Manager to leader june2015 cbl

www.LTSemaj.com 1
From
Manager
To
Leader
 Leahcim Semaj, PhD
6/10/2015

6/10/2015 www.LTSemaj.com 2
 Mobile: 876.383.5627 Skype: LSemaj
 Office: 876.948.5627 Twitter: LSemaj
 Email: Semaj@LTSemaj.com Facebook: Leahcim Semaj
 Blog: TheSemajMindSpa.Wordpress.com
 www.SlideShare.net/LSemaj

1. Manager to Leader 2015
 With good leadership, any problem can be solved. William R. Rhodes
 FOUR STYLES OF MANAGEMENT
 -Influence, Direction, Collaboration, Delegation
 Managing Task vs. Managing Relationships
 Leadership Styles - What Does The Situation Require?
 Involvement Over Surveillance, Communication Over Intimidation
 Leadership Over Authority
 The Power of Situational Management
 Jesus, CEO
 Traits Common To The Success Of Leaders
 The Challenge Of Change Leadership
 Strategies For Leading Change
6/10/2015

2. The XYZ of Management:
Managing Across The Generations
 “Dem young people ah guh mad mi!” Why
demcaan just duh what dem fi duh?”
 “The tech divide is too wide. She just won’t cope with our work flow”
 Why The Workplace is Changing & What To Do
 Defining The Generations: Who Are They & What Makes Them Tic
 The Generations in 2015
 Traditionalists: 1922 – 1943 (over 70)
 Baby Boomers: 1944 – 1964 (51– 70)
 Generation X: 1965 – 1980 (35 – 50)
 Generation Y: 1981 – 1994 (21 – 34)
 Generation Z: 1995 - ? (Under 20)
 How to Recruit and Retain
 Selling to The Various Generations6/10/2015

3. Work/Life Balance: Regaining
Control, Saving Your Life
 Work/life Balance defined: what it means, what it
doesn't mean
 Achievement and Enjoyment as the basis for life-
time goals
 Accepting responsibility for your own work and life
results
 Staying in focus despite interruptions
 Connecting daily activities to work-life goals
 Effectively adjusting your work life balance over
time
6/10/2015

Format for Workshops
Part 1: The Presentations
Part 2: Participant Work Groups
Participants join small working
groups to explore issues arising
from the presentations.

Part 3: Format of Responses for
Work Groups
 How Will You…
 Foster Growth
 Recognition
 Work/Life Balance
 Recruitment and Retention
 Career Development
 Gen X & Gen Y team members

Format for Workshops
 Part 3: Group Presentations
 In this session, the participants will share
experiences and conclusions from the working
groups with the full gathering.
 Part 4: Participant Action Plans
 Each participant will identify what s/he as
individuals have decided to include in their
“Toolkit”
 specific techniques and action plans for
practical application after the workshop.

www.LTSemaj.com 9
The Crisis in Management
Manager
as
Prefect
Manager
as
Headman
6/10/2015

www.LTSemaj.com 11
What Kind Of Leader Are You?
Manley
PJ
Seaga
Portia
Bruce
Andrew
6/10/2015

www.LTSemaj.com 12
A Good Leader
Must First be
A Good Team Player
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The “TEAM” is Spiritually Significant
Jesus formed a team
 Even Jesus knew he
could not change the
world by himself
 You need to coordinate
the energies of a range
of complementary
people working towards
the same goal
6/10/2015 13

www.LTSemaj.com 14
Jesus on Team Building
He had a plan
 He had a clear picture of the big
picture and always gave his team
clear instructions
He trained his replacement
 He constantly reminded his team that
 “Greater things than I have done shall you do”
6/10/2015 14

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Jesus: Lead by Example
He set an example
The team was shocked
when he took off his
garment and washed their
feet
His answer was simple,
“I am doing this to set
an example for you”
6/10/2015 15

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Like everyone else,
LEADERS ARE NERVOUS
about learning new skills, behaviours, and
working relationships
 Unlike everyone else,
LEADERS HAVE TO GO FIRST
6/10/2015

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LEADERSHIP IS THE HIGHEST
COMPONENT OF MANAGEMENT
a) Provides vision
and direction,
values and
purposes
b) Inspire people to
work together with
common vision and
purpose
6/10/2015

www.LTSemaj.com 19
Some Have One And
Not Another
Brain theory research
explains why some
people are excellent
producers but poor
managers
 or great managers but
weak leaders
6/10/2015

May 2008
Picking & Nurturing
Your Team
6/10/2015 20

The Questions
Why do workers behave the
way they do?
Why does it seem that
workers see employers as
their enemy?
Because We Violate The 10
Principles For Selecting and
Nurturing Our Teams
6/10/2015 21

