Working Across The Generations Presented by Bruce Lee March 2, 2010

Working Across The Working Across The GenerationsGenerations

Presented by Presented by Bruce LeeBruce Lee

March 2, 2010March 2, 2010

From Good To Great!

Productivity up to 40% +

Extra Slides

Proven! Practical! Performance based!

Today’s Today’s ObjectivesObjectives

1. Understand the needs and 1. Understand the needs and expectations expectations

of Generation Y and all Generationsof Generation Y and all Generations2. Learn how to motivate everyone 2. Learn how to motivate everyone for retention and loyaltyfor retention and loyalty3. Understand how to make a 3. Understand how to make a

difference difference in everyone’s life!in everyone’s life!

Evaluation Evaluation FormForm

or Business Card or Business Card “All”“All”

Coaching follow upCoaching follow up This session includes a one hour This session includes a one hour

private coaching call on the topic private coaching call on the topic of your choice:of your choice:

ie: for clarification / recommendations.ie: for clarification / recommendations.

Why Employees Why Employees LeaveLeave Prior to Hiring Winners, Understand:Prior to Hiring Winners, Understand:

• People leave bossesPeople leave bosses

• 22% are planning to leave22% are planning to leave - 1/3 changed jobs to escape co-workers- 1/3 changed jobs to escape co-workers

• Less than 20% consider fully engagedLess than 20% consider fully engaged - 63% plan to stay with employer- 63% plan to stay with employer

The #1 Reason Employees LeaveThe #1 Reason Employees LeaveA recent poll of the 1000 largest North American A recent poll of the 1000 largest North American

companiescompaniesshowed that lack of recognition and praise is the Number showed that lack of recognition and praise is the Number

One One reason employees leave an organization. reason employees leave an organization.

- Robert Half International- Robert Half International

The 4 GenerationsThe 4 Generations Demographers:Demographers:

Generation YGeneration Y 1981 – 1999 (10 – 30) 1981 – 1999 (10 – 30) 20%20% workforceworkforce

- Echo Generation- Echo Generation Generation XGeneration X 1965 – 1980 (30 – 45) 1965 – 1980 (30 – 45) 29%29% - 1991 Douglas Copeland “Gen X: Tales for an Accelerated - 1991 Douglas Copeland “Gen X: Tales for an Accelerated

Culture”Culture”Baby BoomersBaby Boomers 1946 – 1964 (45 – 64) 1946 – 1964 (45 – 64) 42%42%

- 14% are over 56, and will retire in 10 (?) years- 14% are over 56, and will retire in 10 (?) years- Canada faces pot. shortage of 1.2 m by 2020- Canada faces pot. shortage of 1.2 m by 2020

Traditionalists / SilentTraditionalists / Silent Pre 1945Pre 1945 9%9%

Time Magazine:Time Magazine:- “What’s-in-it-for-me generation.”- “What’s-in-it-for-me generation.”- “Never-ending adolescence generation.”- “Never-ending adolescence generation.”- “Yhe generation that won’t grow up.”- “Yhe generation that won’t grow up.”

Two Sources of Two Sources of ConflictConflict

1. Performance Based 1. Performance Based ConflictConflict

•Where the expectations of Where the expectations of team members are not met.team members are not met.

- trust is broken- trust is broken - team work not as - team work not as

effectiveeffective Unfulfilled expectations.Unfulfilled expectations.

Managers Don’t Manage Managers Don’t Manage PeoplePeople

They manage people’s They manage people’s behaviorbehavior

Managers shift behaviorManagers shift behavior to improve productivityto improve productivity

You have the power to shape your You have the power to shape your experienceexperience

Possibility thinking – calm confidencePossibility thinking – calm confidence

2. Relationship Based 2. Relationship Based ConflictConflict

•An individuals behaviors are An individuals behaviors are not acceptable to the other not acceptable to the other person.person.

•Personalities get in the way.Personalities get in the way.

- interpersonal skills – lack - interpersonal skills – lack of?of?

CommunicatiCommunicationon

CommunicatiCommunicationon

Miscommunication:Miscommunication:

is reported to be the #1 is reported to be the #1 cause cause

of workplace conflict, of workplace conflict,

low morale and poor low morale and poor teamwork.teamwork.

Miscommunication:Miscommunication:

is reported to be the #1 is reported to be the #1 cause cause

of workplace conflict, of workplace conflict,

low morale and poor low morale and poor teamwork.teamwork.

MEMOMEMOMEMOMEMOTo:To: Office Manager: PeruOffice Manager: Peru

Subject:Subject: Employee ListEmployee List

Please provide head office with full details of factory and Please provide head office with full details of factory and office head count, broken down by sex.office head count, broken down by sex.

