and Developing the Next Generation (of Leaders)! Presented by: Linda and Tery Tennant

Agenda 1. Generational Differences and Motivation A. Generational Styles and Differences B. Motivation Principles C. Motivation Plans 2. Leadership Skills and High Payoff Activities A. What Happens Without Leadership Development B. Leadership Habits Rating C. Leadership High Payoff Activities 3. Leadership Development A. Development Principles B. Development Plan C. 30 Day Action Plan Without Leadership Development, Leaders Tend to Rely on Technical Skills Rather Than Leadership Skills They Do Their People s Job Rather Than Their Own! Attainment, Inc. Page 2 602-615-4163

1. Generational Differences and Motivation Generational Styles and Differences Millennial (Y) Ages 16-36 Climb ladder with good ideas Cooperative Leadership Style Wants to help create the rules Work is self-- expression. Wants work/life balance Gen X Ages 37-52 Climb ladder by working smarter Self-Directed Leadership Style Skeptical not fond of rules Wants work/ life balance Boomer Ages 52-70 Climb ladder by working harder Participative Leadership Style Love/hate with authority Tends to be workaholic Silent Ages 70-91 Climb ladder with longevity - loyal Autocratic Leadership Style Respectful Follow the rules Task focused PEW RESEARCH CENTER SURVEY, January 2010 These are guidelines only. Avoid categorizing someone just because of their generation. There may be generational tendencies, but people are individuals with their own particular motivation! Attainment, Inc. Page 3 602-615-4163

1. Generational Differences and Motivation, continued Motivation Principles People do things for their reasons (not ours) to gain a benefit or avoid a loss. What motivates you does not necessarily motivate your employees. A leader s job is to create an environment where employees motivate themselves. Motivation can change over time as the employee grows, achieves and ages. Be aware of generational differences but learn what motivates the individual. Motivation Plan Employee: Family Data: Hobbies/Interests: Job History: Skills/Education: Primary Motivators: Goals/Career Desires: Sample Motivators: Sense of accomplishment Feel respected Working with others; part of a team Empowered; able to work on own Recognition (public or private) Solving problems Helping others; being of service Helping people grow and develop Varied and interesting work Learning new things Routine work without much change Lots of balls in the air at once Recognized as head of the team Feeling valued, appreciated Limited tasks on which to focus Clear goals and measurement Attainment, Inc. Page 4 602-615-4163

2. Leadership Skills and High Payoff Activities Why is this? Even though leading others is a highly critical responsibility, many times people are promoted to leadership roles without much formal leadership training. What Happens Without Leadership Development Not realizing the job is getting work done through others Not communicating clear expectations Not holding employees accountable or not enforcing rules consistently working around non-performing employees Ineffective performance feedback and/or training Insufficient planning; managing by crisis Assuming what motivates you motivates others Symptoms Leadership Development Is Needed Manager is not holding some or all team members accountable. Manager uses the power of the position rather than coaching. Manager puts out fires rather than finding longer term solutions. Manager works long hours; does not feel can take a vacation. Manager makes decisions or solves problems his people should. Manager micromanages employees rather than develop them. Long employee line forms daily outside the manager s office. Employee performance suffers when the manager is not there. Attainment, Inc. Page 5 602-615-4163

2. Leadership Skills and High Payoff Activities, continued Please rate yourself or one of your leaders in the following areas from 1 to 10. Then identify two or three areas to improve and to possibly become development goals. 1. Using Authority Effectively and Comfortably Needs Improvement Area of Strength 2. Enforcing Rules Consistently and Effectively 3. Motivating Employees/Creating Motivational Environment 4. Delegation 5. Preventing and Solving Problems 6. Establishing Clear Expectations, Goals and Measurement with Employees 7. Training and Developing Employees 8. Communicating with Employees Effectively 9. Giving Effective Employee Performance Feedback; Dealing with Problem Employees 10. Goal Achievement and Time Management; 80% Time in High Payoff Activities Attainment, Inc. Page 6 602-615-4163

2. Leadership Skills and High Payoff Activities, continued Efficient vs. Effective What does efficient mean? What does effective mean? High Payoff Activities Definition High Payoff Activities (HPAs) are the six most important prioritized activities where leaders should spend at least 80% of time. These are the tasks that provide the greatest return on the dollars and time invested and that support your goals and values. Your High Payoff Activities If Everything is a Priority, Nothing is a Priority! List Your High Payoff Activities for the next six to twelve months. 1. 2. 3. 4. 5. 6. Actions to Increase Time in High Payoff Activities What can you eliminate? What can you delegate? What can you streamline? Attainment, Inc. Page 7 602-615-4163

3. Leadership Development People Development Principles 1. Provide Consistent Foundational Leadership Training for All. 2. Train Based on High Payoff Activities and Performance Gaps. 3. Set Specific Training Outcome Goals with Trainee. 4. Train Over a Period of Time; Not Fire Hose Training. 5. Provide Written Reference Materials/Resources After Training. 6. Determine if Training Was Effective Based on Outcome Goals. Leadership Development Plan Employee: Desired Career Path: Competencies Desired Current and Future (based on High Payoff Activities): Area(s) to Develop (list in priority order), Outcome Goals and Measurement: Development Methods and Target Dates: Actual Completion Dates and Determination of Success: Attainment, Inc. Page 8 602-615-4163

Action Plan Where to Start Identify one item to start getting in place over the next 30 days. Motivation Plans High Payoff Activities Leadership Development Plans Keep in Mind Prioritize; you cannot do it all at once. Start at the top of the organization. Once leaders are on same page and performing, involve others. My 30-Day Goal List one specific action step you will take the next 30 Days: No one should be in a leadership role without formal leadership development. The cost is too high for the organization and for the employees! Attainment, Inc. Page 9 602-615-4163

Let Us Know if We May Help Training Programs 1. Effective Personal Productivity 2. Effective Leadership Development 3. Effective Motivational Leadership 4. Effective Personal Leadership 5. Effective Strategic Leadership 6. Effective Selling Strategies 7. Effective Communication 8. Succession Planning (Transitioning to the Next Generation) Available on an individual or small group basis. These are offered using in person or online facilitation. Done in small chunks over a period of time Business is not interrupted Ideas applied immediately on the job Other Services Goals and Teambuilding Facilitation Convention Workshops Process Documentation Strategic Planning Thank You Thank you for participating! Attainment, Inc. Page 10 602-615-4163