An organization is
a perfect system
shaped to be what it is
by the behaviours that are reinforced
This can be by
 direct or indirect actions
 intended or un-intended actions
6/10/2015 22

Energizing Your Team Forward
 The effective selection and utilization of
human resources
in order to enhance and
maximize organizational
performance
 10 Principles For Picking &
Nurturing Your Team for The
Next Inning
6/10/2015 23

The New Paradigm
Education makes you
trainable
Training makes you
employable
Attitude makes you
successful
6/10/2015 24

1. The IMF Model
When worker
continually fail
to do what they
are required to
do
Is
Management
Fault
6/10/2015 25

2. The Fish Model
Fish
rotten
from the
head
6/10/2015 26

3. Who vs. What
 What people know is less
important than who they are
 Hiring is about finding people with
the right mind-set
What you know changes
 who you are rarely does
6/10/2015 27

4. The Domino Rule
Draw good card
 or quickly dump your hand
 Select Only The Best
 “We Only Hire People Who
We Believe Are More Talented
And Smarter Than We Are
 What Better Way To
Guarantee We'll Succeed?”
 Sue Ellis - President and CEO, The
Murrayhill Company, Denver - CO US
6/10/2015 28

5. Hiring Criteria - D.A.T.A.
 DESIRE
 Do they really want the job
 ABILITY
 Are they good at the tasks required
 TEMPERAMENT
 Does their personality fit the situation
 ASSETS
 Do they have other resources that the
work requires
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6. Examine The Roots
6/10/2015 30

7. Pay For Results, Not Activity
We can draw on the
model used for sales
compensation
No room for pay
based only on
seniority
6/10/2015 31

8. Beware The Lara Effect
(The Peter Principle)
Pay for Skill and
Performance
Promote for Ability
irrespective of age
6/10/2015 32

9. Be Willing To Act
When Leaders Fail To Make Hard
Decisions
The result is that they get harder
decisions to make … in the future
 Cecile Johnson Semaj
 Solutions Officer, The JobBank
6/10/2015 33

10. Build On Your Strengths
 “Weakness fixing might prevent
failure
 but strength building leads to excellence
Focus on your strength
 and manage around weaknesses”
 Marcus Buckingham,
 coauthor of First, Break All the Rules and Now, Discover
Your Strengths
6/10/2015 34

Why This Position?
Focusing on your strengths
is the only chance to
distinguish yourselves and
excel
6/10/2015 35

What To Do?
 We need to
 pick people with a keener sense of how their
strengths match the demands of the role
 We need to
 change our performance appraisals so they
aren't so remedial?
 We need to
 redesign our compensation and recognition
systems so they really reward and motivate
people
6/10/2015 36

“Fia Bun” New Speak
We're going to have to
change the way we
communicate
The language of weakness
fixing is still pervasive
6/10/2015 37

In Most Companies Today
A weakness isn't a "weakness";
it's an "area of opportunity,"
The implication being that our
greatest areas for development
can be found in our weaknesses
 not our strengths
Nonsense
6/10/2015 38

Similarly,
 When we are coached
 We are often told to
 focus on our “skill gaps”
 as though
 a) plugging our gaps is the secret to
success and
 b) all skills can be learned if we just
work at them long enough
6/10/2015 39

What To Do
 We must change the everyday rituals
of working life that distract us from
the real challenges of exploiting our
strengths
 What are your strengths?
 What did you do well this year?
 What can you do better than
every one else?
6/10/2015 40

Neuroscience
and Leadership
YOUR BRAIN IS HARDWIRED TO
MAKE YOU ONE TYPE OF LEADER
—CAN YOU OVERCOME IT?
6/10/2015

NEW FINDINGS SUGGEST THAT OUR
BRAIN'S ANALYTICAL AND SOCIAL
NETWORKS ARE HARDWIRED TO
CANCEL EACH OTHER OUT.
Fortunately, There Is A Way For Leaders To
Toggle Successfully Between The Two.
BY LYDIA DISHMAN
HTTP://WWW.FASTCOMPANY.COM/3030475/BOTTO
M-LINE/YOUR-BRAIN-IS-HARDWIRED-TO-MAKE-
YOU-ONE-TYPE-OF-LEADER-CAN-YOU-
OVERCOME-IT?PARTNER=NEWSLETTER
6/10/2015

Your monthly report is due
and you’ve got to focus.
But your team is hovering, they need
feedback for the first phase of a new
project.
Can you turn away from the spreadsheet
and offer something constructive
feedback on a new creative project?
The answer: it depends.
6/10/2015

