Posts Tagged ‘leadership’
Dubbed the “health epidemic of the 21st century” by the World Health Organization, stress at work is increasingly being seen as a costly issue, thus stress management is becoming one of the most important challenges for employers across the globe. And employees, from all generations, are struggling due to stress. In the U.S. alone, 3 out of 4 workers describe their work as stressful!
A few of the key factors that cause stress for employees include: Firings, cost-cutting, business readjustments, working in an uncomfortable environment, unclear supervision, trouble with the boss, changes in financial status, altered responsibilities, variations in work hours, changed work conditions and office procedures, and transitioning to a different line of work.
However, work-family conflicts are increasingly common, especially with the growing issue of Baby Boomers being “caught in the middle” as The Sandwich Generation. They are now not only caring for their own Gen Y (aka: Millennial) children but also having to be caregivers for their elderly Veteran Generation parents…all while having to maintain a full-time job in the workforce!
The financial, emotional, and physical stress of this dilemma on the Boomers is staggering, and it’s going to continue to grow in severity. So employers are going to have to manage and support it…quickly.
Smart companies are addressing stress in the workplace because it makes good business sense; employee stress-related issues are costing employers around the globe a fortune. Here’s just a few fast facts (out of many on this topic) to illustrate this:
Based on those stats, it is crucial for employers to take earnest steps to deal with the problem and help employees cope with occupational stress.
Organizations looking to compete in a volatile marketplace are proactively making efforts to address the issue seriously. Examples include:
By focusing on individual stress management and organizational change, businesses can produce more productive, healthier, happier, and motivated employees. But employers have to make it a priority and foster a corporate culture that truly embraces health and wellness in their workplace…not just “say” they do!
Why do smart companies, large and small, spend so much time seeking ways to retain Millennials (a.k.a. Gen Y) and groom them for leadership? It’s truly boils down to basic math.
According to the Employment Policy Foundation (EPF), our country is at the beginning of a labor shortage of approximately 35 million skilled and educated workers, which is estimated to continue over the next two decades – especially now that Baby Boomers are starting to retire at an estimated rate of 1 every 8 seconds.
Out of necessity, Millennials – many of whom may only have one to three years of career experience – are moving into management roles much sooner (and younger!) than the generations before them did – and are expected to perform in these roles successfully. That’s why many companies also hire me to conduct my leadership training workshops and seminars for their Gen Y workforce!
Based on these facts, CareerBuilder.com invited me to write a 3-part series addressing this topic to help employers better retain and groom their Millennial talent for leadership.
All you have to do is submit a 1-2 sentence answer to this question: “What advice do you have for working with Millennials?” (submit to CareerBuilder.com in the comments section of the third article below).
Ten (10) lucky winners will be drawn at random by CareerBuilder.com! But their contest ends tomorrow, May 20th, so submit your answer today. Click here for entry info!
To read my 3-part series, simply click on the links below:
Part One: Six Ways to Retain Your Gen Y Employees
And many thanks to Mary Lorenz, staff writer at CareerBuilder.com and manager of CareerBuilder’s popular blog, TheHiringSite.com. Mary is who contacted me about writing for them. Thank you, Mary, for your interest and support!
Bye for now,
I conduct various seminars and workshops on Leadership and Personal Leadership Branding for Millennials (Gen Y) employees and college students, and one of the things I tell them is to “feed your brain”. That is a key trait of effective leaders regardless of how high up the ladder they are in their careers…they never stop learning to be better.
Along with that advice, I’m also asked,”What books on leadership should I read?” Obviously, I can’t resist recommending mine, “Millennials into Leadership”. I would be crazy not to!!
But here are some of the other (wink) top books on leadership that I think Millennials, and all other generations at work, should read to learn and nurture their leadership and management skills. Quick side note: Just because you’ve been given a leadership role, doesn’t mean you’re good at it! Some people are born leaders, but MOST everyone else needs training. That’s why organizations hire me to conduct leadership seminars for their Millennial employees!
