When it comes to discussions on the various challenges leaders need to address in today’s fast-changing global economy, there’s one topic that merits a proper assessment as to whether or not it’s really an issue for today’s organizations. And that is the issue of how to effectively manage a multi-generational workforce.
In some ways it’s only natural that we see an increase in discussions on potential challenges for organizations in operating under a multi-generational workforce. With the Boomer generation staying in the workforce longer due to declining retirement savings and increasing cost-of-living expenses, organizations are not only having to deal with three different generations of employees working together, but also the impact of a slowdown in the rate of upward career movement for younger workers.
The problem, though, with these discussions of managing a multi-generational workforce is when the focus shifts to trying to articulate differences in values, motivations, and attitudes based purely on generational cohorts, especially when it comes to trying to differentiate the Millennial generation from previous ones.
One of the key faults found in all these discussions on the differences between Millennials and the other generational cohorts is that they often differentiate generational values with respect to technological differences – in particular, differences in usage – as opposed to sociological ones. Specifically, how the focus tends to be on how Millennials are the first generation to grow up in a ‘high-tech’, mobile world.
We have to remember that Click here to continue reading »”Decoding The Truth Of Leading Multi-Generational Workforces”
With the impending arrival of Halloween, many of us are naturally preparing for our neighbourhoods to be overtaken by ghosts, goblins, superheroes and wizards. Although this yearly event tends to be associated with decorating pumpkins and handing out candy, Halloween also provides us with some unique insights on the importance and value of fostering a sense of community in our organization.
As our neighbours, family, and friends can attest, Halloween is a pretty big event in our household. Every year, we transform the front of our house into this magical place for Halloween – the picture above offers a glimpse of what the neighbourhood children have in store when they visit our home.
Being a parent, it comes as no surprise that one reason why I go through all this effort is because I love kids. But there’s another reason behind this drive to create a unique and memorable display for the children and families in our neighbourhood.
While most of us are familiar with Maslow’s hierarchy of needs, researchers have found that we are also driven by three core psychological needs, one of them being relatedness. Studies has shown – and our collective human history repeatedly reminds us – that we are all driven to attain a sense of community; of feeling a connection and sense of belonging with those around us.
We’re compelled at an innate level to reach out and bond with those we relate to and who we share a common interest or experience with, a key driving force behind the popularity and growth of today’s social media networks.
This also explains why Click here to continue reading »”Fostering A Sense Of Community To Promote Organizational Success”
One of the biggest challenges facing most leaders today is how to improve the current levels of employee engagement in their organization. Over the last few years, there have been numerous studies which have repeatedly shown that employee engagement levels continue to stagnate at the low end of the scale, impacting not only overall productivity, but also an organization’s ability to innovate and adapt in response to changes in the global economy.
It was certainly an issue that Alan* has been struggling with in his organization the last few years despite numerous attempts to try and improve the levels of engagement found in his workforce. As we sat in the conference room discussing the problem, Alan told me about some of the measures he’d taken – things like holding pizza parties and giving out company T-shirts and baseball caps.
And then in what could have been a scripted moment, Alan said with much exasperation: “I give them what they want and they still don’t seem to care!”
Now on any type of leadership score sheet, Alan would definitely rank as a competent and fair leader.
But through our discussions, it became obvious to Alan that a chasm that existed between what he perceived as what his employees wanted from him and the reality his employees face every day and what they needed from him to address it.
While we came up with a number of approaches that Alan could use to improve his understanding of what’s really required to improve employee morale in his organization, I want to share the following steps that I encouraged Alan to take – 3 key measures which every leader should be employing to ensure they understand what their employees need to be successful in their collective efforts. Click here to continue reading »”Learning To Connect To Boost Employee Engagement”
How does a storied organization like Disney create an engaged, empowered workforce despite the current economic challenges, and what can other organizations learn from their experience? That’s the basis of my conversation with international keynote speaker and former Disney executive Doug Lipp in this latest episode of “Leadership Biz Cafe”.
Doug began his career at Disney as one of the trainers at the Disney University at Disneyland. This lead to Doug joining the Walt Disney Imagineering team where he not only helped with the creation of Tokyo Disneyland, but also with the creation of the first international version of the Disney University.
Doug then went on to lead the training team at the corporate headquarters of The Walt Disney Company, The Walt Disney Studios.
Following his time at Disney, Doug co-developed with Stanford University professor C. Clarke the Interculture Relations Institute, where he taught diverse teams of professionals how to better navigate the intercultural waters of the global market.
In addition to his work as a keynote speaker and consultant on leadership, culture, and change, Doug is the author of eight books, including his most recent, “Disney U – How Disney University Develops the World’s Most Engaged, Loyal, and Customer-Centric Employees”.
Over the course of our conversation, Doug shared many wonderful stories about Walt Disney and Van France, the founder of the Disney University, as well as some of his many insights from his time at Disney, including: Click here to continue reading »”Leadership Biz Cafe Podcast #13 – Doug Lipp On How Disney Creates A Thriving Workforce”