To:To: Office Manager: PeruOffice Manager: Peru

Subject:Subject: Employee ListEmployee List

Please provide head office with full details of factory and Please provide head office with full details of factory and office head count, broken down by sex.office head count, broken down by sex.REPLYREPLYTo: To: Head Office PersonnelHead Office Personnel

Subject:Subject: Employee ListEmployee List

As per your request, we detail the following:As per your request, we detail the following:•249 Factory workers249 Factory workers•31 Office personnel31 Office personnel•3 Sick Leave3 Sick Leave

To: To: Head Office PersonnelHead Office Personnel

Subject:Subject: Employee ListEmployee List

As per your request, we detail the following:As per your request, we detail the following:•249 Factory workers249 Factory workers•31 Office personnel31 Office personnel•3 Sick Leave3 Sick Leave

None of these is broken down by None of these is broken down by sex. sex. Our problem is alcohol.Our problem is alcohol.

None of these is broken down by None of these is broken down by sex. sex. Our problem is alcohol.Our problem is alcohol.

More On More On CommunicationCommunication

1.1. Master the art of “Question Power”Master the art of “Question Power”

2.2. Practice high performance listeningPractice high performance listening

3.3. Avoid the 2 traps of working with Avoid the 2 traps of working with peoplepeople

- make assumptions- make assumptions

- talk too much- talk too much

Survey: Survey: Which Which Generation Are You?Generation Are You?

Generation Y Generation Y 1981 - 19991981 - 1999Generation X Generation X 1965 - 19801965 - 1980Baby Boomers Baby Boomers 1946 - 19641946 - 1964Traditionalists / Silent Traditionalists / Silent pre 1945 pre 1945

Traditionalist Traditionalist BoomersBoomers

ValueValue Loyalty, dedicated, Loyalty, dedicated, honor sacrifice, hard honor sacrifice, hard working, complianceworking, compliance

Personal growth, Personal growth, ambition, ambition, youthfulness, youthfulness, equality, equality, collaborativecollaborative

ExpectationsExpectations

Stability, support Stability, support from the company from the company during re-during re-organization organization

Ambition & hard Ambition & hard work rewarded, work rewarded, opportunities to opportunities to climb corp. ladderclimb corp. ladder

BehaviourBehaviour Respect of authority, Respect of authority, loyal to organizationloyal to organization

Challenge authority, Challenge authority, loyal to the team loyal to the team and teamwork and teamwork

GoalGoal Create a legacy!Create a legacy! Put their stamp on Put their stamp on everything they do!everything they do!

Organization Organization

ExpectationExpectation

Long term Long term commitmentcommitment

Add value by going Add value by going the extra milethe extra mile

Authority Authority

ExpectationExpectation

Seniority and job Seniority and job titles are respected – titles are respected – “Tell me what I “Tell me what I should do for you.”should do for you.”

Democratic flat Democratic flat organizations – “Let organizations – “Let me show you what I me show you what I can do”!can do”!

Traditionalist Traditionalist BoomerBoomerLife shaping: Life shaping:

Depression, Depression,

WWII, WWII,

Life Shaping: Life Shaping:

Man on the Moon, Man on the Moon, Vietnam, Vietnam,

Free Love - the Pill,Free Love - the Pill,

Clips couponsClips coupons ““60 is the new 40”60 is the new 40”

Sixty is now “sexty”Sixty is now “sexty”

FRUMPS: frugal FRUMPS: frugal responsible, responsible, unpretentiousunpretentious

mature personmature person

Kraft dinnerKraft dinner

TV trays to eat TV TV trays to eat TV dinnersdinners

Reused aluminum Reused aluminum foilfoil

Plastic flowersPlastic flowers Find Y’s as sloppy, Find Y’s as sloppy, undisciplinedundisciplined

Movies:Movies: Movies: Ben Hur, Movies: Ben Hur, Sound of Music, 10 Sound of Music, 10 Commandments,Commandments,

Dr. Zhivago, Dr. Zhivago,

Music: Perry Como, Music: Perry Como, IngelburtIngelburt

Beatles, Beach Boys, Beatles, Beach Boys, Monkees, Elvis, Monkees, Elvis, Bobby DarinBobby Darin

Traditionalists have Traditionalists have referred referred

to X or Y as young to X or Y as young whippersnapperswhippersnappers

- Creators of the Baby - Creators of the Baby BoomBoom

- Silver Tsunami- Silver Tsunami

ImmortalityImmortality “ “I don’t want to achieve immortalityI don’t want to achieve immortality through my work: I want to achieve through my work: I want to achieve

immortality by not dying.” immortality by not dying.”

- Woody Allen, Baby Boomer- Woody Allen, Baby Boomer The key to immortality, The key to immortality, is to first live a life worth is to first live a life worth

remembering.remembering.

