From Jitterbug to Twitter: Engaging Every Generation
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The document discusses engaging multiple generations in organizations. It notes the different generational mixes currently in the workforce and common myths. Each generation - Traditionalists, Baby Boomers, Generation X, and Generation Y - have different work styles and motivations. Organizations must address the leadership gap as Baby Boomers retire and leverage the strengths of each generation. Suggested steps include acknowledging each generation's value, recruiting emerging leaders, being flexible, and cross-generational sharing of information.
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From Jitterbug to Twitter: Engaging Every Generation
- 1. From Jitterbug to Twitter: Engaging Every Generation EMILY DAVIS, MNM EDA CONSULTING AHMI JANUARY 5, 2011
- 2. Overview 2 Introductions Question/Goal Experience working with multiple generations AHMI January 5, 2011
- 3. 3 Do you understand how generational motivation is impacting your organization? AHMI January 5, 2011
- 4. What is the Generational Mix? 4 AHMI January 5, 2011
- 5. Myths About the Generations 5 Traditionalists Baby Boomers Generation X Generation Y AHMI January 5, 2011
- 6. National Landscape 2009 6 US Population by Generation AHMI January 5, 2011 US Labor Force by Generation
- 7. Traditionalists 7 Catalyst for npos Top down management Respect for authority Separate home & work Conformist Value of work vs. personal meaning Hardworking, loyal, thrifty, AHMI January 5, 2011
- 8. Boomers 8 Formalized sector Appreciate hierarchy & inclusion All about respect Self-improvement Strong work ethic Optimistic & idealistic Desire flexibility Workaholic Appreciate recognition AHMI January 5, 2011
- 9. Gen Xers 9 Self-reliant Quick fix Collaborative & independent Direct communicators Financially-motivated Look for results Appreciate reward through external recognition AHMI January 5, 2011
- 10. Millennials Work Style 10 Digital natives Independent but interactive Questions the status quo Desire mutual respect Celebrate diversity Express to express -- not impress Acknowledgement for being her Civically-minded AHMI January 5, 2011
- 11. What Tenured Professionals Want 11 Next Gen Training Acknowledgment Engagement Respect for legacy Dialogue AHMI January 5, 2011
- 12. What the Next Gen Wants 12 Advice Acknowledgment Shared ownership Opportunity to lead Flexibility Sector history AHMI January 5, 2011
- 13. How has this affected nonprofits? 13 Work ethic Time management Communication Retention Priorities Respect Trainings Entitlement AHMI January 5, 2011
- 14. Where are we similar*? 14 We receive great reward For our work From our teams Common belief that we are contributing to society and our current jobs Satisfaction from our professional accomplishments We have We want Dedication to the sector AHMI January 5, 2011 A desire to learn A desire to be acknowledged A desire to be rewarded To be trusted, valued and respected To succeed
- 15. Identifying the Gaps 15 STATISTICS GAP DEFINED IDENTIFYING THE PROBLEMS AHMI January 5, 2011
- 16. Defining the Leadership Gap 16 The period of time when executive Boomers are preparing to leave their leadership roles to when new leadership is installed. Describes not only temporal gaps, but perceptual gaps in what well-qualified leaders look like. The lack of communication, preparation, and support available among multiple generations of leaders. AHMI January 5, 2011
- 17. Defining the Problems* 17 Replacement Theory Staying On Top Redefining the Position Recognition Problem New Structures and Practices *Working Across Generations, 2009 AHMI January 5, 2011
- 18. Replacement Theory 18 Not enough people to fill leadership gaps so we need to develop a pipeline. Not very motivating or innovative Solution: If we recruit and train enough people we won’t have a problem. Develop a pipeline. Target MBAs Recruit into the sector AHMI January 5, 2011
- 19. Staying On Top 19 Current EDs stay in charge and there is little to no room for the next generation to lead and redefine the sector. Parallel activities will exist where Boomer-led orgs will continue as usual and the next gen will start new orgs. Solution: Find ways to integrate these new ideas into the sector. Shift Boomer leadership roles in the sector. AHMI January 5, 2011
- 20. Redefining the Position 20 The traditional idea of the Executive Director is no longer appealing or effective. Solution: Look to new models of leadership that distributes the responsibilities of the ED. Examples: Co-directors Flattened hierarchy Team approaches Coaching AHMI January 5, 2011