Okay, back to the list…this article was in WashingtonPost.com and written by Andrea Useem, and the list was created by Jack Covert and Todd Sattersten, who run the business book publisher and website 800 CEO Read. And based on their research, this is what they chose as the 10 best leadership books.
…and how did they choose them? “We had three litmus tests,” Sattersten told me in a phone interview. “Was the book accessible and well written? Are its lessons applicable today? And, third, would we apply the insights in our own business?”
1. On Becoming a Leader, by Warren Bennis
2. The Leadership Moment, by Michael Useem
3. The Leadership Challenge, by Jim Kouzes and Barry Posner (NOTE: Recommended by one panelist as the FIRST book on leadership you should read)
4. Control Your Destiny or Someone Else Will, by Noel Tichy and Stratford Sherman
The other books on their list are:
So there you have it! Choose a few, or all, and get reading! Your employees and employers will thank you!
Bye for now,
I recently came across this article on TalentManagement.com, written by Bobbie Little, a Director of Worldwide Coaching Services for PDI Ninth House. The article title is, “How to Develop Millennial Job Hoppers”.
Much of what is discussed are things I talk about in the various seminars and workshops I conduct, and I’ve written many articles about this. But I wanted to share Bobbie’s extensive article with you because it is filled with good info and recent statistics.
Here’s one excerpt:
Generation Y — also known as the millennial generation, born in 1981-2000 — is not immune to the effects of a down economy. In 2006, the Pew Research Center discovered that 50 percent of 18- to 29-year-olds were employed full time. That percentage dropped to 41 percent in 2010.
Troubled times are causing some millennials to re-adjust the ideals and expectations they envision for the workplace. Those expectations include interesting, challenging work with fast, upward mobility, a clear path to advancement, ongoing and timely mentoring and feedback, and access to the latest technology tools.
Taylor Foss, vice president of human resources for LifeBridge Health, a regional health care organization, said her millennial employees are realizing they cannot walk in and ask for the world. “I counsel them that career advancement, under today’s circumstances, may mean a lateral move before an upward promotion, and they’re willing to take on responsibilities that they would be reluctant to pursue in a healthy economy,” Foss said.
And here’s another excerpt that drives the point of this article home:
While Generation Y may be going through a reality check, employers should be forewarned that millennials’ ideals and expectations cannot be shelved forever. Employers need to take a long-term view of the employment situation. Their short-term view is focused on keeping companies afloat at any cost, including pay cuts, salary freezes, benefit reductions and requiring employees to absorb the duties left behind by their laid-off colleagues.
But Generation Y makes up approximately 30 percent of the U.S. workforce, the second largest group behind baby boomers. The economy will eventually sputter back to life, and this could create a big issue for employers.
If you’re a manager of Millennials, a leader in the workforce concerned about your company’s future leadership and employee retention, or an HR executive, I strongly recommend reading this whole article! CLICK HERE. And please note it does go on for 4-pages, so be sure to click the arrows at the bottom of page one!
Bye for now!
Recently I moderated a panel discussion on the importance of creating and building your personal brand for career success in the workplace.
This is a hot topic, and one that I conduct workshops on for employees of corporations, and for college students. My workshop is called “Your Personal Brand is in Your Hands: How to Create and Develop and Personal Leadership Brand for Career Success.” Plus, I believe this is such an important topic that I included a chapter about it in my latest book, Millennials Into Leadership.
As the event moderator, I was provided with the highlight notes from the panel discussion, and wanted to share them here. The panelists were all senior female executives from well-known companies, and the discussion could have gone on for hours! Our audience was totally engaged and asked lots of questions.
And whether you’re a Millennial (aka: Gen Y), Gen X, Generation Jones, or Boomer, it’s never too late, OR EARLY, to start thinking about your personal brand at work, and focusing on how to develop and manage it. And employers are starting to see the benefits of supporting their employees with developing their personal brands for improved employee engagement.