It turns out that
 our brains have two distinct networks that
align with two different leadership styles:
 1. The Task-Positive Network (TPN)
 kicks in when it’s time to get things done, like a
drill sergeant.
 2. The Default-Mode Network (DMN)
 is believed to be activated when we’re being
introspective or chewing on an ethical decision.
6/10/2015

Effective leadership
 depends on being able to switch from one to the
other seamlessly in the moment.
 But years of management studies indicate that
 instead of flexing between the two,
 bosses tend to fall into one mode of operating,
 rendering them stuck and their teams ineffective.
 Put simply,
 the task master’s leanings can inhibit innovation
 while the relationship-oriented leader can lack focus
and fall short of goals.
6/10/2015

Managing Processes
Managing
Relationships
6/10/2015

TWO MENTAL NETWORKS,
ONE BIG CHALLENGE
Researchers at Case Western Reserve
University
led by management expert Richard
Boyatzis and cognitive neuroscientist Tony
Jack
looked at MRIs as they related to these
long-established leadership styles in a
recently published paper appearing in the
journal Frontiers in Neuroscience.
6/10/2015

The Experiments
 MRIs were used to record brain activity while
participants did social or analytic tasks.
 The social tasks required them to answer
questions about the beliefs and attitudes of
the characters in text or videos.
 Then, they had to solve science puzzles in
physics videos or text passages.
 For a rest period, they were told to stare at a
fixed point.
6/10/2015

The result:
when the TPN was in play,
it deactivated the DMN and vice versa.
Ever notice how the pressure of a
deadline tends to make us bark at
someone who might just be stopping by
to see how we’re getting on?
Toggling between the two modes,
is easier said than done, the findings
indicate.
6/10/2015

The MBA
Then, there are MBA programs
Which are heavy on the accounting,
statistics, and other financial analytics
courses.
A leadership course might be thrown
in,
but only by studying cases,
not dealing with real people.
6/10/2015

By the time
someone is rising up the ranks in the real
world,
they’re at risk because most companies
don’t have a very enlightened way they
view general management.
That’s when reinforcement and rewards
play into developing leaders who lean
more heavily to one side.
6/10/2015

The History
companies that have historically put
too much emphasis on the balance
sheet are particularly guilty of
developing lopsided management.
“Show me someone who opens a
meeting with financials and I’ll show
you an ineffective leader,”
6/10/2015

BOTH SIDES NOW
There is evidence to suggest the
pendulum might be swinging away from
elevating that behavior.
Observing the amount of press devoted
to emotional and spiritual issues,
is not happenstance.
“People are hungry for meaning, they
want to know they make a difference.”
6/10/2015

What to do
 increasing functional capabilities in both
networks could make it easier to switch back
and forth, and make for a more well-rounded
leader.
 companies need to stop siloing people
 and move them through different functions of
the business.
 Shifting responsibilities from accounting to
HR balances the social and analytic sides of
the brain’s networks.
6/10/2015

What to Do?
 It can be as simple as structuring your
schedule to avoid having to perform socially
immediately after doing something with a
heavy emphasis on analytics.
 Using meditation techniques to reset in the
moment can also be helpful,
 to ensure “personal sustainability.”
 It’s essential to have sustainable leadership,
 “People don’t want to be human resources.”
6/10/2015

Does a Good Leader Have To
Be Tough?
Deepak Chopra
February 12 2014
https://www.deepakchopra.com/blog/view/1467/does_a_good_lead
er_have_to_be_tough?
6/10/2015

In modern business and government,
 leaders are expected to behave in a
peculiar way.
Success depends on adopting the
model of warfare.
To describe someone as tough,
ruthless,
a winner in the battle for supremacy
these are compliments.
6/10/2015

We've become used to toughness as
a desirable attribute for success.
What's peculiar about this is that the
same warriors, if they are normal
people, don't apply the war model to
their personal life.
"I love you, Daddy, because you're so
ruthless with me"
isn't something a young child would
say.
6/10/2015

I realize that there are successful
people
traditionally men
who exude toughness in every aspect of
their lives.
But the real question is whether
toughness actually produces success
or whether the war model is actually
ineffective.
6/10/2015

Do you have to make yourself tough
if you want to be a leader?
 Each of us has natural tendencies
that we can build upon or avoid
the choice is ours.
6/10/2015

Here are the positives and negatives
of a tough leadership style,
which are well worth considering
in your own career path.
6/10/2015

Positives:
1. Toughness provides sharp focus.
2. You quickly know who is an ally and who is an
enemy/rival.
3. You can use intimidation as a competitive tactic.
4. If people fear you, they will respect you.
5. Weaker people will submit to your will.
6. Time isn't wasted making friends - what counts are
results.
7. You will be labeled a winner in the eyes of other
warrior types.
8. You won't have a guilty conscience about hurting
others - this is war, after all.
6/10/2015