- 21. Recognition Problem 21 There is a generation ready to step up to the plate that feels invisible to the current leadership. Solutions: To recruit, look in your own back yard Acknowledge current contributions of next gen leaders Shift mental models – diversity, mentorship AHMI January 5, 2011
- 22. New Structures and Practices 22 Current organizational structures are outdated. Solution: Evaluate current models and redefine structures Outcomes: Innovative, flexible, and fun orgs Advance the sector Support current staff Attract and build the next generation of leadership AHMI January 5, 2011
- 23. Next Steps 23 ORGANIZATIONAL DYNAMICS & LEADERSHIP WAYS TO LEVERAGE THE GENERATIONS ACTIVITIES AND ACTION STEPS AHMI January 5, 2011
- 24. Top 10 Ways to Leverage the Generations 24 1. 2. 3. 4. 5. Acknowledge each generation’s value Recruit more emerging leaders into leadership roles Encourage work/life balance – be flexible Invest in diverse strategy development process Overhaul in performance appraisal system AHMI January 5, 2011
- 25. Top 10 Ways to Leverage the Generations 25 6. Create internships/mentorships 7. Invest in professional development 8. Make it possible to hand over leadership/succession planning 9. Be flexible and innovative 10. Create opportunities to share information cross generationally AHMI January 5, 2011
- 26. Websites and Blog Resources 26 Websites/Orgs Blogs Building Movement Project Young Nonprofit Rosetta Thurman Professionals Network (YNPN) Emerging Practitioners in Philanthropy CompassPoint The Chronicle of Philanthropy Nonprofit Workforce Coalition Bridgespan Group AHMI January 5, 2011 New Voices in Philanthropy Nonprofit Consulting Café (San Diego) Nonprofit Leadership 601 (San Diego)
- 27. Publications and Articles 27 Working Across Generations Work With Me: Intergenerational Conversations for Nonprofit Leadership (workbook) Ready to Lead? Next Generation Leaders Speak Out Stepping Up or Stepping Out Daring to Lead Next Generation and Governance Executive Transition in San Diego’s Nonprofit Sector AHMI January 5, 2011
- 28. Next Gen Philanthropy Resources 28 21/64: www.2164.net Resource Generation: www.resourcegeneration.org Millenial Donors: A Study of Millenial Giving and Engagement Habits The Next Generation of American Giving Creating Change Through Family Philanthropy Passing the Torch: Attracting and Cultivating the Next Generation of Philanthropist Trading Power Legacy & Innovation AHMI January 5, 2011
- 29. 29 Questions? AHMI January 5, 2011
- 30. THANK YOU 30 Emily Davis, MNM www.edaconsulting.org emily@edaconsulting.org (303) 652-7536 www.edaconsultingcafe.blogspot.com Twitter: @edaconsulting www.Facebook.com/EDAConsulting AHMI January 5, 2011
Hinweis der Redaktion
- Small group: What experiences influenced and informed you as you grew up? Break up based on tables. What has influenced these generations? We are influenced in these generations by key activities/shared reference points – world wars, 9/11, women’s movement Boomers: Martin Luther king, Jr., Gloria Steinam, The Beatles, tv, vietnam war protests Gen X: Bill Gates, internet, Rodney King, Berlin Wall, Apartheid, Madonna, children of divorced parents, Seinfeld, Friends Gen Y: 9/11, Facebook, ipods, American idol
- Millenials are going to be second in size to Boomers – could rival the size depending where we call the end of the generation On the left: total US population by generation On the right: From Catalyst.org
- Emily’s comments – catalyst…, management style MOTIVATIONS: Leaving a legacy; Security defined as safety, money; Loyalty; Their health; God, duty and country; Education; Being useful; Pride; Fear MARKETING - THINK: Conservative imagery; Legacy; Family; Healthy couples; Won’t spend a lot; Well-known brands
- Caption from 2008 stat Emily – appreciate hierarchy and inclusion; want to be recognized for their contributions to the sector both in the past and NOW. Want to be asked questions about their work in the sector, want the next generation to learn from them INFLUENCERS: Martin Luther king, Jr., Gloria Steinam, The Beatles, tv, vietnam war protests Build the infrastructure of the nonprofit sector – learning by doing, improvisation – hasn’t helped with transferring the knowledge and skills of the sector. Can be resentment from these folks who have worked SO hard for the sector and see the younger generations doing things in a more sustainable way. MOTIVATIONS: Money; Status; Toys; Fear of failure; Guilt; Transformation; Making a Difference; Accomplishments; Being best in class; Having choices; Sharing shows up as teamwork; Respect; Service; Process MESSAGING: Work hard and deserve it; Keeping up with the Jones’; Didn’t get it as a kid so I am taking care of myself; Living the good life defined by materialism IMAGERY: Healthy