Here are the highlight takeaways the panelists shared:
Your brand tells people who you, and what to expect from you whether at work or at home. It helps people decide whether to trust you, and what to trust you about. Effective executives, both women and men, proactively build their brand, to ensure that others think highly of them, and have the confidence that they can execute under specific circumstances, and even in situations where they have little connections and expertise. Indeed, your executive brand can limit or launch your success. This month’s panelists shed light on what an executive brand is, how and why it is becoming more important in today’s market, and how to develop and reinforce that brand.
Your executive brand says something about you to people you know and people you want to know. It is a compilation of all the things that you’ve said and not said, done and not done. And it is more important today than ever that you strategically build your brand. Below are some elements of the personal (executive) brands developed by our esteemed panelists, and “how” they developed and manage theirs:
· Proactive networking and communication independent of roles and organizations and levels
· Collaborative, consensus builder focused on results
· Deep knowledge and expertise
· Persistent, results-oriented problem solver
· Forward thinking
· Community orientation
· Authenticity: You get what you get
To begin beginning your brand, start with an understanding of who you are what you are good at and passionate about. Recognize your weaknesses as a part of who you are and develop a plan to compensate for them, to make them a ‘win’ or a ‘feature’, provided that the weakness does not interfere with your ability to deliver results. Listen to yourself and make your priorities based on what’s important to you. Always make choices that will keep you authentic, make you happy to be who you are.
Focus on what you would like to accomplish both personally and professionally and then strategize on how to accomplish your goals, both in terms of the actions you need to take and the networks you need to connect with. Ensure that what you say and what you do, or don’t say and do, are in congruence with what you want to do, how you want to present yourself now, and in the future, in your personal and in your professional life.
Continue to refine your executive brand through your communications online, in person, in writing and ensure that your thoughts and actions are in alignment with your intended brand. Continue to align your decisions and actions and review and update the brand you’d like to communicate.
If someone says or does something which may threaten the integrity of your brand, first figure out who is doing it and whether he/she is important to you, and even why they are doing it. If he/she is important to you, or could influence how important others can perceive you, work quickly to make an authentic stand for your brand, your reputation, with strategic actions and communications. It is your job to not just communicate your brand, but also to defend it from being misinterpreted. Know when to stand up to misperceptions, to subtly prove them wrong by your words and actions and to ignore them altogether.
Whereas previously only the most important people had handlers and publicists and others to ensure brand integrity for them, in today’s world of technology proliferation and constant communications, EVERYONE must build and protect their brand real-time. The wide range of social media offerings from FaceBook to LinkedIn to Twitter offer so many different channels for communicating your brand, but they also demand a proactive defense of the integrity of the brand, and thorough consideration prior to communicating online, where anyone could Google your communications, even ones you’d prefer not to be known by. It’s hard to compartmentalize your personal and professional life, and it takes judgment and discipline to ensure that sensitive or frivolous or private information does not negatively impact your brand.
One example of the consequence of not doing so is that it is now common practice for hiring managers to Google a potential job candidate online. Prospects are eliminated who don’t have the judgment to proactively manage their brand. With that said, candidates who show their authenticity by backing their brands as a thought leader through blogs, or get involved in associations that could benefit from your expertise and keep apprised of and even help shape industry trends through your involvement.
Your executive brand can take you far – even farther than you originally envision, and more likely so if you proactively build and manage it, and associate with others and support each other in building and extending your brands. Be true to who you are at all times, but also be open to and even fearless about opportunities to stretch the definition of yourself if the opportunities or circumstances arise.
The bottom line: Be who you are AND who you want to be, not just what you or others think you SHOULD be. But with that said, don’t be afraid to stretch your definition of who you are, as long as your values and integrity are not compromised. Surround yourself with people with similar mindsets.
I hope you found this information helpful!
Bye for now…