Blueprints for Managers Course

Leading A Multigenerational Workforce Cam Marston & Speak the Language of Leadership George Walther

Concentrate on Competencies Ability to Motivate Effectively Deal w/ Change Coaching & Mentoring Communication Skills Negotiating Customer Service Planning & Goal Setting Recruiting & Hiring Stress Management Asset Protection Ten management areas we must be great at to run our companies, the Big Picture Today’s session cover

Progress & Good News Report Previous topics included: Breakthrough Listening Developing Leadership Capital Share how you successfully used an idea from a previous topic with your small groups. How are you being a “DIFFERENCE MAKER”

LISTENING: The Forgotten Skill Talking 35% Reading 16% Writing 9% We spend 75% of our waking hours in verbal communication

How & Why

Leading A Multigenerational Workforce Cam Marston

Why Is This Subject So Important? On our Bullet Proof Manager Web site for this month, there’s a link to an article that appeared a few years ago in Fast Company magazine about a famous author and business researcher named Marcus Buckingham. This article points out that, over a 15-year period, Marcus Buckingham surveyed more than one million people around the world to achieve one, single mission, “To create a better marriage between the dreams of workers and the drive of companies to win.” Buckingham’s 15 years of research and one million survey tabulations led him to share the following conclusion about businesses and the people who lead them. He said in the article, “You won’t find a CEO who doesn’t talk about a ‘powerful culture’ as a source of competitive advantage. At the same time, you’d be hard pressed to find a CEO who has much of a clue about the strength of that culture. The corporate world is appallingly bad at capitalizing on the strengths of people.” That’s an indicting statement, don’t you think? In fact, during that same research, Marcus Buckingham and his associates closely studied 80,000 business leaders from 400 different companies. From that research, he says that one attribute consistently distinguished great leaders and great performance from the competition. That one distinguishing characteristic is this: those top-performing leaders maintained an overriding focus on finding and tapping the strengths of employees. So doing what you do best and leading others to do the same is the top source of competitive advantage. That seems really basic and simple, doesn’t it? However, isn’t it true that many of the most powerful ideas in the world are both basic and simple? It’s also true that the simple and powerful concept of capitalizing on people’s strengths is a practice that few leaders ever grasp. That concept is the focus of our session today with John Hersey.

Why Is This Subject So Important? “The corporate world is appallingly bad at capitalizing on the strengths of people.” On our Bullet Proof Manager Web site for this month, there’s a link to an article that appeared a few years ago in Fast Company magazine about a famous author and business researcher named Marcus Buckingham. This article points out that, over a 15-year period, Marcus Buckingham surveyed more than one million people around the world to achieve one, single mission, “To create a better marriage between the dreams of workers and the drive of companies to win.” Buckingham’s 15 years of research and one million survey tabulations led him to share the following conclusion about businesses and the people who lead them. He said in the article, “You won’t find a CEO who doesn’t talk about a ‘powerful culture’ as a source of competitive advantage. At the same time, you’d be hard pressed to find a CEO who has much of a clue about the strength of that culture. The corporate world is appallingly bad at capitalizing on the strengths of people.” That’s an indicting statement, don’t you think? In fact, during that same research, Marcus Buckingham and his associates closely studied 80,000 business leaders from 400 different companies. From that research, he says that one attribute consistently distinguished great leaders and great performance from the competition. That one distinguishing characteristic is this: those top-performing leaders maintained an overriding focus on finding and tapping the strengths of employees. So doing what you do best and leading others to do the same is the top source of competitive advantage. That seems really basic and simple, doesn’t it? However, isn’t it true that many of the most powerful ideas in the world are both basic and simple? It’s also true that the simple and powerful concept of capitalizing on people’s strengths is a practice that few leaders ever grasp. That concept is the focus of our session today with John Hersey.

