Mentoring and the Cross-Generational Workforce

Why should your organization take the necessary steps to bridge communication?  Because in most workplaces today, there are as many as five generation working together. (Fast Company, 2.7.19) Mentoring is at the center of many of my conversations today. Companies are facing challenges from today’s workforce due to a general lack of knowledge and understanding with regard to the vital marriage of historical and foundational development with rapid technological advances. 

Experiencing big gaps between A and C? Your workforce is relying too much on technology to speed up a process that really requires communication. We have created environments that provide too little time for the human element yet this is exactly what is needed to boost productivity and improve technology. 

I find myself reminding people to slow down. In order to experience success and growth, the best way to build a strong foundation is through cross-generational education, training and communication. Richard Bailey recently authored an article  on the cross-generational subject: "There are now five generations working in the workforce - Can they work together (Fast Company, February 7, 2019). In the words of Mr. Bailey: 

“Driving unity across a multigenerational workforce cannot happen without a commitment to professional development. Employees of every generation are wondering what the future holds for them, and they appreciate the value that continuous learning brings to career success. A recent study by D2L and Wainhouse Research found that younger and older workers have remarkably similar preferences for workplace learning. The common thread: All generations want to stay up-to-date on latest tools of the trade.”

“Wisdom is supreme; therefore get wisdom.” Proverbs 4.7

Your best source of wisdom is the experience of those who are navigating the same ladder as you, in parallel, or at various other rungs. As individuals, we cannot know everything. Knowledge is a form of growth in learning that comes from shared communication. The most important aspect of the cross-generational workplace is recognizing the distinction between wisdom and knowledge. I encounter more and more people with the knowledge of a trade, but less and less with wisdom of it. To quote Mr. Bailey again:  

“Successful organizations view their multigenerational workforce not as a bane, but as a blessing. It is imperative, not just for individual organizations but for the entire working world, to embrace the benefits of an age-diverse workforce. When we come together, bound by technology, we can become more human in our interactions, communicate more clearly with those unlike ourselves, and reinvent mind-sets about the possibilities for the future of work.” 

Cross-generational training provides foundational well-being and stability. Mentoring is so critical to effective collaboration and communication in today’s workplace. Critical thinking is about talking things through. People need to pick up the phone or, better yet, leave their desks and computers to talk to other humans to gather knowledge and insights. And they need to know how to communicate in a way that bridges understanding spanning a vast span of wisdom.  

The Truth is in the Details

“The truth is in the details,” began the director in a recent interview.  This was his motto, he told me. This was the reason why the company has been so successful for the last several decades. He continued to tell the story of the founder who built the business and company culture on this very belief: if you stay true to the details of what you build, develop, create or innovate, you will be able to withstand the uncertainties of an ever-changing business landscape. 

This company motto resonates.  During recent conversations with clients about the challenges they face with some of their colleagues and team members, I am hearing a common theme: we are being challenged with rebuilding trusted relationships with clients and reworking projects, yet there is a negative impact on the balance sheets due to certain colleagues who take short-cuts by using technology to do the work rather than using technology as a tool to "help" with efficiencies and processing.  

It seems that this new year jumpstarts with a general feeling of a lack of time that directly effects quality of work, with the greatest time eater being the “double work” or “corrections” to make up for those who take shortcuts.

Let it be known that there are no shortcuts in business. A shortcut doesn't enhance a project and it definitely doesn't grow a client relationship. The motto, "the truth is in the details," means that everything we do is in the details. Spend the time to start with a strong foundation so that every project has a successful launch. Take the time to write out the details of what needs to be accomplished on any project. Though it may seem like it's spending more time, it's time well spent.  As one person voiced in a recent meeting, "I spent three hours mapping out a plan and realized afterwards that I had a time-saving efficiency plan for the next 90 days -- and it was a huge relief."  

I know we all confront the challenges of time on a daily basis.  Don’t get me wrong, I really appreciate the value-added time-saving efficiencies we have merged into our daily operations, from borderless communication channels to instantaneous collaborative sharing in various locations and ways to deliver information with a click of the mouse. Yet for all the positive aspects that the technological impact has had on our day-to-day lives, we are diminishing our capacity for critical thinking, building human-to-human relationships, and learning and passing on knowledge.  

Take time to explore the bigger picture. Cutting corners and taking shortcuts do not help you get ahead, they often set you back.

Reflection and Vision: How to Help Your Business Grow in the New Year

It’s January. Already. If last year flew by, chances are this year won’t be any different.  A clear idea at the start of the year provides a focus for the months ahead. Plotted carefully, you can make great strides for yourself, your team and your business.

1) Reflection

January is the best time to think. Think about the last 12 months. How was your year? What were the triumphs? What were some hiccups? I encourage you to block off some quiet time for reflection this month.  Our observations on experiences lived are our best guide for what to do (and what not to do) in the future. 

2) Discovery 

Once you’ve completed an individual reflection time, gather with co-workers and share these reflections of the past year. I like to call these discovery sessions. Be open with eachother and, above all, be encouraging of one another. Keep the word “stretch” in the back of your mind. This is a great time to look at yourself and others and think of new ways to outperform in the new year with new strategies and new roles. Have someone keep a tally of minutes that can be shared with all at the end of the meeting.

3) Vision

Every year needs a business plan. Turn the discoveries and evaluations into goals and business objectives. Consider training programs to reset standards that reinforce the company’s foundation, if needed. Consider implementing an internal mentorship program to boost morale and prepare for succession at every level of your business. And, as an individual, make sure you set goals that don’t just say what you want to achieve, but how. 

Devoting time in January for reflections and some dreaming will help you to achieve targets and goals for success in the months ahead. Set goals – don’t hide them. Make sure you are implementing them and adjusting them regularly for growing your business and your team. 