Gen XGen X Gen YGen Y

ValueValue Independent, Independent, pragmatic, flexible, pragmatic, flexible, adaptive, results adaptive, results driven driven

Optimistic. Optimistic. confident, confident, innovative, diversity innovative, diversity focused, Technology focused, Technology rulesrules

ExpectationsExpectations

Challenging work, Challenging work, environment, environment, continuous learning, continuous learning, work-life balancework-life balance

Rapid career growth, Rapid career growth, continuous change, continuous change, personalized personalized experiencesexperiences

BehaviourBehaviour Focus on results, Focus on results, loyal to their loyal to their manager, manager, unimpressed by unimpressed by authorityauthority

Loyal to peers, Loyal to peers, respect for skills not respect for skills not title, focused on title, focused on change through change through technologytechnology

GoalGoal Maintain Maintain independence in all independence in all areas of lifeareas of life

Find work and Find work and create a life with create a life with meaningmeaning

Organization Organization

ExpectationExpectation

Exceed the Exceed the expectations and expectations and deliver resultsdeliver results

Wants to be treated Wants to be treated equallyequally

Authority Authority

ExpectationExpectation

Skills and Skills and competence competence respected – “Tell me respected – “Tell me what you can do for what you can do for me”.me”.

They are the They are the competence! – competence! – “Show me what you “Show me what you can do for me right can do for me right now”.now”.

Gen XGen X Gen YGen YLife Shaping: Life Shaping:

stagflation,stagflation,

Gulf War, MTVGulf War, MTV

Life shaping: 9/11, Life shaping: 9/11, reality TV, AIDs, reality TV, AIDs, safety laws,safety laws,internet boom/bust, internet boom/bust, ColumbineColumbine

Nextors, Boomlets, Nextors, Boomlets, Digital Generation, Digital Generation, Rock Stars, Kippers: Rock Stars, Kippers: kids in parents pocketskids in parents pockets

Don’t let get stuck Don’t let get stuck in a rut – rotate to in a rut – rotate to motivate – around motivate – around the companythe company

Movies: Star Wars, Movies: Star Wars, Jaws, Close Jaws, Close Encounters, ExorcistEncounters, Exorcist

Movies: ET, Raiders Movies: ET, Raiders of Lost Ark, Titanic, of Lost Ark, Titanic, Jurassic Park, Jurassic Park, Independence DayIndependence Day

Music: Bee Gees, Music: Bee Gees, Rod Stewart, Elton Rod Stewart, Elton JohnJohn

Music: Police, Olivia Music: Police, Olivia Newton John, Kim Newton John, Kim Carnes,Carnes,

Marieh Carey, Boys - Marieh Carey, Boys - Men,Men,

Find Boomers rigid, Find Boomers rigid, formal and formal and bureaucraticbureaucratic

Gen Y is all about Technology Gen Y is all about Technology (10/2007)(10/2007)

• 97% have a computer 97% have a computer • 94% own a cell phone 94% own a cell phone • 78% use Instant Messaging. 78% use Instant Messaging. • 75% of students have a Face book account 75% of students have a Face book account • 60% own some type of expensive portable music60% own some type of expensive portable music

and/or video device such as an iPod. and/or video device such as an iPod. • 49% download music using peer-to-peer file sharing 49% download music using peer-to-peer file sharing • 33% use websites as their primary source of news 33% use websites as their primary source of news • 28% have a blog and 44% read blogs 28% have a blog and 44% read blogs • 15% of IM users are logged on 24 hours a day/7 days 15% of IM users are logged on 24 hours a day/7 days

a weeka week• Internet 24/7 is expectationInternet 24/7 is expectation

Social Social NetworkingNetworking

Social Networking Social Networking SitesSites

• Facebook Facebook 350. m 350. m• MySpace (14 & up) 135. mMySpace (14 & up) 135. m• Twitter 45. mTwitter 45. m• ClassmatesClassmates 51. m 51. m• Flickr 32. mFlickr 32. m• YouTubeYouTube 300. m 300. m• Nexopia (Edmonton based) 2. mNexopia (Edmonton based) 2. m• LinkedIn 53. mLinkedIn 53. m

Warning!Warning!• ““Youthful indiscretions” Youthful indiscretions” • 28% of US Colleges investigate applicants 28% of US Colleges investigate applicants

social media profiles – their online social media profiles – their online personapersona

= 39% had a negative impact= 39% had a negative impact

Employers blocking employee access – why?Employers blocking employee access – why?

- employee opinion: progressive? - employee opinion: progressive? regressive?regressive?