Why Is This Subject So Important? Focus on STRENGTHS… Productivity Turnover Customer Loyalty Profitability On our Bullet Proof Manager Web site for this month, there’s a link to an article that appeared a few years ago in Fast Company magazine about a famous author and business researcher named Marcus Buckingham. This article points out that, over a 15-year period, Marcus Buckingham surveyed more than one million people around the world to achieve one, single mission, “To create a better marriage between the dreams of workers and the drive of companies to win.” Buckingham’s 15 years of research and one million survey tabulations led him to share the following conclusion about businesses and the people who lead them. He said in the article, “You won’t find a CEO who doesn’t talk about a ‘powerful culture’ as a source of competitive advantage. At the same time, you’d be hard pressed to find a CEO who has much of a clue about the strength of that culture. The corporate world is appallingly bad at capitalizing on the strengths of people.” That’s an indicting statement, don’t you think? In fact, during that same research, Marcus Buckingham and his associates closely studied 80,000 business leaders from 400 different companies. From that research, he says that one attribute consistently distinguished great leaders and great performance from the competition. That one distinguishing characteristic is this: those top-performing leaders maintained an overriding focus on finding and tapping the strengths of employees. So doing what you do best and leading others to do the same is the top source of competitive advantage. That seems really basic and simple, doesn’t it? However, isn’t it true that many of the most powerful ideas in the world are both basic and simple? It’s also true that the simple and powerful concept of capitalizing on people’s strengths is a practice that few leaders ever grasp. That concept is the focus of our session today with John Hersey.

Learning Goals By participating in this workshop, you will have the blueprints to… Define the Four Generations and their workplace characteristics Identify each generation’s motivation and behavior at work How to coach, connect and engage each generation’s strength Here are the learning goals for this session. By the end of this session, you will: See how “looking to greatness” can benefit you, your company, department or work group. Understand the difference between a “Contained” and a “Contagious” Leader. Learn to identify, refer to and hold people accountable for their strengths. We will accomplish these goals through a combination of presentation, discussion, exercises and individual planning.

U.S. Population This slide shows how the generations fit into the whole population of the U.S.

Session Opener Pg. 1 What’s your biggest challenge managing or working with someone from a different generation than yours,(internal or external of your firm)? Here are the learning goals for this session. By the end of this session, you will: See how “looking to greatness” can benefit you, your company, department or work group. Understand the difference between a “Contained” and a “Contagious” Leader. Learn to identify, refer to and hold people accountable for their strengths. We will accomplish these goals through a combination of presentation, discussion, exercises and individual planning.

GENERATIONAL DIVERSITY “Mid-Video Exercise: Your World” Blueprint # 3, pg. 10 - 11 GENERATIONAL DIVERSITY

Share your idea(s) with your group. Key Ideas and Application Write down the important idea(s) from the presentation and how to apply them to your company or team. Share your idea(s) with your group. In small groups, select a team leader. Team leaders, please facilitate a discussion among your group where each of you share the idea(s) you found most important and how you would apply that idea within your workplace. You will find a worksheet on page 5 of your Participant’s Guide that you can use to record your group’s ideas. Team leaders, following your group discussions, I will ask you to share with us one of your group’s ideas and its application.

Multigenerational Summary Page 6 MATURES BABY BOOMERS X’ers Millennials Here are the learning goals for this session. By the end of this session, you will: See how “looking to greatness” can benefit you, your company, department or work group. Understand the difference between a “Contained” and a “Contagious” Leader. Learn to identify, refer to and hold people accountable for their strengths. We will accomplish these goals through a combination of presentation, discussion, exercises and individual planning.

“Who Said What?” Blueprint #1 – Page 7 Identify the ‘most likely’ generation with the hypothetical statement below. MATURES BABY BOOMERS X’ers Millennials Here are the learning goals for this session. By the end of this session, you will: See how “looking to greatness” can benefit you, your company, department or work group. Understand the difference between a “Contained” and a “Contagious” Leader. Learn to identify, refer to and hold people accountable for their strengths. We will accomplish these goals through a combination of presentation, discussion, exercises and individual planning.

“Reconnecting With The Disengaged” Blueprint #2 pg. 8 & 9 Connect and create a motivated environment to engage each team member. 1 - Jack 2 - Taylor 3 - Jared 4 - Susan 5 - Brittney Here are the learning goals for this session. By the end of this session, you will: See how “looking to greatness” can benefit you, your company, department or work group. Understand the difference between a “Contained” and a “Contagious” Leader. Learn to identify, refer to and hold people accountable for their strengths. We will accomplish these goals through a combination of presentation, discussion, exercises and individual planning.

