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7/27/2019 SW 2013 Inspiring Aspiring Staff - Ellen W.
http://slidepdf.com/reader/full/sw-2013-inspiring-aspiring-staff-ellen-w 1/15
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7/27/2019 SW 2013 Inspiring Aspiring Staff - Ellen W.
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* Practically speaking, retaining good staff goes a long way toincreasing program effectiveness and keeping costs down. Agreat staff person needs to be inspired as they aspire to
grow, learn and take on more responsibility in yourorganization. In this workshop we will examine several key
activities executive directors, senior leaders and staff needto cultivate a leadership pipeline ESPECIALLY with staff inearly their career continuum (e.g., millennial/Gen Y) as well
as Gen X-ers, and Baby-Boomers.
7/27/2019 SW 2013 Inspiring Aspiring Staff - Ellen W.
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Here’s what we’ll learn about…
1. Learn about practices that create a leadership pipeline intheir organization
2. Examine characteristics of different generations, particularlymillennials/Gen Y, to understand their needs, attributes, andorganizational expectations
3. Examine what they are doing to develop a leadershippipeline and craft practical activities in the form of a plan to
begin this important organizational development tool
7/27/2019 SW 2013 Inspiring Aspiring Staff - Ellen W.
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Turn to a partner-
* Who are great staff in your organization?* What are their behaviors?
* What skills do they have that make them great?
* Of these characteristics and skills, which ones fallunder developing “leadership?”
Create a group of 4
* How do you build these skills and characteristics?
* Is it the same way for everyone?
* What are some of the ways staff are different inbuilding these skills?
7/27/2019 SW 2013 Inspiring Aspiring Staff - Ellen W.
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One way to generalize about people in the workplace can begenerationally…
* Millennial/Gen Y – born: 1982-2000; age: 13-31
* Gen X – born: 1965-1981; age: 31-49
* Baby Boomers – born: 1946-1964, age: 49-67
* Great Generation/Traditionalists- born: 1902-1945; age
67 to 90
7/27/2019 SW 2013 Inspiring Aspiring Staff - Ellen W.
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* 1. Create small groups2. Go to easel paper w/ a label on it
3. Task:
* What history informs this generation?
* What are some characteristics that they could adopt as a result of
this history?
* What else do you know about their characteristics in the workplace?
7/27/2019 SW 2013 Inspiring Aspiring Staff - Ellen W.
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* Born: 1946-1964, age: 49-67
* 78.3 million
* Segregation was real
* Tech adopters; varying level of connection and
ability to update
* Fairly religious/spiritual, or radical 1960s influenced
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* Born: 1965-1981; age: 31-49
* 62 million
* Learned about diversity and difference
* Tech informed and involved
* Self reliant, adaptable, cynical, distrusts
authority, resourceful
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* Born: 1982-2000; age: 13-31
* 92 million currently coming of age
* Most ethnically and racially diverse
* Global citizens
* Politically progressive/tolerant (e.g., gay marriage,immigration views, racial/gender equity, etc.)
* Solution centered environment
* Social connectivity
* Inclined to trust institutions more than previousgenerations
* Self organized
* Open and transparent
* Can be thought of as entitled, optimistic, civic-minded,close parent involvement, impatient,
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1. Inquisitor
2. Content
Consumer
3. Activist
4. Peer
Agents
DiscoveryPhase
Engagement
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* Involve them, don’t ignore!!!
* Tap their passions
* Embrace and engage technology in your thinking,programming, speaking, AND ask for ideas
* Use their peer networks and influence – but don’t do one-fers. Create compelling engagement with peer networks
* Let them talk, be the spokesperson, trust with parameters
* If not, ask forgiveness, instead of permission
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* Be clear about what performance looks like for everyone’s job
* Have staff assess their position description vs. the skills neededto do what they need to do
* Be honest and tell staff how they are doing
* Probe about operations, people, programs, evaluation &
financial issues to stay on top of them and address them
* Recognize that “work” and “life” do come together
* Succession planning and managing in a transparent, inclusiveprocess vs. secretive, paternalistic
* If you don’t – you’ll be compared by your millennial staff tothose who do- the NEW peer influence
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* Job rotation
* Special assignments
* Coaching &/or mentoring
* Recognition is ongoing,quarterly, & annually
* Flexible job development
* USE Action learning activities (DTF takes on a strategic orpressing issue)
* Employee use of social media to do their work, yep!!
* Assign partnership responsibilities or joint ventures or internalenterprise development
* Provide cross-functional development opportunities* Succession management
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* Ellen Winiarczyk, President
Win-ar-zic & Associates
303-808-8062 mobile
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Conger, J.A., & Fulmer, R. M. (2003). Developing
a leadership pipeline. Boston, MA: HarvardBusiness Review
Saratovsky, K. D., & Feldmann, D. (2013). Cause
for change: The why and how of nonprofit
millennial engagement. San Francisco: JohnWiley & Sons, Inc.