Unique Ideas…Unique Ideas…Burger King “Whopper Sacrifice”:Burger King “Whopper Sacrifice”:

- un-friend 10 friends for a free - un-friend 10 friends for a free WhopperWhopper

= lots of free press - shutdown= lots of free press - shutdown

Engagement Ads: Engagement Ads:

- NY Times “Obama issue”- NY Times “Obama issue”

- sent 220,000 times, their fans - sent 220,000 times, their fans tripledtripled

Warning - Warning - TextingTexting

People under 45 send & receive 3 times as People under 45 send & receive 3 times as manymanytexts as calls on their phone - 85 billion a texts as calls on their phone - 85 billion a monthmonth

79 % of survey texted while driving79 % of survey texted while driving 43 % texted skiing, horseback riding, 43 % texted skiing, horseback riding,

bikingbiking 16 % at a funeral16 % at a funeral 14 % during romantic interlude14 % during romantic interlude

= absent presence as they disengage= absent presence as they disengageResult: Emergency room visits Result: Emergency room visits and deadly accidentsand deadly accidents

Strength: Strength: TechnologyTechnology

How to engage and develop?How to engage and develop?• Work environmentWork environment

– Cell phonesCell phones– PDA’s/LaptopsPDA’s/Laptops– Instant MessagingInstant Messaging– Corporate IntranetCorporate Intranet– TelecommutingTelecommuting

Issue: Issue: CommunicationCommunication

How to engage and develop?How to engage and develop?• ImageImage• RecruitmentRecruitment• OrientationOrientation• DailyDaily• Listen to Gen YListen to Gen Y• Sharing of informationSharing of information• TrainingTraining• Tap into their network of friendsTap into their network of friends

Gen Y as a Gen Y as a ResourceResource

How to engage and develop?How to engage and develop?

•Skills AssessmentSkills Assessment• Individual Development PlanIndividual Development Plan

– WebinarsWebinars

•Functional SchedulingFunctional Scheduling•Employee Opinion SurveysEmployee Opinion Surveys

EngagementEngagement = Retention = Retention

Must Be InspiredMust Be Inspired- from the inside out- from the inside out

Gallup Poll, July Gallup Poll, July 20092009

Only 30% of corp. workforce fully Only 30% of corp. workforce fully engagedengaged

- employee engagement = customer - employee engagement = customer engagementengagement

Best Buy: a .1% increase = $100,000 per Best Buy: a .1% increase = $100,000 per year more profit over 1200 storesyear more profit over 1200 stores

Only 20% actively disengaged Only 20% actively disengaged

– – trying to undermine others worktrying to undermine others work

The Power of The Power of TrustTrust

2006

The 5 WavesThe 5 Waves1. First Wave – Self Trust: Principle of Credibility1. First Wave – Self Trust: Principle of Credibility

- Integrity – are you congruent?- Integrity – are you congruent?

- Intent - what is your Agenda?- Intent - what is your Agenda?

- Capabilities – are you relevant?- Capabilities – are you relevant?

- Results – what’s your track record?- Results – what’s your track record?

2. Second Wave – Relationships: Principle of 2. Second Wave – Relationships: Principle of BehaviourBehaviour

13 Behaviours: Talk straight, demonstrate respect, 13 Behaviours: Talk straight, demonstrate respect, create transparency, right wrongs, show loyalty, create transparency, right wrongs, show loyalty, deliver results, get better, confront reality, clarify deliver results, get better, confront reality, clarify expectations, practice accountability, listen first, expectations, practice accountability, listen first, keep commitments, extend trust: Create An Action keep commitments, extend trust: Create An Action Plan.Plan.

Stakeholder Trust: 3 - Stakeholder Trust: 3 - 5 Waves5 Waves How to increase speed, lower How to increase speed, lower

costs and costs and maximize influence of your maximize influence of your

organization.organization.

Third Wave – Organizational TrustThird Wave – Organizational Trust - Principle of Alignment- Principle of Alignment

Forth Wave – Market TrustForth Wave – Market Trust - Principle of Reputation- Principle of Reputation

Fifth Wave – Societal TrustFifth Wave – Societal Trust - Principle of Contribution- Principle of Contribution

1990 - Principle Centered 1990 - Principle Centered LeadershipLeadership

• Stephen R. CoveyStephen R. Covey The 4 Levels of Natural Laws The 4 Levels of Natural Laws• ““There are three constants in life…change, choice and principles. If you focus There are three constants in life…change, choice and principles. If you focus

on principles, you empower everyone who understands those principles to on principles, you empower everyone who understands those principles to act without constant monitoring, evaluating, correcting or controlling.”act without constant monitoring, evaluating, correcting or controlling.”

• Personal – TrustworthyPersonal – Trustworthy• Interpersonal - TrustInterpersonal - Trust• Managerial - EmpowerManagerial - Empower• Organization - AlignmentOrganization - Alignment

• PersonalPersonal – work on you = – work on you = TrustworthinessTrustworthiness – – Character / Character / CompetenceCompetence

• Interpersonal Interpersonal – relationships = – relationships = TrustTrust – communication / leadership – communication / leadership• Managerial Managerial – supervise = – supervise = Empowerment Empowerment – mission / greatest – mission / greatest

assetasset• OrganizationalOrganizational – performance = – performance = AlignmentAlignment – buy into / creativity – buy into / creativity

Recent Newspaper Recent Newspaper AddAdd

I came for the job, I came for the job,

I stayed for the I stayed for the team.team.