Negatives:
1. Other warriors will gun for you.
2. Loyalty based on intimidation can't be trusted.
3. Setbacks will be labeled as defeats.
4. Tough minds are generally closed minds.
5. Constant vigilance is called for, since everyone
is a potential enemy.
6. The lack of friends eliminates the possibility
for personal connections.
7. Tough leadership generally thrives only in an
atmosphere of crisis.
6/10/2015

There's a long tradition
 of ignoring the downside of
toughness and overvaluing the upside.
Notoriously tough generals like
Patton were not as effective in WW II
as a conciliator like Eisenhower, for
example.
6/10/2015

The attitude of "you're either for me
or against me"
that is the code of tough leaders is
quickly interpreted by others as
"This is all about me,"
and that is the opposite of how good
leadership works.
Good leadership is about fulfilling
the needs of those you manage
and oversee.
6/10/2015

The bottom line,
is whether you view life - and business,
which is part of life - as a battle.
Many people do.
They deeply believe that success requires
constant struggle against the odds.
There is little joy in such a worldview;
at its worst, it is soul-killing.
6/10/2015

As you consider what kind of
leader to become,
it's valuable to know that there are
workable alternatives to toughness
not the opposite, which is to be soft.
An entirely different model takes
you out of the hard-soft, tough-
weak scheme.
6/10/2015

The model I have in mind
breaks needs down into a
hierarchy,
where the leader examines the kind
of need the situation presents
and then adapts the tactics that fit
that need.
6/10/2015

There are 7 basic needs a leader
must confront
1. Safety and security.
When people don't feel safe, your tactic
should focus of reassurance, providing
security, pushing back against threats,
and bringing a dangerous crisis to a safe
conclusion.
6/10/2015

There are 7 basic needs
2. Achievement and accomplishment.
When people crave material success,
your tactic should focus on rewards for
good work, effective competition,
and providing an avenue to personal
success.
6/10/2015

3. Community and cooperation.
 When success depends upon a group effort,
your tactic should focus on loyalty, forming
alliances, establishing esprit de corps,
 and creating a work atmosphere where every
member can make a contribution.
6/10/2015

4. Being understood and valued.
 When people are being asked to push to the
limit, your tactic should focus on
appreciation, bonding at the personal level,
showing that you care ,understand, and listen.
6/10/2015

5. Creativity and discovery.
 When a situation calls for creative
breakthroughs, your tactic should focus on
giving everyone free time and an open space,
 tearing down barriers between workers and
managers,
 and opening the door to many viewpoints and
approaches.
6/10/2015

6. Inspiration and values.
 When people need to feel inspired by the
challenges that lie ahead, you can't adopt a
tactic.
 Inspiration comes by living the values you
preach, making yourself a beacon of light for
others to admire and follow.
6/10/2015

 7. Higher purpose and enlightenment.
 Finally, there is the deep need to feel an allegiance to
God or a spiritual goal that will bring fulfillment to
the soul.
 You can't plan in advance to fill this need.
 If you are called on, there will be a transformation
within yourself.
6/10/2015

In this model of leadership,
toughness is only one of many qualities
that a leader must possess.
No one can expect to be a universal
leader;
situations change, and when they do,
specific leaders rise to meet the challenge.
But you will hold an enormous advantage
if you have seen the whole landscape.
6/10/2015

Life is unpredictable,
and chaining yourself to toughness
as your only response is a narrow
strategy,
one that may succeed in a crisis
while failing miserably in many
other areas.
6/10/2015

6/10/2015 www.jobbank-ja.com 83
4 Situational
Management Styles
Follower Define Roles &
Tasks
Follower Seek Suggestions
S3 -Supporting
Follower Define Roles &
Tasks
Follower Make Decisions
S4-Delegating
Leader Define Roles
& Tasks
Leader Make Decisions
S1- Directing
Leader Define Roles &
Tasks
Leader Seek Suggestions
S2 - Coaching
6/10/2015

www.LTSemaj.com 84
The Next Level
4 Management Styles
Low Task
High Relationship
COLLABORATION
High Task
High Relationship
INFLUENCE
High Task
Low Relationship
DIRECTION
Low Task
Low Relationship
DELEGATION
6/10/2015

www.LTSemaj.com 85
More Leadership Models
6/10/2015

Transformational Leadership
 A leadership style that that creates
valuable and positive change in the
followers
 Focuses on "transforming" others
 to help each other,
 to look out for each other,
 to be encouraging and harmonious
 to look out for the organization as a
whole
6/10/2015

