Slide 1 Leadership Reboot Win the Millennial and Tech Future. Slide 2 As the generations age, a different workplace dynamic is shaping up.

Transcription

1 Slide 1 Leadership Reboot Win the Millennial and Tech Future Slide 2 As the generations age, a different workplace dynamic is shaping up. Page 1 of 46

2 Slide 3 Rapidly advancing technology is also changing how we work. Slide 4 Example story of leadership in action: Kameisha Denton. Page 2 of 46

3 Slide 5 Kameisha Denton was fired for being pregnant. Slide 6 Who does that? Page 3 of 46

4 Slide 7 Another example story of leadership in action. Slide 8 Whether we like it or not, all leadership leaves a wake. Page 4 of 46

5 Slide 9 The research shows this is true for a number of organizations. Slide 10 Evidence of this is coming up. This evidence taken together illustrates the leadership baseline. Page 5 of 46

6 Slide 11 If I rounded up ten people from an organization, how many clearly understand its mission? Slide 12 The research says only three in ten people understand the mission. Page 6 of 46

7 Slide 13 If I asked ten people in an organization, how many could tell me what is expected of them? Slide 14 Only half. And, this is not only a rank-and-file problem. It s the same percentage for managers. Page 7 of 46

8 Slide 15 If I rounded up ten people in an organization, how many are engaged with their work? Slide 16 The answer? (Illustrated by Lego Mini Figs). Page 8 of 46

9 Slide 17 Worldwide: One in ten is engaged with their work. Slide 18 In the US: Three in ten are engaged with their work. Page 9 of 46

10 Slide 19 Summary of evidence showing leadership is underperforming. Slide 20 One last bit of research: 7,000 people surveyed. What was the number one reason they quit? Page 10 of 46

11 Slide 21 In the survey, half of respondents said to get away from a boss to improve my quality of life. Slide 22 We know it s not Jerry Seinfeld s problem. But whose problem is this? (Answer in the session). Page 11 of 46

12 Slide 23 Underperforming leadership is financially expensive. Slide 24 Disengagement alone costs US organizations up to $550 billion per year. Page 12 of 46

13 Slide 25 The cost of disengagement breaks down to about $4, per employee. Slide 26 Underperforming leadership is also emotionally expensive. Page 13 of 46

14 Slide 27 In a survey of HR managers about why people are quitting, the number one reason was burnout. Slide 28 Leadership really is underperforming. Page 14 of 46

15 Slide 29 Leadership, already underperforming, is being further agitated. Slide 30 The forces of generational churn and rapid technological advancement are coming at us like a tsunami. Page 15 of 46

16 Slide 31 Let s get into more detail on the Force of Generational Churn. Slide 32 Generations help us understand the expectations, culture, and beliefs of a group of people. Page 16 of 46

17 Slide 33 10,000 Baby Boomers will turn age 65 each day for another 10 years. Slide 34 While at the same time, 10,000 Millennials are turning age 21 each day. Page 17 of 46

18 Slide 35 Estimated percentage of Millennials in the office by Slide 36 Estimated percentage of Millennials in the office by Page 18 of 46

19 Slide 37 It s the scope and scale of the generational change that matters now. Slide 38 Why does this matter for Public Works professionals? Page 19 of 46

20 Slide 39 Three reasons. First, public agencies are getting older. Slide 40 Second reason: The pipeline for new talent is running dry. Page 20 of 46

21 Slide 41 Third reason: If we do nothing we may become nothing. Slide 42 Leadership matters more than we think it does. Page 21 of 46

22 Slide 43 The second force working on all organizations is the Force of Rapid Technological Advancement. Slide 44 Kiva robots help Amazon become markedly better at fulfillment. Page 22 of 46

23 Slide 45 Technology improves productivity. That is it s sole job. And, we have been inventing technology for a long time. Slide 46 As technology advances, we now work alongside our tools. Page 23 of 46

