It has been said, that Generation Z understands that systems are broken. In their lifetime, they have watched the collapse and fall of financial systems, political systems, and community systems. Regardless of the location of and scale of the fall, this generation more than any other, has seen the result of what those that came before them once thought was secure. They understand that interdependency does not guarantee safety, but that it leads toward more complexity and at times risk.
Will Generation Z drive more localization and less interdependency, or will they be the “fixer’s” of our complex systems in our globalized world? Will they truly be the generation that resists becoming a part of the problems in our broken systems? Will they drive the next big paradigm shift?
As a challenge, the next time one of your newest contributors to the workforce brings up an idea, or presents a problem, take a minute to engage with them and truly understand their perspective. Encourage their ideas and enthusiasm toward implementing simple solutions. Remember, it is through small change that big change happens.
Part 8: Preference Toward Being Conservative and Pragmatic About Money
Growing up during the Great Recession, Generation Z has a tendency toward conservative and pragmatic attitudes about money. Many of these individuals experienced the impact that the fall in the banking, housing, and automotive industries had on their everyday lives. Whether having experienced the shift from a life of abundance to a life necessity, the loss of their family’s home, or watching their friends and extended family endure these challenges, this generation understands that nothing is guaranteed. This experience has left them approaching money from a pragmatic and conservative viewpoint. Questioning: Is this really necessary? Is there a better, less expensive way? What is the return on investment? Is spending X guaranteed to fix Y?
This pragmatic and conservative attitude toward money only fuels the need for us to build Business Acumen in our employees so that 1) Leaders can answer questions on cost, spending, and budgeting and 2) To enhance fact based decision making that supports a holistic viewpoint in regards to spend and strategy.
How prepared are the leaders in your organization to answer financial driven questions about business decisions?
To all of us who have worried about the impact that technology and social media might be having on face to face communication and human interaction; have no fear, Generation Z is here!
Although Generation Z grew up in highly technological environments with the on-line classroom, virtual and simulated environments, and technology embedded in the way they live and communicate; they still have a preference to connect on a personal level. In other words, Generation Z is comfortable utilizing technology to connect and bridge the global world, but they hold a preference for person to person contact. ‘
So what does this mean for the workplace?
Increased face-to-face meetings
A preference for being in the office in a social environment over working from home in an isolated environment
A preference for learning in a social setting through applied group discussion that can build upon concepts that they can read and understand on their own
An ease and preference to utilize technology to accomplish goals through smarter and faster means
A preference towards managing by getting out of the office to where the work is being done over managing from behind a desk and through email
What impact would moving toward some of these preferences have on your organization?
Benchmarking is a common practice and sensible exercise to establish baselines, define best practices, identify improvement opportunities and create a competitive environment within the organization. Integrating benchmarking into your organization will result in valuable data that encourages discussion and sparks new ideas and practices. At its best, it can be used as a tool to help companies evaluate and prioritize improvement opportunities.
Join us for our next Benchmarking Tour and Executive Leadership Workshop at Rockline Industries this September 14-15, 2021. For more details visit our page here. You’ll learn specific strategies to improve accountability, engagement, communication and business focus and then see it in action at a world-class facility. Don’t miss this opportunity!
Benchmarking can allow you to:
Gain an independent perspective about how well you perform compared to other companies
Drill down into performance gaps to identify areas for improvement
Develop a standardized set of processes and metrics
Enable a mindset and culture of continuous improvement
Set performance expectations
Monitor company performance and manage change
Sound complex? It doesn’t have to be.
Please complete the form to receive more information.
A 1.5-day immersive experience. Participate in an executive leadership forum to learn how to drive employee engagement, redefine organizational accountability, and deliver bottom-line business results. Includes a site tour to see how one company created a sustainable culture of business focus & accountability in less than a year.
presented by Shane Yount, Principal of Competitive Solutions, Inc.
ALIGNyour organization with shared direction, engagement, and commitment
IDENTIFY practical and effective methods to connect a multigenerational and multicultural workforce
USEthe right metrics and GET RID of the wrong ones
SPENDless time in meetings and more time running the business
LEARNproven accountability strategies and how to make them effective and sustainable
Date: 7 – 8 Nov. 2017
Location: Charleston, WV
Total Hours: 13
“Great course! This is something that could help leaders transform business. Can’t wait to start leveraging it.” – Director, Genentech
2 Day Breakdown
Day 1 – Business Bootcamp Strategies
Without sustainable systems, leaders will never be able to truly “Transform the Business.” In this bootcamp, leaders will explore the tools necessary to effectively manage performance, drive continuous improvement, promote engagement, and create a sustainable results driven culture. This seminar will challenge attendees to evaluate their current operating systems, while providing proven and practical solutions for improvement.