Transformational leadership
In this leadership style,
the leader enhances
the motivation,
morale
and performance
of his follower group
6/10/2015

How do we get these in place?
“The LORD giveth and the LORD taketh
away. Praise be the name of the LORD."
(Job 1:21)
If you can’t be a good example,
then you’ll just have to be
a horrible warning.
-Catherine Aird
6/10/2015

Do You Know The Rules?
i before e …
30 day hath September…
π R²
Pi or π = to 3.14159
 Represents the ratio of any circle's
circumference to its diameter in Euclidean
geometry
 The same as the ratio of a circle's area to the
square of its radius.
6/10/2015

More Teachings - Mark 12:1-9
1) And he began to speak to them in
parables.
 "A man planted a vineyard, and set a hedge
around it, and dug a pit for the wine press, and
built a tower, and let it out to tenants, and went
into another country.
2) When the time came, he sent a servant
to the tenants, to get from them some of
the fruit of the vineyard.
3) And they took him and beat him, and
sent him away empty-handed.
6/10/2015

4) Again he sent to them another
servant, and they wounded him in the
head, and treated him shamefully.
5) And he sent another, and him they
killed; and so with many others,
 some they beat and some they killed.
6) He had still one other, a
beloved son; finally he sent him to
them, saying,
 They will respect my son.'
6/10/2015

7) But those tenants said to one
another, `This is the heir; come, let
us kill him, and the inheritance will be
ours.'
8) And they took him and killed
him, and cast him out of the
vineyard.
6/10/2015

9) What will the owner of the
vineyard do?
He will come and
destroy the tenants,
and give the vineyard
to others.
6/10/2015

Getting People to do
The Right Thing
Shaping Behaviour
6/10/2015

FOR you
You are responsible
6/10/2015

FOR people
You are not
responsible
6/10/2015

Your partner, children,
workteam…
You are responsible TO the
people in your life…
6/10/2015

people
You can’t change
6/10/2015

THEMSELVES
People change
6/10/2015

which increase or decrease the
probability of
people changing themselves
YOU
can create contexts
6/10/2015

Wishful Thinking
Threats
Punishment
Promises
Rewards
Motivation
Inspiration
Forces of Change
6/10/2015

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Management & Leadership
 Efficient management without
effective leadership is like
 “straightening deck chairs on the
Titanic”
 No management success can
compensate for failure in leadership
 But leadership is hard because we
are often caught in a management
paradigm
 Franklincovey.com – March 7, 2006
6/10/2015

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Leadership
 Displaying “Management” Characteristics
 will get you promoted to middle management
 Displaying “leadership” characteristics
 will get you to the top
 True leaders break things and take risks
to build long-term value
 Al Wasserberger
Founder, Chairman and CEO, Spirian Technologies
Chicago - IL US
6/10/2015

With Good Leadership,
Any Problem Can Be Solved
William R.
Rhodes
6/10/2015

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LET'S GET RID OF MANAGEMENT
 People don't want to be managed
 They want to be led
 Whoever heard of a world manager?
 World leader, yes
 Educational leader. Political leader.
Religious leader. Scout leader.
Community leader. Labour leader.
Business leader. Gang Leader
 They lead. They don't manage
6/10/2015

www.LTSemaj.com 106
THE CARROT ALWAYS
WINS OVER THE STICK
Ask your horse.
You can lead your
horse to water,
But you can't
manage him to
drink
6/10/2015

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IF YOU WANT
TO MANAGE SOMEBODY,
Manage yourself
Do that well and you'll
be ready to stop
managing
And start leading
6/10/2015

What Will Work Here?
1. The Task-Positive Network (TPN)?
2. The Default-Mode Network (DMN)?
3. Managing Processes vs. Relationships?
4. More Toughness?
5. Transformational Leadership?
6. Situational Leadership?
 WHY?
6/10/2015

Work Groups
 How Will You…
 Foster Growth
 Recognition
 Career Development
 Productivity

Generations X,Y, Z
and the Others
Can You Gen-Flex?
6/10/2015 112

The Generations in 2015
 Traditionalists: 1922 – 1943 (over 70)
 Baby Boomers: 1944 – 1964 (51– 70)
 Generation X: 1965 – 1980 (35 – 50)
 Generation Y: 1981 – 1994 (21 – 34)
 Generation Z: 1995 - ? (Under 20)
6/10/2015 113