And, be sure to set aside time each month to review your vision. Allow yourself a monthly brain-storming session to meditate and adjust your approach on ideas, if needed. This way, you won’t forget your direction and you’ll never lose sight of your goals.

Does Consensus Leadership have a place in business today?

Recent travels brought me to two large international operations in the same market sector to observe leadership approaches.

Manager A has what he likes to call an “easy” relationship with his contemporaries. His goal is to be equal rather than lead by example.  He manages democratically; using feedback from all sides before reaching a decision or taking action.  He wants everyone to feel listened to, valued and happy.

Observations: There is consistent chaos among the non-engaged. There is a lack of respect. No one is challenged. Worst of all, there is a lack of knowledge about the product and services offered.  End result: this company had no culture and is chaotic due to a lack of leadership. An unhappy work environment has been created.

Manager B was clear about roles in every department. Instructions and responsibilities for those roles were clearly defined from the top down.  Everyone was prepared and confident. There was listening. There was no rushing. Communication was timely and appropriate. Meetings were held in which team members talked about an experienced event or a scenario in order to prepare them for the best day. Leadership engaged team members to participate; learn from insights; focus on structure, scheduling and communication approaches.

Observations: This positive, structured environment created a completely different market for their product by providing better service. It was obvious that everyone valued the company, their jobs and took ownership in the company. By being clear with their demands and expectations, this company’s leadership was clearly looking toward growth and the future – and their employees were, too.

TAKEAWAYS:

Manager A was the perfect example of Consensus Leadership. Consensus leaders always try to give people equal consideration by seeking their input. They welcome all ideas and suggestions so the team can come to an agreement and keep the majority happy. Leaders rarely divulge their opinion and often times, sacrifice their own preferences or desired direction for the majority. This approach often leads to low morale and lack of progress. Trying to create an equal playing field leaves no room for critical thinking. Consensus leadership does not work.

One of the most interesting pieces of recent workplace literature is the “Netflix Culture” outlined on their website. You can read it in its entirety here. It opens with the following statement:

Like all great companies, we strive to hire the best and we value integrity, excellence, respect, inclusivity, and collaboration. What is special about Netflix, though, is how much we:

1. encourage independent decision-making by employees
2. share information openly, broadly, and deliberately
3. are extraordinarily candid with each other
4. keep only our highly effective people
5. avoid rules

I find this public acknowledgement of mindset refreshing to see. Not only can consumers read about the high standards to which employees are held at Netflix, employees and management have great clarity from the beginning about expectations, their roles and integrity.  

A healthy, thriving organization requires a vision that comes from leadership. Employees must be guided so they have clarity and start taking ownership immediately.  As a leader, meet with every team member and get to know everyone at every step of the process -- personally. This will allow you to keep your focus – especially when communicating with different generations at different levels within the organization. As a leader, you should constantly re-evaluate your team.

Team building is about alignment of vision with expectations and communicating roles to team members so that they are clearly understood.  The right resources augment performance. Outstanding performance results in precision, productivity and longevity.

Creativity: At the Heart of Every Innovation

Creativity—being able to create—is really at the heart of being human. It’s being able to see something as it is, in its current situation, and manipulating that experience into new possibilities. Creativity is often linked to poetry or painting, acting or dancing – these are some of its physical interpretations. Yet, creativity takes many forms and can be applied to any experience.

Being able to create is a vital skill in business. Creativity is being able to think on your own to find your work around to a solution. Creativity is the skill of assembling all the facts, assimilating them and ruminating on a better option.

Creativity is what allows you to pass through failure after failure to arrive at success – to arrive at something entirely new based on all of the sensory data you’ve amassed. “We propose a framework that divides the cognitive landscape into three basic strategies: bending, breaking and blending. These we suggest, are the primary means by which all ideas evolve.”

                                                         --Anthony Brandt and David Eagleman,
                                                            “Under the Hood of Creativity,”
                                                            Time Magazine’s Science and Creativity Special Edition

Think of Frank Gehry’s take on architecture.
Think of Picasso's take on the human form.
Think of the scientists and engineers who brought the first men into space.
Think of the inventor of the Go-Pro.

At the heart of every innovation is creativity.

I encourage everyone in business to engage with creativity. It is linked to imagination and innovation and it’s available to you at any age. In US public schools, STEM education (Science, Technology, Engineering and Mathematics) has been replaced with STEAM, to include theArts. It is great to see educators and innovators realizing the importance of creative thinking.

Staying the Course with your Strategic Plan

You’ve grown your mission and mapped a plan. Yet, implementing your strategic plan is the hardest part.

I’m often reminded of the mile runner at a track meet. No matter how hard the runner has trained and conditioned, once their toe is on the starting line, there’s no way to tell how the race will actually go, is there? Even though a seasoned runner has all the tools to perform at their best, there are so many variables and “unpredictables” mid-run.

My point is that you can have a plan, but it’s really important to work some flexibility in to the plan. Switch it up when it doesn’t go your way. Find room to make a new move or correction. Just as there is no one way to win a race, there must be some ‘stretch’ in the best set plans for correction. Every athlete trains for consistency but all of that conditioning equips him or her with a constant list of checks and balances in order to auto-correct during the race for the best possible outcome. For the athlete, each correction is a gain.

These keywords are your 'checks and balances'

every step of the way when implementing a plan:

Focus

Are you growing yourself and growing your department?

Adjustment

Create a calendar to follow up on schedules;

be realistic with scheduling.

Collaboration

Constantly develop relationships and
stay consistent with your contacts.

Endurance

What do you do differently when you hit a ‘NO’?

What is the end?