During the forum, participants will learn how to:
Create an organizational communication model to support cultural change
Use metrics to drive performance versus just reporting results
Sustain individual and organizational accountability
Build the right meetings with the right cadence
Implement standard work systems that allow Front Line Leaders to fully embrace their roles in driving continuous improvement
“This is an excellent course that makes you think outside the box. A lot of information in two days.” – Director of Manufacturing, Raytheon
Day 2 – Live Tour & Team Presentations
During the tour, participants will see the results of properly executing the tools discussed in Day 1 PBL Bootcamp. Attendees will see a cultural transformation and the direct impact it had on operational efficiencies, employee accountability, and communication. Validated by independent auditors, these results show what organizations can expect to accomplish with the right processes and methodologies.
During the tour, participants will:
See how the PBL Bootcamp processes have significantly increased Yield and Schedule Adherence
Witness increased overall meeting efficiency
Observe dashboard and accountability tools that engage and motivate employees
Learn strategies to improve site communication and trust
See how business strategies are translated into operational plans for their teams
Observe the measurable impact on culture, employee engagement and performance
Who Should Attend –
Senior Level Executives
Supply Chain Managers
“Very engaging – great speaker/presenter. I thoroughly recommend this seminar to anyone looking for a true systems approach to improvement and starting at the top on down.” – Quality Assurance Director, Phenix Label
17 of the Biggest Differences Between Managers and Leaders
The words “leader” and “manager” are often used interchangeably, but they mean two completely different things.
For instance, a manager tells their employees what to do, while a leader encourages them. A manager accepts the status quo, while a leader challenges it.
Resourceful Manager, a website that offers information, training, and tools to supervisors trying to solve management and business problems, put together the following infographic that outlines 17 of the biggest differences between managers and leaders:
Generation Z wants more than just a job, they seek a job with purpose, a sense of fulfillment that helps to move the world forward. As leader’s in organizations, how might we better convey organizational purpose to our employees and encourage them to explore and nurture meaning and fulfillment within their roles?
Start with a clear vision. Revisit the history and vision of your organization and department. Most organizations are not start-ups and their founding stories have been lost in mergers, acquisitions and growth. Recount why your organization exists and share it with your employees. Then emphasize why their individual roles are important and add value. In addition, encourage employees to develop a vision (purpose) statement for themselves. What do they see their purpose in life to be? Does this align with their career path and goals?
Utilize recognition techniques to convey the link between individual contributions and reaching departmental and company goals. Create an atmosphere of appreciation and positivity where one might find meaning in being part of a team; part of something larger than themselves.
Actively engage in one-on-one’s look for opportunities to help your employees align their overarching purpose with their role. Encourage them to also look for opportunities that might provide a sense of purpose while fostering an entrepreneurial mindset.
An entrepreneurial mindset is not synonymous with becoming an entrepreneur. Generation Z tends to gravitate toward an Entrepreneurial Mindset; a mindset that has been described by The Network for Teaching Entrepreneurship as the skills and behaviors that include initiative and self-direction, risk-taking, flexibility and adaptability, creativity and innovation, and critical thinking and problem-solving. Others have described an Entrepreneurial Mindset as the ability to see opportunities, organize resources and create value. Many of these attributes fall into the category of what many leaders feel are missing today in their workforce and would welcome experienced employees who display these skills and behaviors. Therein lies the question around how to foster and encourage the use of these attributes in someone who is new to the industry. What are the boundaries for creativity? How much risk should someone new to the workforce take prior to consulting someone? And how can we help the entering workforce gain visibly and opportunity in putting their critical thinking and problem-solving skills to work?
Do you know someone who has an entrepreneurial mindset within your organization today? How might you coach, teach and mentor them to ensure that these attributes are appreciated and not stifled?
51% of workers are looking to leave their current jobs
Can you imagine that more than half the people at work don’t actually want to be there? That’s very scary, and it indicates that something is wrong with the system.
Not only is the cost of turnover extremely high (upwards of 20% of an employee’s salary), but having disengaged employees within the workplace is also quite costly, and not only on a financial level.
Yes, there is the cost of lost productivity and absenteeism, but think of the moral as well.
Disengaged employees lack enthusiasm, act as company detractors instead of ambassadors and can be a drain on other employee’s moods – a sort of domino effect of negativity.
Employee Engagement Is A Global Issue
Only 13% of employees are engaged worldwide
This number is just too low, and a big part of the reason for it is that people are not always put first. There is a human element lacking in the workforce, this understanding that people are at the center. Employees are the pulse of every business and as a means in themselves, not as a means to an end.