Early Gen-Flexing
Jack Welch – Reverse Mentoring
6/10/2015 114

Dealing with The
Generations
6/10/2015 115

Managing 4 Generations - 1
6/10/2015 116

Post-War Cohort/Traditionalists
 Born: 1928-1945
 Coming of Age: 1946-1963
 Age in 2012: 67 to 84
 Jamaica 65 & over Population 2011: 217,606
 This generation had significant opportunities in
jobs and education as the War ended and a post-
war economic boom struck America.
 However, the growth in Cold War tensions, the
potential for nuclear war and other never before
seen threats led to levels of discomfort and
uncertainty throughout the generation.
 Members of this group value security, comfort,
and familiar, known activities and environments.
6/10/2015 117

Managing 4 Generations - 2
6/10/2015 118

Generation X
 Born: 1965-1980
 Age in 2012: 36 to 46
 Jamaican Population 1970: 1.8 million
 Jamaica 30–64 Population 2011: 1.03 million
 Sometimes referred to as the “lost” generation,
this was the first generation of “latchkey” kids,
exposed to lots of daycare and divorce.
 Known as the generation with the lowest voting
participation rate of any generation,
 Gen Xers were quoted by Newsweek as
 “the generation that dropped out without ever turning
on the news or tuning in to the social issues around
them.”
6/10/2015 120

Gen X
often characterized by high
levels of skepticism,
“what’s in it for me” attitudes
6/10/2015 124

Gen Xers
 arguably the best educated generation with
29% obtaining a bachelor’s degree or higher
(6% higher than the previous cohort).
 And, with that education and a growing
maturity they are starting to form families
with a higher level of caution and pragmatism
than their parents demonstrated.
 Concerns run high over avoiding broken
homes,
 kids growing up without a parent around and
financial planning.
6/10/2015 125

Generation Y,
Echo Boomers or Millenniums
 Born: 1977-1994
 Age in 2012: 18 to 35
 Population 1982: 2.2 million
 Jamaica 15-29 population 2011: 751,489
 The largest cohort since the Baby
Boomers, their high numbers reflect their
births as that of their parent generation..
 the last of the Boomer Is and most of the
Boomer II s.
6/10/2015 126

Gen Y kids
 are known as incredibly
sophisticated, technology wise,
 immune to most traditional marketing and
sales pitches...
as they not only grew up with it
all,
they’ve seen it all and been
exposed to it all since early
childhood.
6/10/2015 128

Gen Y members
 are much more segmented
as an audience aided by the
rapid expansion in Cable TV
channels, satellite radio, the
Internet, e-zines, etc.
6/10/2015 129

Gen Y
 less brand loyal and the
speed of the Internet has led
the cohort to be similarly
flexible and changing in its
fashion, style consciousness
and where and how it is
communicated with.
6/10/2015 130

Gen Y kids
often raised in dual income or
single parent families have been
more involved in family
purchases...everything from
groceries to new cars.
One in nine Gen Yers has a
credit card co-signed by a
parent.
6/10/2015 131

The Millennials
6/10/2015
Leahcim Semaj
132

What do they bring to the table?
 They are the most tech savvy and
demanding generation ever on this planet
 Technology is in their DNA.
 The internet is their life.
 they will use it for everything
 They will be a transient workforce.
 They will 'follow the work' and live where
the work is based.
6/10/2015 133

For them the virtual world is real –
 Friends, Fans, Followers and Contacts
Geography and distance are
 no hindrance,
 Everything is here and now - just a click
away.
6/10/2015 134

They are more self-directed
process information at lightning
speed.
are smarter than any other
generation
(how wise? Time will tell?)
6/10/2015 135

 They will give new meaning to the term
Social workers:
 Raised in an educational culture of
working in teams
 and being highly socially connected
through
 computers, cell phones, text messaging,
instant messaging, social networking,
 blogs, multi-player gaming, etc.,
6/10/2015 136

Millennials are extremely social
workers.
they are the first generation to
begin to build relationships
virtually
 and are now bringing a culture of
constantly working together
6/10/2015 137

Some Say
Forget Gen Y
Gen Xers are the Future of Work!
6/10/2015 138

There’s a big birthday coming up:
In 2015, the first Generation
Xers will turn 50 years old.
Commonly cited as born between
1965 and 1980,
 How many in this room?
6/10/2015 139

But that’s not all —
they’re poised for great
leadership
 the average age of an S&P 1500
CEO is 50.
And they’re already leading the
majority of growing companies:
68% of Inc. 500 CEOs are Gen
Xers.
6/10/2015 140

We are still ignoring them at work
 Generation X may be the smallest portion of the
workforce, but they’re your company’s rising and
current leaders.
 So why do we ignore them?
 With the rise of millenials (predicted to be more
than 40% of the workforce by 2020), we’re
obsessed with pleasing the masses and
concerned about the aging Boomer workforce.
 But we’ve forgotten about our middle children,
the silent, independent ones.
 And they matter much more than you might
think.
 Here’s why:
6/10/2015 141

