Dennis Ahrens, M.S Developing Millennials as Leaders Wood’s Creek Consulting Company Executive Peer Group September 24, 2009

2 Generations in the Workplace  Matures / Traditionalists / Veterans (1947 & earlier)  Boomers (~1948 – 1964  Generation X (~1965 – 1980)  Generation Y (~1981 – present)

Demographics  Largest generation in history  (30% of world’s 6 billion inhabitants)  Most racially and ethnically diverse US generation ever  Digital natives

Key Messages Consistent and compelling messages driven into this generation:  You are special  Leave no one behind  Connect 24/7  Achieve now  Serve your community

The Downside Lacking Critical Traits & Skills  Work ethic  Discretion  Independence  Realistic Expectations  The Basics  Soft Skills (e.g., conflict resolution)

The Incredible Upside  Brighter than previous generations, scoring 15 points higher in terms of raw intelligence than kids 50 years ago  Work collaboratively, gathering information quickly and sharing it readily  Possibly the next hero generation

Characteristics  Confident and Goal Oriented  Connected and Interdependent  Optimistic and Hopeful  Inclusive and Team Oriented  Equitable and diverse  Impatient  Conventional

Tremendous Leadership Potential ? Distinctive Traits of Leaders  Drive  Honesty and integrity  Self-confidence  Cognitive ability  Knowledge of the business  Desire to lead

Hesitant to Lead?  Top down / command and control leadership not important  Resistant to accepting traditional role- based leadership positions  Work / Life balance is a priority

Successful Leadership Development Efforts 1.Individual learner characteristics 2.The quality and nature of the leadership development program 3.Genuine support for behavioral change from the leader's supervisor

1.Individual learner characteristics  Motivation to learn  High achievement drive  Openness to experience  Internal locus of control  Self-monitoring

2.Quality and nature of the leadership development program  Self-paced e-learning  On-the-job  Job aids  Role Plays and Group  Simulations  Case Studies  Project-Based Leadership

Project Based Leadership  Millennials with effective skills that include leadership abilities will emerge as leaders in projects despite aversion to a long-term management as a career.  Create environment in which leaders will emerge  Define the mission  Remain flexible enough to refine and redefine it  Embrace the emergent behavior of communities.  Take advantage of the skills of multiple leaders

3.Genuine support for behavioral change from the leader's supervisor  MENTORING RELATIONSHIPS!

Types of Mentoring Relationships RelationshipFocus CoachSill development (“how to”) and motivation to use those skills SponsorCareer guidance for emerging leaders CounselorAdvice and perspective ContemporaryPersonal model for business and personal success

Mentoring Tips  Provide lots of challenges  Consider mentoring Millennials in groups so they can act as each other's resources or peer mentors  Because they appreciate structure and stability, mentoring Millennials should be more formal  Set meetings  More authoritative attitude on the mentor's part.  Break down goals into steps  Offer any necessary resources and information needed to meet the challenge

Our next generation of leaders can emerge quickly, if we…  Involve them in collaborative, team-based projects and environments  Provide a variety of projects, assignments, and career opportunities  Integrate them with the existing workforce to create innovative work environments that challenge assumptions and create new opportunities  Develop mentoring relationships  Recognize their contributions by adapting to (and learning from) their technology and networked-based approaches to accomplishment  Accept they will evolve as leaders who look very different from the generations currently in the workplace