1. Michael Hyter President & CEO Novations Group, Inc.
Moving People to Action: Leading with Authenticity in a Global Work Environment
Michael Hyter President & CEO
Novations Group, Inc.

2. Arthur W. Page Principles
Tell the truth
Prove it with action
Listen to the customer
Manage for tomorrow
Realize a company’s true character is expressed by its people
Conduct public relations as if the whole company depends on it
Remain calm, patient and good-humored

3. A Day in the Life of a Leader
On a regular workday, what percentage of your time is spent on activities that involve communicating with people to move them to action?
25%
50%
75%
100%

4. A Day in the Life of a Leader
Leaders spend more than half of every business day in communication situations
- Peter Drucker
A Day in the Life of a Leader

5. Moving People to Action
A day in the life of a leader is largely a string of communication events
A company will not perform as intended until the people who make it go understand and effectively communicate the company’s mission, vision, and strategies
Effective communication enables leaders to guide, direct, and motivate people to perform their best work

6. Our Reality
1 of 2 workers have worked for their current employer less than 5 years 
Today’s learners will have 10 to 14 jobs by their 38th birthday
21-year-olds today have watched 10,000 video games, have spent 10,000 hours on the phone and have received 250,000 /text messages 
My Space visits in 2006 exceeded 100M when it only started in 2003
50% of 21-year-olds in the United States have created content on the web
Data Source: Did You Know? video by Karl Fisch, Scott McLeod, and XPLANE

7. Our Reality
Given the facts and trends presented, how would you describe the work environment we have started to experience?
What challenges do you face as a leader in this work environment?
What competencies are required to be effective as a leader in this environment?

8. A Global Work Environment
The business imperative to deliver products and services, with the highest earnings and at the lowest cost, has led an increasing number of companies to open themselves to a global economy
Changes in information technology have made it possible to manage resources in multiple locations, giving companies access to a global workforce
Products and services, although oriented towards a global consumer base, require initiatives that are strategically designed to meet the needs of customers whose preferences are influenced by cultural forces

9. Leading in a Global Work Environment
In order to meet the challenges of a global business environment, leaders have to operate and achieve business targets in different cultural settings
They require skills that enable them to:
work and communicate effectively with people whose worldviews are unique, to achieve global standards of performance and productivity
understand and meet the localized needs of employees, colleagues, and business partners across the world

10. Four Generations in Our Workforce
Traditionalists/Veterans (Born 1922 – 1943)
Baby Boomers (Born 1943 – 1960)
Generation X (Born 1960 – 1980)
Millennials (Born 1980 – 2000)

11. An Aging Workforce By the end of the decade:
About 76 million baby boomers, or those born between 1946 and 1964 will have retired
The number of workers aged 35 to 44—or those typically moving into upper management—will decline by 19%
The number of workers aged 45 to 54 will increase 21%
The number of workers aged 55 to 64 will increase 52%
An Aging Workforce's Effect On U.S. Employers (Forbes.com) Scott Reeves, , 6:00 AM ET
Boomers make up about one-third of the U.S. workforce, and there aren't enough younger workers to replace them. Labor shortages in key industries will force a radical rethinking of recruitment, retention, flexible work schedules and retirement.
Currently four generations in the workplace.
The gray-haired demographics aren't limited to the U.S.: The number of workers aged 35 to 44 is expected to decline by 27% in Germany, 19% in the U.K. and 9% in Italy. In Japan, that age group is expected to shrink by 10%, and by 8% in China.

12. The traditional stakeholder relationship between employer and employee has changed

13. Generational Differences: A Cultural Issue
Generational differences represent one of the most critical aspects of our workforce
Like any other cultural group, each generation shares a common set of values and beliefs that impact individuals’ behaviors in the workplace
Understanding what drives the behavior of each individual based on their culture is key to communicating with them in a way that builds trust and motivates their action

14. Your Style
Select the statement that most accurately represents your own perspective:
A. I’ve got to be guided by what’s best for everyone so that we can all be pleased
B. I’ve got to be guided by what I think is right, even if I can’t please everyone

15. Group vs. Individual Orientation
Group: Work is a place to make contributions to a group effort
Individual: Work is a place to advance one’s own career
Baby Boomers, Millennials
Gen-Y
Traditionalists
Discuss implications on rules of engagement and building trust for different generations

16. Your Style
Select the statement that most accurately represents your own perspective:
A. In a work meeting, I tend to say what’s “right,” if it helps maintain harmony
B. In a work meeting, I tend to say what I mean, even if it disrupts harmony

17. Direct vs. Indirect Communication Style
Confrontation and open disagreement should be avoided at work
Direct Communication:
Open feedback about reactions and ideas is encouraged and expected at work
Baby Boomers, Gen-X, Millennials
Traditionalists
Discuss implications on rules of engagement and building trust for different generations

18. Your Style
Select the statement that most accurately represents your own perspective:
A. Socializing is an important part of getting the work done
B. Socializing at work is important as long as it doesn’t interfere with work

19. Being vs. Doing Orientation
Doing: Work is existence and taking action is a priority—relationships are secondary to tasks
Being: Work is a way to support one’s existence— relationships are valued over tasks
Gen-X, Millennials
Traditionalists, Baby Boomers
Discuss implications on rules of engagement and building trust for different generations

20. Why Is There Conflict? Protect and Project
We protect our cultural styles by resisting or avoiding interactions that challenge our own beliefs or behaviors
We project our values by insisting (through words or actions) that others conform to our cultural styles, and by negatively judging those who don’t

21. How Can We Manage the Differences?
Accommodate and Collaborate
Making a conscious effort to accommodate different cultural styles and provide what others need
Focusing on collaboration by seeking agreement on processes to effectively achieve business outcomes
Managing our natural tendency to protect and project allows us to see people as who they are and achieve the business results we expect.

22. Leading with Authenticity: A Call to Action
Define values Find out who individuals really are and what drives their behavior
Build and manage multi-stakeholder relationships Use accommodation and collaboration as a basis for effective relationships
Enable the enterprise with the right skills and tools Create a work environment that supports everyone to (learn how to) accommodate differences and collaborate with others
Build and manage trust Demonstrate openness and respect toward differences in your leadership practices and inspire others to do the same

23. We can’t solve problems by using the same kind of thinking we used when we created them… Albert Einstein

24. Building the Capacity of Individuals and Organizations worldwide
Thank you!
Building the Capacity of Individuals and Organizations worldwide
Michael Hyter, President & CEO
Novations Group, Inc.