Heads downs,
Thumbs up
6/10/2015 142

Gen Xers play the 7-up game daily.
 They are known for keeping their heads down
and assuming their work speaks for itself.
 They constantly plug along and feign
satisfaction, too afraid to upset the apple
cart.
 And that’s a productivity and engagement
killer.
 We know Generation Xers are less engaged
than their millenial counterparts,
 and that makes for less motivated, energized and
prepared leaders.
6/10/2015 143

The burden of
the work-life balance debate
 As the average child-bearing age
increases and life expectancy
expands,
 Generation X is bearing the burden of
raising young children while also
managing aging parents more so than
ever before.
 Many Generation X have a financially
dependent child along with a parent
over 65.6/10/2015 144

Like it or not,
 we can’t ignore the stress, concern and
lack of sleeplessness that follows them
into the workplace and into positions of
leadership.
 This also means Generation X is more
likely to use the Family Medical and Leave
Act
 resulting in increased absenteeism from work
for months at a time.
6/10/2015 145

The downward financial spiral
 The generation under the most financial
stress,
 In the USA
 Generation X lost 45% of its wealth–almost double
that of the Baby Boomers before them.
 We know how financial stress affects work
quality and engagement
 This also means this generation may take
fewer risks in the workplace
 for fear of losing their jobs and have a lower
propensity for change and shifting jobs even when
opportunity arises.
6/10/2015 146

Thinning ranks
 Because Gen Xers will make up only 20%
of the workforce,
 as leadership roles are vacated by older
workers,
 there are fewer Gen Xers available.
 And Millenials may not have the
experience and maturity needed for such
roles.
 Can we say war for talent?
6/10/2015 147

3 to 5 years from now
 experienced leaders may be impossible to
recruit.
 Impossible recruiting?
 Absent and unfocused workers?
 What sounds like a recipe for leadership
disaster can be avoided if organizations don’t
assume their middle children are doing just
fine.
 Focusing the same attention on the
generation that isn’t demanding it could be
even more productive than helicoptering over
your Millenials.
6/10/2015 148

Start by looking inward first–
 Then you can work on removing the
roadblocks in their way
 engagement,
 financial,
 Personal
 and develop tailored plans for those high-
potentials you want and need to be ready for
the top jobs.
 Sometimes all the middle children need
are a little attention and care.
6/10/2015 149

Start by looking inward first–
 that’s where data comes into play–
 not the large sweeping global trends on
generations, but a deep look inside your
organization:
 Who are your Generation Xers?
 How are they performing?
 What are their specific challenges?
 How is the organization helping to address
those challenges?
6/10/2015 150

Work Groups
 How Will You…
 Recruitment and Retention
 Your Gen X & Gen Y team
members

Work/Life Balance:
Regaining Control, Saving Your Life

 The data is accumulating evidence that work-life conflict is
an increasing problem. This situation is impacting on both
business and individual health issues. The social costs of
work-life conflict demand that we identify innovative
initiatives that can be developed to suit the work-life
balance needs of employees and the business demands of
employers.
 What is work-life conflict? Work-life conflict occurs when
the cumulative demands of work and non-work life roles
are incompatible in some respect so that participation in
one role is made more difficult by participation in the other
role. A particularly important element of work-life conflict
is work-related stress. Working conditions such as heavy
workloads, lack of participation in decision-making, health
6/10/2015

 Work-life conflict erodes the mental and physical well-
being of workers, affects the quality of their personal
relationships outside of work, and increases costs to
businesses. Employees with high levels of work-life conflict
are more likely to experience poor health. Work-life conflict
has negative impacts on employees' relationships with their
children and their spouse. Work-life conflict also has
consequences for an organization's bottom line. Employees
experiencing high levels of work-life conflict are likely to
miss more work days per year, are less committed to the
organization, are less satisfied with their job, and are more
likely to intend to leave their job.
 Worklife Balance defined: what it means, what it doesn't
mean
6/10/2015

 Achievement and Enjoyment as the basis for life-time goals
 Accepting responsibility for your own work and life results
 Staying in focus despite interruptions
 Connecting daily activities to work-life goals
 Effectively adjusting your work life balance over time
6/10/2015

The Evidence Is Accumulating
Work-life conflict
an increasing problem
Impacting on both business
and individual health issues

The Social Costs
We need innovative initiatives that
can be developed
to suit the work-life balance
needs of employees
and the business demands of
employers

The Challenges Facing Businesses
as a consequence of the growing
epidemic of chronic disease,
Approximately 5% of capital
spent on workforce is lost to
Disability
Absenteeism
Presenteeism

