Leadership Development

1. Leadership Development Strategies for Developing Millennials Presented by: Frances Gelder, CPHIC, Masters of Arts (Leadership Studies) NEHA AEC 2014, Las Vegas

2. Introduction • Workforce Composition • Generational Diversity • About Millennials • Leadership Development Best practice • Recommendations • Comments and Questions Overview

3. Leadership is about PeoplePEOPLE propel organizationsLeadership: is to engage, enable, encourage, and empower individuals toward achieving a shared vision (Gelder 2013)

4. Management/Leadership

5. “ expanding the collective capacity of organizational members to engage effectively in leadership roles and processes” (McCauley et al 1998) Leadership Development: “job of a leader is not to create more followers, its to create more leaders” Ralph Nader

6. 360 degree feedback • Coaching • Mentoring • Networking • Job Assignments • Action Learning Best Practices for Leadership Development (Day, D. 2001, 2007)

7. Statistics Canada 2010 • 2014/ 50% (HBR) • 2028/ 75% (Globe and Mail 03/13) Workforce Composition 2010

8. Generational Diversity

9. common culture, political and social events • share a collective memory • integrates the generation over a period of time • common traditions and culture • style, and appearance • beliefs and attitudes • effects attitudes toward family, gender roles, faith and lifestyles • these common values, beliefs, attitudes and behaviours become imprinted over time and do not change with age or maturation (Arsenault P, 2003) (Mcguire et al 2007) (Sessa V, 2007) (Raines 20100. Generational Theory

10. “They’re sociable, optimistic, talented, well-educated, collaborative, open-minded, influential, and achievement-oriented”. (Raines) • Largest Cohort Since the Boomers • Most Racially Integrated • Most Culturally Diverse • Hold Global Perspectives • First Digital Generation • Most socially conscious generation since the 1960s. “They have been learning with social classroom tools and chatting on Facebook, Twitter, and Instagram every waking hour. As a result, they actually conceive of communication in a one-to-many paradigm” Millennials 1981-2000

11. More female leaders • Downsizing office space/mobilization • Blending over Balance • More texting less meetings and email • R.O.W.E • Regular, immediate and social feedback Globe and Mail, 2013 Transforming the workplace

12. Entitled • Ambitious • Impatient • Unrealistic • High Expectations • Overprotected “They want to reach financial well-being and achieve social good simultaneously. Millennials are a driving force towards significant, scalable, and lasting social change that will benefit everyone, whether it’s about the environment, socioeconomic diversity, or just a healthier work-life balance” (forbes leadership forum 2014) Popular Stereotypes

13. Help to navigate their career path • Frequent and Specific Constructive and Positive Feedback • Mentoring and Coaching • Supported for formal development programs • Challenging work • Flexible schedules • Opportunity to make a Social Impact • To Contribute and be recognized for their ideas What Millennials want

14. Strong values: respect, inclusion, diversity and participation • Flexible/Customizable benefits/reward packages • Blend work with the rest of my life • Offers a clear career path • Nurturing environment • Meaningful work environment • Opportunity for Skills development From the Organization

15. Technical skills • Self-management and personal productivity • Leadership • Industry or functional knowledge • Creativity and innovation strategies ….to Learn

16. They are Independent • They want: clear direction, frequent feedback Flexibility and autonomy to complete tasks • They seek: active kinaesthetic learning experiences over traditional classroom education • They admire leader traits of: honesty, determination, loyalty and competence • Top 5 admired leadership behaviours: commitment, listening, focus, encouragement and optimism. Mentoring Millennials (Sessa et al., Arsenault P, 2003)

17. Protégés: greater compensation, more rapid promotion and improved career mobility for protégés • Mentors derive benefit through renewed commitment professional excitement, and satisfaction through the growth and development of their protégé. • Organizations benefit through more effective communication, loyalty and talent retention (Ensher & Murphy, 2011) (Allen, Eby, O'Brien, & Lentz, 2008). Benefits of mentoring

18. Helping relationship – usually Dyad, senior mentor to junior protege • Career Support Developing strategic perspective , promotes development of social capital through sponsorship, exposure, visibility • Psychosocial support : an important leadership skill for developing trust, respect and commitments, guidance, role modelling, acceptance , friendship • Success based on the quality of the relationship, and on positive reciprocity • Mentoring is blended with coaching to create interaction with a range of consultants, managers, specialists and HR professionals that contribute to development of the protégé • Mutuality perspective- Developmental Networks • (Kram, Higgins, Scandura, Murphy , Shore, Day, Chandler, Dobrow) Mentoring

19. Phases (Kram 1985, Zachary 2000)

20. Relational Dynamics • Age and Age Diversity • Race: Diversity training • Culture: same cultures will share expectation and reciprocity rules and cultural mismatch can cause discomfort due to misunderstood expectations • Gender: the career path of women resuming a career later in life due to family responsibilities Influencing Factors (Moore, Millar, Pitchford, & Jeng, 2008) (Allen et al 2008). (Cho, Ramanan, & Feldman, 2011, p. 457)

21. Mentors : counterproductive with jealousy, control, bullying and exploitation. • Protégés: can sabotage by being unappreciative, uninterested and breaking confidence • Positive and negative elements may arise through-out phases of mentoring • Research has been focused to the positive aspects of mentoring potentially overlooking the negative aspects • Options for exit strategies should be available “The Dark Side” Ensher et al , Scandura

22. Formal and Informal • Traditional Dyad • Group mentoring • Peer to Peer • Mutual (reverse) mentoring: the pairing of junior mentor with senior protégé. “….encourage more cross-generational interaction. Younger employees should learn to seek the experience and wisdom offered by senior employees. Older employees should learn to be open to the fresh perspectives offered by younger employees.”* • to e-mentoring, or computer mediated communication • Multiple Mentors • Developmental Networks (Ensher & Murphy, 2011 DiRenzo et al, 2010), *http://guides.wsj.com/management/managing-your-people/how-to-manage-different-generations/ (wsj) Forms of Mentoring

23. Integrate mentoring with other leadership development practices, coaching action learning, stretch assignments • Provide education and sensitivity training for diversity factors • Educate mentors and protégés on appropriate relationship behaviours and expectations • Watch for unethical conditions: unrealistic expectations. Design ways to resolve conflict and exit strategy • Watch for and resist overdependence : inappropriate alignment, resentment from others • Examine possibilities for informal mentoring across functions, levels and systems within the organization • Assess novel/e-approaches to engage mentors and protégés • Investigate Mutual Mentoring and Developmental Networks internally, externally, personal and professional Recommendations

24. If you listen to them and take them seriously, “Millennials will shoot for the stars —and if they fall down, they’ll get right back up and try it a different way.” “Managers can learn to recognize generational differences and adapt.” “Discover what each person values and adjust your style to make the relationship productive.” “It’s important that Managers change rather than trying to change the staff.” http://guides.wsj.com/management/managing-your-people/how-to-manage-different-generations/ (wall street journal) Reflections

25. Questions? Thank you

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