New Challenges, New Horizons New Challenges, New Horizons

(Health Care)(Health Care)

Accelerating Accelerating PeoplePeople

1.1. CARECARE

2.2. LISTENLISTEN

3.3. DODO

4. SURPRISE4. SURPRISE Which are good customer care Which are good customer care

attributes tooattributes too. .

Their future is bigger than Their future is bigger than your past!your past!

New expectations

breeds new choices

Inspired LeadershipInspired Leadership““Leadership is lifting a person’s vision to higher Leadership is lifting a person’s vision to higher

sights,sights,the raising of a person’s performance to a higher the raising of a person’s performance to a higher

standard, he building of a personality beyond standard, he building of a personality beyond its normal limitations.”its normal limitations.”

Peter Drucker (39 books)Peter Drucker (39 books) 1909 – 2005 (age 95)1909 – 2005 (age 95)

Focus on their strengthsFocus on their strengths

-- Then make high demands based Then make high demands based on a persons strengthson a persons strengths

Periodically review their performancePeriodically review their performance

Create workplace conditions Create workplace conditions where employees can live up where employees can live up to their potentialto their potential

5 Qualities To INSPIRE 5 Qualities To INSPIRE 1.1. Vision Vision 2.2. ConfidenceConfidence3.3. ActionAction4.4. CommunicationCommunication5.5. Continuous EducationContinuous Education

Objective: Continue to create new appreciation by and for your employees.

Objective: Continue to create new appreciation by and for your employees.

Developing Developing RapportRapport

Developing Developing RapportRapport

Tell me about Tell me about yourself...yourself...

So I can learn how So I can learn how to motivate you!to motivate you!

Tell me about Tell me about yourself...yourself...

So I can learn how So I can learn how to motivate you!to motivate you!

What Motivates?What Motivates?• MoneyMoney• Interesting WorkInteresting Work• AppreciationAppreciation• Job SecurityJob Security• Being An InsiderBeing An Insider• PromotionPromotion• Empathy for problemsEmpathy for problems• Working conditionsWorking conditions• Loyalty from companyLoyalty from company• Tactful discipliningTactful disciplining

ManagersManagers

______________________________________________

______________________________________________

______________________________________________

EmployeesEmployees

_____________________________________________________________________ _______________________ ______________________________________________

What Motivates?What Motivates?• MoneyMoney• Interesting WorkInteresting Work• AppreciationAppreciation• Job SecurityJob Security• Being An InsiderBeing An Insider• PromotionPromotion• Empathy for problemsEmpathy for problems• Working conditionsWorking conditions• Loyalty from companyLoyalty from company• Tactful discipliningTactful disciplining

ManagersManagers

______________________________________________

______________________________________________

______________________________________________

EmployeesEmployees

* Appreciation* Appreciation

* Being an insider* Being an insider

* Empathy for * Empathy for problemsproblems

What Motivates Employees What Motivates Employees To StayTo Stay

Workspan Magazine: Feb. Workspan Magazine: Feb. 6/086/08

HR Executives Employees

Management climate BenefitsSupervisor relationships Compensation - people quit supervisors Growth & Work environment Earning Potential

How To Accelerate How To Accelerate GEN YGEN Y

SS

AA

MM

Managers Don’t Manage Managers Don’t Manage PeoplePeople

They manage people’s They manage people’s behaviorbehavior

Managers shift behaviorManagers shift behavior

to improve productivityto improve productivity

S.A.M.

Talent and Productivity

Top 1% vs. Average Productivity

*Hunter, Schmidt, & Judiesch(1990), Journal of Applied Psychology, vol 75(1), p. 28-42.

52

85

127

Low Complexity The top performs 52 % betterthan the average.

Medium Complexity The top performs 85% betterthan the average.

High Complexity The top performs 127% betterthan the average.

What Motivates? Working to your strengths

SetSet High High ExpectationsExpectations

High achievement High achievement

= high expectations= high expectations

General Norman SchwarzkopfGeneral Norman Schwarzkopf

Appreciation Appreciation Is Is KeyKey

““Make me feel Make me feel important”.important”.

Mary Kay Ash, 1918 – 2001Mary Kay Ash, 1918 – 2001

Founder, Mary Kay Founder, Mary Kay CosmeticsCosmetics

MakingMaking a a DifferenceDifference

““Treat people as if they were Treat people as if they were what they should be, what they should be,

and you help them become and you help them become what they are capable of becoming.”what they are capable of becoming.”

Johann von GoetheJohann von Goethe

Empowerment!Empowerment!

Johann Wolfgang von Johann Wolfgang von GoetheGoethe

“ “For a (man) to achieve all that is For a (man) to achieve all that is demanded of him, he must regard demanded of him, he must regard himself as greater than (he) is”. himself as greater than (he) is”.

1749 – 22 March 1832 was a German writer, 1749 – 22 March 1832 was a German writer, "Germany's greatest man of letters, and the "Germany's greatest man of letters, and the last true polymath to walk the earth”.last true polymath to walk the earth”.