The best way for companies to improve this is by creating a culture of recognition. This does not mean “good work” at an annual review, it means weaving the notion of appreciation into the tapestry of the culture.
Employee Experience Dictates Customer Experience
Highly engaged businesses see a 10% increase in customer ratings
We don’t think enough about the connection between employees and customers, but the correlation between one’s happiness and the other’s is so high. You know that expression “made with love”.
It shows when jobs are done with passion, and it also shows when jobs are done with disdain.
When you have happy employees serving customers (whether or not they actually interact) customers statistically have a better experience. Companies need to know that investing in their employees is an investment in their customer loyalty as well.
Empathy Is At The Core Of Employee Engagement
80% of employees would work more hours to work for a more empathetic employer
There are all sorts of intelligent leaders out there, but those with emotional intelligence take the cake. There are 12 elements of emotional intelligence that all leaders need to focus on, divided into four categories. Empathy falls under the category of social awareness.
This means having compassion for others and their stressors (in and out of work) and acting on it.
This will help managers build relationships founded on trust and respect, which will inspire employees to work hard, innovate and be committed to your company, because they feel seen, heard and appreciated.
Engaged Employees Help Drive Sales
Highly engaged businesses see a 20% increase in sales
When employees are engaged, they have more pride in their work and therefore put in a more valiant effort. Of course, higher efforts result in a greater quality output. This helps increase sales. It’s common sense, but many companies still don’t see the correlation between happy employees and happy customers.
It’s a misconception that working more means working smarter. We think that working happy is the more important factor.
There Is Not Enough Recognition
60% of workers would like work praised more frequently
Praise doesn’t need to be massive every time, it just needs to be frequent and genuine. A simple thank you can go a really long way when you take a minute out of your day to sincerely express gratitude.
And just as the form of praise doesn’t need to be huge, nor does the reason for giving it. If you want to motivate your employees, recognize their feats – big, and small.
Growth and Continuous Learning Are Essential
59% of employees say they can “grow and develop” at their organization
When we surveyed our app users to find out what was the most important to them, we found that 41% of employees care most about having the opportunity to learn and grow within their organization.
Repeating the same task every day without the stimulation of new initiatives or the encouragement to be curious and take risks will serve to disengage your employees.
Managers Must Remove Fear
42% of employees feel that their leadership does not contribute to a positive company culture
Having a positive company culture means one that is free from fear. However, managers are often the main contributors to this fear that exists within the organization.
Whether or not it is intended, more often than not it is due to a lack of communication. Constant communication is key to developing a workplace founded on psychological safety, which contributes to an overall positive company culture.
Employees Want To Get To Know Their Manager
70% of employees would like to spend more time with their manager
There shouldn’t be such a divide between employees and managers, especially considering both are working towards the same ultimate goal. In the spirit of teamwork and friendship, managers and employees need to connect often and more importantly, on a human level, not only business.
Whether it be grabbing lunch as a team outside of the office or team building activities, employees want to spend time with their manager and get to know them as more than a “boss” but as a person. This helps remove fear, and also helps to cultivate a safe environment for employees to share ideas and feelings.
Employees Need To Connect With Their Peers
60% of employees eat alone at their desk, working This is a problem twofold. First, it means that your employees are overworked, and second, it means that your employees are not connecting.
34% of employees don’t think they have enough interaction with their colleagues, despite the fact that having a friend at work is one of the most important elements in keeping employees satisfied and engaged.
Managers should encourage employees to step away from their work and decompress. It’s entirely unproductive to overwork, and it will only make for unhappy, cranky team members
Eight Foundational Leadership Attributes of Engagement
The Engagement Attributes of (3) Understanding and Utilization of Continuous Improvement (CI) and (4) Accountability through Action
With an enhanced sense of business acumen, it is only natural for individuals, teams, and organizations to begin to focus their energy and efforts around Continuous Improvement. Waste elimination is all around us and it can show up in our processes, as well as how we manage our time.
While understanding how to utilize the right tool at the right time is an important component of engagement, our ability to follow-through upon improvement efforts by completing commitments, modeling and reinforcing new behaviors, and measuring impact is just as important for sustainable success.
Showing up and giving our best each and every day requires a level of energy, organization, and engagement that raises the bar for making and transitioning through change. As a leader, how deliberate are you at driving collective accountability? How would you rate your ability to follow-up on and owning your commitments?
Join us for our 4 part series as we unveil and unpack each of the 8 leadership attributes.