Bridging the Generation Gaps Getting along with Millennials Challenge them Ask them their opinion/collaborate Encourage finding a mentor Provide timely feedback Lighten up Getting along with Millennials Challenge them. They want to do work that really matters. Ask them their opinion. They love to collaborate and be a team player. Encourage finding a mentor. They have an affinity and respect for Silents. Provide timely feedback. They are used to getting feedback instantaneously. Lighten up. Remember it’s OK for work to be fun

GENERATIONAL DIVERSITY “Mid-Video Exercise, cont. Your World” Blueprint # 3, pg. 10 - 11 GENERATIONAL DIVERSITY

GENERATIONAL DIVERSITY “Mid-Video Exercise, cont. Your World” Blueprint # 3, pg. 10 - 11 GENERATIONAL DIVERSITY

There’s One Common Thread Among “Great Managers” On our Bullet Proof Manager Web site for this month, there’s a link to an article that appeared a few years ago in Fast Company magazine about a famous author and business researcher named Marcus Buckingham. This article points out that, over a 15-year period, Marcus Buckingham surveyed more than one million people around the world to achieve one, single mission, “To create a better marriage between the dreams of workers and the drive of companies to win.” Buckingham’s 15 years of research and one million survey tabulations led him to share the following conclusion about businesses and the people who lead them. He said in the article, “You won’t find a CEO who doesn’t talk about a ‘powerful culture’ as a source of competitive advantage. At the same time, you’d be hard pressed to find a CEO who has much of a clue about the strength of that culture. The corporate world is appallingly bad at capitalizing on the strengths of people.” That’s an indicting statement, don’t you think? In fact, during that same research, Marcus Buckingham and his associates closely studied 80,000 business leaders from 400 different companies. From that research, he says that one attribute consistently distinguished great leaders and great performance from the competition. That one distinguishing characteristic is this: those top-performing leaders maintained an overriding focus on finding and tapping the strengths of employees. So doing what you do best and leading others to do the same is the top source of competitive advantage. That seems really basic and simple, doesn’t it? However, isn’t it true that many of the most powerful ideas in the world are both basic and simple? It’s also true that the simple and powerful concept of capitalizing on people’s strengths is a practice that few leaders ever grasp. That concept is the focus of our session today with John Hersey.

There’s One Common Thread Among “Great Managers” Top-performing managers maintain an overriding focus on finding and tapping the strengths of their employees. On our Bullet Proof Manager Web site for this month, there’s a link to an article that appeared a few years ago in Fast Company magazine about a famous author and business researcher named Marcus Buckingham. This article points out that, over a 15-year period, Marcus Buckingham surveyed more than one million people around the world to achieve one, single mission, “To create a better marriage between the dreams of workers and the drive of companies to win.” Buckingham’s 15 years of research and one million survey tabulations led him to share the following conclusion about businesses and the people who lead them. He said in the article, “You won’t find a CEO who doesn’t talk about a ‘powerful culture’ as a source of competitive advantage. At the same time, you’d be hard pressed to find a CEO who has much of a clue about the strength of that culture. The corporate world is appallingly bad at capitalizing on the strengths of people.” That’s an indicting statement, don’t you think? In fact, during that same research, Marcus Buckingham and his associates closely studied 80,000 business leaders from 400 different companies. From that research, he says that one attribute consistently distinguished great leaders and great performance from the competition. That one distinguishing characteristic is this: those top-performing leaders maintained an overriding focus on finding and tapping the strengths of employees. So doing what you do best and leading others to do the same is the top source of competitive advantage. That seems really basic and simple, doesn’t it? However, isn’t it true that many of the most powerful ideas in the world are both basic and simple? It’s also true that the simple and powerful concept of capitalizing on people’s strengths is a practice that few leaders ever grasp. That concept is the focus of our session today with John Hersey. – Marcus Buckingham, Author

Personal Blueprint / Action Plan I Plan to Implement / Best Idea Expected Result SMART Specifically Measurement Attainment Relevant Time-Based Action Steps Resources Needed