24 Slide 47 Some technology works alone in our place. Slide 48 Will tech take our jobs? Not exactly Page 24 of 46

25 Slide 49 Our jobs are really just a collection of tasks, and technology is great at tasks. Slide 50 Research says that 50 percent of jobs worldwide could be done with the tech we have today. Page 25 of 46

26 Slide 51 Why does this matter for Public Works professionals? Slide 52 First reason: We can leverage technology to make us super-productive. Page 26 of 46

27 Slide 53 Second reason: Technology, while great, has the potential to harm how we lead. Slide 54 Third reason: Future leaders will need to take care when implementing digital solutions. Page 27 of 46

28 Slide 55 Right now, leadership really does matter more than we think it does. Slide 56 Summary of issues: Underperforming leadership is scrambling the leadership Rubik s Cube. Page 28 of 46

29 Slide 57 Summary of issues: Generational churn is further scrambling the leadership Rubik s Cube. Slide 58 Summary of issues: Rapid technological advancement is further scrambling the leadership Rubik s Cube. Page 29 of 46

30 Slide 59 So, what should we do? Slide 60 To solve this specific puzzle at this specific point in time means we must change how we allocate our time. Page 30 of 46

31 Slide 61 We must invest more of our time, and spend less of our time. Slide 62 Investing our time on leadership activities will net us bigger dividends over time. Page 31 of 46

32 Slide 63 Success in the future organization is a function of how we allocate our time. Slide 64 Coming up are three ideas that you can use to better invest your time. Page 32 of 46

33 Slide 65 First idea: Invest in communication. Slide 66 Audience activity: Stand up, shake loose, introduce yourself to your neighbor and tell them why your work matters in the world. Page 33 of 46

34 Slide 67 When communication is done well it gives our message a better chance at sticking with the other person. Slide 68 Communication is not necessarily about quantity, it s about quality. Page 34 of 46

35 Slide 69 Become a communication artist: Do one minute sprint preps ahead of meetings. Slide 70 Become a communication artist: Provide context to your team members. Page 35 of 46

36 Slide 71 Become a communication artist: Embrace transparency that is radical for you. Slide 72 Why lean toward transparency? Because it builds trust. Page 36 of 46

37 Slide 73 Second idea: Invest in that one underperformer on your team. Slide 74 Invest in them by refreshing what your expectations are. Page 37 of 46

38 Slide 75 Invest in them by having that sweaty armpit meeting to reset the expectations. It will be hard! Slide 76 Invest in them by providing consistent follow-up and feedback. Page 38 of 46

39 Slide 77 Third idea: Invest in Power Hours Slide 78 George Washington crossing the Delaware River on Christmas night in Look at George. Page 39 of 46

40 Slide 79 General Washington has the look of confidence that we only get when we have a plan. Plans require thinking time. Slide 80 Power Hours are one hour of on-the-clock time each week that we use for objective-free thinking. Page 40 of 46

41 Slide 81 Do you use Power Hours? If you do, then you are in good company. Slide 82 Bill Gates used to take one week off (twice per year) for thinking and reading. Page 41 of 46

42 Slide 83 Jeff Weiner, CEO of LinkedIn, has daily Power Hours. Slide 84 Leadership is about moving others to action on a mission. To do this well we need time to think. Page 42 of 46

43 Slide 85 The CEO of GOT-JUNK uses all of Monday as a Power Hour. Slide 86 Whether you are in a coffee shop, a library, or just out and about Page 43 of 46

44 Slide 87 Power Hours will be your most productive hours each week. Slide 88 Presentation summary: For a number of organizations leadership is underperforming and is being further stressed by the two forces. Page 44 of 46

45 Slide 89 Presentation summary: The future of leadership will necessitate that we change how we allocate our time. Slide 90 Presentation summary: Three ideas for implementing the solution framework include investing in communication, that one underperformer, and Power Hours. Page 45 of 46

46 Slide 91 And like General Washington crossing the Delaware River, we will stand ready for the challenges ahead! Slide 92 Thank you for your precious time and attention. I am available to speak to your organization on this topic. Please get in touch. Page 46 of 46