S.A.M.S.A.M. ConclusionConclusion

If You Change Just One Thing, If You Change Just One Thing,

You Change Everything! You Change Everything!

The Greatest Management The Greatest Management PrinciplePrinciple

Things that get Things that get recognized and recognized and

rewarded,rewarded,get repeated!get repeated!

- Michael LeBoeufMichael LeBoeuf

- Reward Creativity!Reward Creativity!

The GoalThe GoalEmpowerment DefinitionEmpowerment Definition

Seeing the best in others, Seeing the best in others, (& you)(& you)

helping them see it in helping them see it in themselves, themselves,

and holding them and holding them accountable.accountable.

InvokeInvoke EvokeEvoke ProvokeProvoke

Cirque du SoleilCirque du Soleil’s mission is to invoke the imagination, ’s mission is to invoke the imagination, provoke the senses and evoke the emotions of people around provoke the senses and evoke the emotions of people around

the world.the world.

Guy Laliberté – Sept. Space Tourist, 19 shows, Guy Laliberté – Sept. Space Tourist, 19 shows,

1,000 artists, 4,000 employees from over 40 1,000 artists, 4,000 employees from over 40 countriescountries

Lesson From A Lesson From A DragonDragon

PassionPassion “ “If you don’t have If you don’t have

passion, get out.”passion, get out.”Brett WilsonBrett Wilson

- Investing in people- Investing in people - “We can do more.”- “We can do more.”

Grow The Grow The Generations Generations

By ChallengesBy Challenges You create high morale You create high morale

by creating an atmosphere of trust.by creating an atmosphere of trust.

How do you encourage an employee How do you encourage an employee to accept greater responsibility? to accept greater responsibility?

Constantly challenge them.Constantly challenge them.

Ways To Support Ways To Support GEN’sGEN’s• Gives respectGives respect

- value diversity, gender, sexual orientation, - value diversity, gender, sexual orientation, age, race, physical abilities, cultureage, race, physical abilities, culture

• Communicates effectivelyCommunicates effectively - - two way conversation get people to open up,two way conversation get people to open up,

it’s not just what you say, it’s how you say itit’s not just what you say, it’s how you say it

• Leads by exampleLeads by example - change agent, practice what you preach- change agent, practice what you preach

• Constant feedback and Constant feedback and recognitionrecognition

- supportive and corrective feedback, - supportive and corrective feedback, ask: “What drives you crazy about the way I ask: “What drives you crazy about the way I

manage you?”manage you?”

Building Your Leadership Building Your Leadership Bench Bench

Empower in a timely wayEmpower in a timely way

Ensure everyone has the proper toolsEnsure everyone has the proper tools

and training to do the joband training to do the job

Create a “great place to work” cultureCreate a “great place to work” culture

Is a coach, cheerleader and championIs a coach, cheerleader and champion

Knowing The Knowing The GenerationsGenerations

Understanding is not Understanding is not what makes the what makes the difference.difference.

You need to act You need to act on the information. on the information.

The Power of 1% The Power of 1% ExcellenceExcellence

Excellence (Latin roots) “ex” meaning “out Excellence (Latin roots) “ex” meaning “out from”from”

“ “cellere” meaning “rising”cellere” meaning “rising”

Rising out from the original state of Rising out from the original state of potentiality.potentiality.

Be the best you can be!Be the best you can be! - A rejection of the status quo- A rejection of the status quo

- “Good Enough – Never Is!”- “Good Enough – Never Is!”

Journey of a Lifetime!Journey of a Lifetime!

Love Your Love Your JobJob “ “Oh my God, Oh my God,

I love my job”!I love my job”!

Find a job you love, and Find a job you love, and you will add 5 days to you will add 5 days to the week!the week!

Speaker Speaker InformationInformation

Bruce LeeBruce LeeStrategist, Productivity Strategist, Productivity Coach, Speaker, MCCoach, Speaker, MC

(403) – 241 – 6212(403) – 241 – 6212BruceLeeSpeaker@shaw.caBruceLeeSpeaker@shaw.cawww.BruceLeeSpeaker.comwww.BruceLeeSpeaker.com

Evaluation Evaluation FormForm

or Business Card or Business Card “All”“All”

Coaching follow upCoaching follow up This session includes a one hour This session includes a one hour

private coaching call on the topic private coaching call on the topic of your choice:of your choice:

ie: for clarification / recommendations.ie: for clarification / recommendations.

Generations Generations ArticleArticle

There is an article on this There is an article on this topic topic

available for your available for your internal use internal use

such as training or a such as training or a newsletter.newsletter.

Persistence Persistence - Don’t - Don’t Give UpGive Up

Persistence Persistence - Don’t - Don’t Give UpGive Up

““Our greatest weakness lies in Our greatest weakness lies in giving up. giving up.