What is work-life conflict?
When the cumulative
demands of work and
non-work life roles
 are incompatible in
some respect
Participation in one
role is made more
difficult
 by participation in
the other role

Work-life conflict
 Produces work-related stress
 Working conditions such as
 heavy workloads,
 lack of participation in decision-making,
 health and safety hazards,
 job insecurity,
 and tight deadlines
 are all associated with work-related stress

Work-life conflict
Erodes the mental and physical well-
being of workers,
affects the quality of their personal
relationships outside of work,
and increases costs to businesses
Employees with high levels of work-
life conflict
are more likely to experience poor
health

Work-life conflict
has negative
impacts on
employees'
relationships
with their
children and
their spouse

Work-life conflict
Has consequences for an organization's
bottom line
Employees experiencing high levels of
work-life conflict are likely to
miss more work days per year,
less committed to the organization,
less satisfied with their job,
more likely to intend to leave their job

Never Heard Said on a death bed
“I wish that I had spent
more time at work?”

The 10 Keys to Improving Your
Work-Life Balance
1. Define Success
 How much is enough?
 without some kind of
yardstick it’s difficult to
know how well we are doing
or where we really want to
be
 One thing is for sure, money
is not the same as success!
6/10/2015 167www.LTSemaj.com

2. Get in control
Working in an environment unable to
manage things the way we would like is
stressful
Someone else is pulling all the strings
Over time
reduce as many of these elements
as possible

June 10, 2015 www.jobbank-ja.com 169
169
Things You Can Control
 Your reaction to others
 Your to-do list (and the number of items on it)
 How your day is spent
 Your goals
 How much time you're willing to spend on a particular project
 Your self-esteem and self-worth
 How you treat others
 Your exercise and eating habits
 The communication of your needs to others
 Telling people when you're stressed out and need time alone
or help with projects
 Whether or how much you smoke or drink alcohol
 How old you act
 The way you raise your children

170
Things You Can't Control
 The age or stage of development your children are in
 The way you were raised
 Whether the stoplight turns red or green
 How fast other cars are driving
 The number of hours in a day
 Other people
 The timing of your teenager's mood swings or your toddler's
temper tantrums
 Your age
 When work or a project takes much longer than expected
 Waiting for your doctor 30 minutes after your scheduled
appointment
 A death, illness, or accident in the family
 The calendar (helpful to remember when holidays are
approaching)
 Being laid off from a job
 Messes made right after you have cleaned the house

3. Comfort zone
Take on ‘stretch’ tasks
get you thinking outside
your usual frame of
reference
This is how you grow

4. Technology
Try to learn 1 new technological
thing each month
Start with your cell phone
It’s only a matter of time before
many become useful

5. Create room
Clear-out some of those existing
preconceptions, activities, outdated
knowledge, (and people)
 to create space for new things
If you do not let go and open your
hands
 you can’t get more and new experiences

Maturity Means That
We Know When To Hold
& When To Let Go
6/10/2015 www.SlideShare.net/LSemaj 174

WHEN TO HOLD & WHEN TO LET GO:
The archer sets up for the kill
by pulling back and holding
the bow,
but the accuracy of the shot
is determined by
knowing just when to let go
Both components are critical

WHEN TO HOLD & WHEN TO LET GO:
"Knowledge is
learning something
new every day.
Wisdom is letting go of
something every day."
Zen Proverb

6. Challenge Norms
If you don’t challenge your
present behavioural traits,
You will not grow

 As our careers evolve, so
do the things that make us
happy and more fulfilled
 Finding the tasks that
improve our self-esteem
and confidence is a
continual moving goal,
needing to be tracked

Evaluate people you deal with by
their results only
not how long they spend at their
desk
or how quickly they get in contact

Anyone who thinks
they have seen the
tail-end of this
workplace revolution,
needs to hold onto
their hat
The ride will get even
more bumpy!

Try to spend more
time with people
who are positive,
get things done and
open to change

What Can You Do?
You cannot
change the people
around you....
But you can
change the people
you are around!

Who are these people?
Identify who really
cares about you
Allocate your
time accordingly

Work/Life Balance:
Regain Control, Saving Your Life

Work Groups
 How Will You…
 Maintain Work/Life Balance
In The Staff?
In Self

 Mobile: 876.383.5627 Skype: LSemaj
 Office: 876.948.5627 Twitter: LSemaj
 Email: Semaj@LTSemaj.com Facebook: Leahcim Semaj
 Blog: TheSemajMindSpa.Wordpress.com
 www.SlideShare.net/LSemaj

Manager to leader june2015 cbl

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