- Self-reliant: bend rules if they need to Striving for work life balance Lives for today Distrust of corporate america The boomers are a hard act to follow, More self reliant – like to solve own problems Quick fix – sound-byte processing and instant gratification Collaborative and independent – they work well independently, but also on teams You will find more movement between jobs with this group Direct communicators – don’t want to read between the lines. Just tell me what you want to say. Financially-motivated – huge amounts of debt from school loans, housing, etc. MOTIVATIONS: Money; Balancing work and home/family; Results; Efficiency; Money; Challenge; Flexibility; Healthy lifestyle; Hybrids – making things their own MESSAGING: Straight talk; Get to the benefit or result; No B.S or unsubstantiated claims; Informal; Reduce sexism; Increase Environmentally friendly verbiage; Humor; Thought provoking comments IMAGERY– Inclusive
- Digital natives/Civic minded- think globally because they have more global community access than any other generation. Use their practical know-how to make an impact Independent but interactive – collaborative as well as independent. Multi-taskers, want customization MOTIVATIONS: Relationships; Varied experiences; Celebrity; Feedback; Mutual respect; Happiness; Materialism; Cause; Creativity; Community; Environment; Money; Having experiences MESSAGING: Green and NOT green washing; Sexy IMAGERY: Multiracial imagery
- Advice from the older generations that will inform their leadership Acknowledgement: commitment to the sector, new leadership ideas, structures and vision for the sector. Shared ownership of the sector Flexibility from older generations about new leadership qualities and management styles The real stories behind organizations and the sector – the good, the bad, and the ugly. Challenges: long hours make it difficult to have a life outside of work, going back to school, change jobs, look at different interests, have families; more plugged in than previous generations Reasons for working for an NPO: Enjoy giving back to the community - 82% Personal sense of satisfaction - 81.5%) Positive work environment - 58.3% Professional challenges - 57.2% Co-workers - 56% Working with clients: 42.7% Encouraging and supportive leadership: 40% Professional development opportunities: 37% Other: 3.4% Financial compensation: 2.8% Sherri to look for emerging leader corporate stats
- How have generational differences affected your organization?
- *CCL Emerging Leaders Research by Ross DePinto, 2003
- According to a 2004 Annie E. Casey Foundation survey, “more than 2,200 nonprofit organizations found that 65 percent of respondents expected to go through a leadership transition by 2009, while just 57 percent had experienced a transition during the past 10 years (2005, p.2).” In 2006 in San Diego, 68% of the nonprofit leaders expected to leave within 5 years. (Executive Transition in San Diego’s Nonprofit Sector) In 2006, report indicated that there would be 640,000 vacant senior management positions in the nonprofit sector in next 10 years (the Leadership Deficit) 45% of respondents in a YNPN report stated that they will leave the nonprofit sector. Why? (Stepping Up or Stepping Out)
- Originally thought there was one specific problem to be solved, but that is not the case. There are multiple leadership problems to be addressed for the future of nonprofits Multilayered issues related to leadership.
- This is the most common identification of the problem, but there are issues wit
- More attractive to new leaders
- Be flexible about what the image of leadership is Despite the outward promotion of hiring people of color only 17% of exec dir are people of color and yet we know the US population is becoming more diverse. We need to reflect that diversity in our leadership. Boomer leaders are really busy and often don’t know how to develop the next generation of leaders
- Hierarchal organizations that were created in the 60s and 70s – popular business model that eventually became bureaucratic Little support from funders or boards to make change that would make decision-making and process more appealing.
- Small group question: Now that you know what you know about the generations, where do you see the opportunities?
- Sherri to start and we’ll switch off. Sherri – odd; Emily - even
- Mentorship – define the relationship, clarify expectations, pay attention to race and ethnicity, teach older leaders (older mentors may not automatically know how to mentor)