The most certain way to The most certain way to succeed succeed

is always to try just one more is always to try just one more time.”time.”

-Thomas Edison 1847 – 1931Thomas Edison 1847 – 1931

Persistence PaysPersistence Pays That last ditch effort can That last ditch effort can

pay offpay off

““Our greatest weakness lies in Our greatest weakness lies in giving up. giving up.

The most certain way to The most certain way to succeed succeed

is always to try just one more is always to try just one more time.”time.”

-Thomas Edison 1847 – 1931Thomas Edison 1847 – 1931

Persistence PaysPersistence Pays That last ditch effort can That last ditch effort can

pay offpay off

Take A RiskTake A RiskTake A RiskTake A Risk““The trouble is,The trouble is,

if you don’t risk if you don’t risk anything …anything …

you risk even more.”you risk even more.”- Erica Jong- Erica Jong

““The trouble is,The trouble is,

if you don’t risk if you don’t risk anything …anything …

you risk even more.”you risk even more.”- Erica Jong- Erica Jong

Measurement Measurement

Resources to assist Resources to assist you you

to develop your to develop your reputation.reputation.

Talent and Productivity

Top 1% vs. Average Productivity

*Hunter, Schmidt, & Judiesch(1990), Journal of Applied Psychology, vol 75(1), p. 28-42.

52

85

127

Low Complexity The top performs 52 % betterthan the average.

Medium Complexity The top performs 85% betterthan the average.

High Complexity The top performs 127% betterthan the average.

Coaching Skills Self Coaching Skills Self AssessmentAssessment

Below are 20 characteristics employees have used to describe bosses they rate as effective Below are 20 characteristics employees have used to describe bosses they rate as effective coaches. coaches.

Rate yourself in terms of what you think your employees would say about you. Please be honest. Rate yourself in terms of what you think your employees would say about you. Please be honest. These answers are meant for your eyes only.These answers are meant for your eyes only. SCORING KEY: SCORING KEY: 1. Rarely Displayed 2. Sometimes Displayed 3 Frequently Displayed 4. Usually Displayed 5. 1. Rarely Displayed 2. Sometimes Displayed 3 Frequently Displayed 4. Usually Displayed 5.

Almost Always DisplayedAlmost Always Displayed

As a coach, I:As a coach, I:1. Capitalize on my employee’s strengths 1. Capitalize on my employee’s strengths 1 2 3 4 51 2 3 4 52. Give my employees visibility2. Give my employees visibility 1 2 3 4 51 2 3 4 53. Provide freedom to do their job3. Provide freedom to do their job 1 2 3 4 51 2 3 4 54. Set high standards of excellence4. Set high standards of excellence 1 2 3 4 51 2 3 4 55. Orient employee to our company values 5. Orient employee to our company values and business strategiesand business strategies 1 2 3 4 51 2 3 4 56. Hold employees accountable6. Hold employees accountable 1 2 3 4 51 2 3 4 57. Protect employees from undue 7. Protect employees from undue stress at work stress at work 1 2 3 4 51 2 3 4 58. Encourage employees when he/she is8. Encourage employees when he/she is discouraged or about to undertakediscouraged or about to undertake new or difficult assignmentsnew or difficult assignments 1 2 3 4 51 2 3 4 59. Provide information about the9. Provide information about the company and the employee’s role incompany and the employee’s role in the attainment of company goalsthe attainment of company goals 1 2 3 4 51 2 3 4 510. Make performance expectations and 10. Make performance expectations and priorities clearpriorities clear 1 2 3 4 51 2 3 4 511. Take the time to build trust11. Take the time to build trust 1 2 3 4 51 2 3 4 512. Provide appropriate training and 12. Provide appropriate training and support when neededsupport when needed 1 2 3 4 5 1 2 3 4 5 13. Solicit and really listen to their ideas13. Solicit and really listen to their ideas 1 2 31 2 3 4 5 4 5

Complimentary ResourcesComplimentary Resources Complimentary Articles:Complimentary Articles:• 1. Conflict Resolution (Winning With Difficult People)1. Conflict Resolution (Winning With Difficult People)• 2. Personality Styles Matrix - details of #1 personalities D.I.S.C.2. Personality Styles Matrix - details of #1 personalities D.I.S.C.• 3. How To Remember Names3. How To Remember Names• 4. Meetings That Count (productive meetings)4. Meetings That Count (productive meetings)• 5. Top 100 Canadian Companies Compensation Incentives5. Top 100 Canadian Companies Compensation Incentives• 6. Compensation Incentives - Oil & Gas / Energy / Engineering 6. Compensation Incentives - Oil & Gas / Energy / Engineering

CompaniesCompanies• 7. Corporate Retention Strategy #1 – Trust7. Corporate Retention Strategy #1 – Trust• 8. Working With Generation Y Employees8. Working With Generation Y Employees• 9. Recommended Reading / Listening / Viewing9. Recommended Reading / Listening / Viewing• 10. What The Best CEOs Know (book review)10. What The Best CEOs Know (book review)• 11. Time Management Templates (supported by #21)11. Time Management Templates (supported by #21)• 12. Time Management Strategies & 50 Time Saving Tips12. Time Management Strategies & 50 Time Saving Tips• 13. Poque’s Tech Tips For The Basic Computer User13. Poque’s Tech Tips For The Basic Computer User• 14. Famous Left Hander’s of The World14. Famous Left Hander’s of The World Complimentary TestsComplimentary Tests• 15. Rating Your Soft Skill Leadership Attributes15. Rating Your Soft Skill Leadership Attributes• 16. Leadership Empowerment Survey16. Leadership Empowerment Survey• 17. COACH – Coaching Skills Self-Assessment 17. COACH – Coaching Skills Self-Assessment Unique:Unique:• 18. I would like to receive your monthly newsletter.18. I would like to receive your monthly newsletter.• 19. Inspirational Singing Keynotes: www.tonimcmillanlee.com19. Inspirational Singing Keynotes: www.tonimcmillanlee.com• 20. Information on 20/20 Skills Assessment (the right person in the right 20. Information on 20/20 Skills Assessment (the right person in the right

position)position)• 21. Information on Strategic Pathways: Daily Ongoing Coach/Career 21. Information on Strategic Pathways: Daily Ongoing Coach/Career

Success SystemSuccess System• 22. This Power Point presentation (more content and support material)22. This Power Point presentation (more content and support material)

Book Of The Book Of The MonthMonth

Global PerspectiveGlobal Perspective ““The World Is Flat”The World Is Flat” 2005 2005 A Brief History of the Twenty-First A Brief History of the Twenty-First

CenturyCentury

by Thomas L. Friedman by Thomas L. Friedman

www.thomaslfriedman.comwww.thomaslfriedman.com

“ “Hot, Flat and Crowded”Hot, Flat and Crowded” Why we need a green revolution….Why we need a green revolution….

“ “Longitudes & Attitudes” 2002Longitudes & Attitudes” 2002

“ “The Lexus and the Olive Tree” 2000The Lexus and the Olive Tree” 2000

Great Great InsightsInsights

His 9 C’s of LeadershipHis 9 C’s of Leadership

““You don’t get anything You don’t get anything

by standing on the by standing on the

sideline waiting for sideline waiting for

somebody else to somebody else to

take action.”take action.”

Integrity

Coaching Skills Self Coaching Skills Self AssessmentAssessment

Below are 20 characteristics employees have used to describe bosses they rate as effective Below are 20 characteristics employees have used to describe bosses they rate as effective coaches. Rate yourself in terms of what you think your employees would say about you. coaches. Rate yourself in terms of what you think your employees would say about you. Please be honest. These answers are meant for your eyes only. SCORING KEY: 1. Please be honest. These answers are meant for your eyes only. SCORING KEY: 1. Rarely Displayed 2. Sometimes Displayed 3 Frequently Displayed 4. Usually Rarely Displayed 2. Sometimes Displayed 3 Frequently Displayed 4. Usually Displayed 5. Almost Always DisplayedDisplayed 5. Almost Always Displayed

As a coach, I:As a coach, I:1. Capitalize on my employee’s strengths 1. Capitalize on my employee’s strengths 1 2 3 4 51 2 3 4 52. Give my employees visibility2. Give my employees visibility 1 2 3 4 51 2 3 4 53. Provide freedom to do their job3. Provide freedom to do their job 1 2 3 4 51 2 3 4 54. Set high standards of excellence4. Set high standards of excellence 1 2 3 4 51 2 3 4 55. Orient employee to our company values 5. Orient employee to our company values and business strategiesand business strategies 1 2 3 4 51 2 3 4 56. Hold employees accountable6. Hold employees accountable 1 2 3 4 51 2 3 4 57. Protect employees from undue 7. Protect employees from undue stress at work stress at work 1 2 3 4 51 2 3 4 58. Encourage employees when he/she is8. Encourage employees when he/she is discouraged or about to undertakediscouraged or about to undertake new or difficult assignmentsnew or difficult assignments 1 2 3 4 51 2 3 4 59. Provide information about the9. Provide information about the company and the employee’s role incompany and the employee’s role in the attainment of company goalsthe attainment of company goals 1 2 3 4 51 2 3 4 510. Make performance expectations and 10. Make performance expectations and priorities clearpriorities clear 1 2 3 4 51 2 3 4 511. Take the time to build trust11. Take the time to build trust 1 2 3 4 51 2 3 4 512. Provide appropriate training and 12. Provide appropriate training and support when neededsupport when needed 1 2 3 4 5 1 2 3 4 5 13. Solicit and really listen to their ideas13. Solicit and really listen to their ideas 1 2 3 4 51 2 3 4 5

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