Leadership Training: Tips for Leading Gen Y

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The Gen Y has made their mark! This new type of employee has been the cause of many management and leadership training challenges and few have truly understood what this generation needs and the thinking that goes behind what is seemingly is an unreasonable and unmanageable mindset.

From a leadership training perspective is imperative that leaders of different generations take the time to get inside the heads of their Gen Y employees and to get an understanding of what makes them tick.

Baby Boomers and Gen X leaders are cut from a different cloth. They are accustomed to principles such as proving yourself, climbing the corporate ladder, loyalty to their organisation, appreciation of opportunity and doing what it takes to get further in their own career paths.

These leaders believe they have earned the right to be at their current level of leadership and have a low sense of entitlement. They have got to their positions through sheer hard work, commitment and perseverance.

Now enter a generation who believe quite the opposite. A true test for leadership training professionals.

These leaders are being called to look beyond their own belief system into the realm of new and different ways of thinking.

Gen Y’s however are not trying to be difficult. They have been brought up in a world that is fast moving. They have their finger on the pulse of changing technology and the internet gives them the information they require in a split second. They can access people around the world and send and receive vast amounts of data in any area of their choice.

This pace defines their lives. Anything slow is boring and anything uninspiring is not worth spending time on. Diversity is king and challenge is a “must have”. If it takes too long, dump it!

Can a leadership training process make any meaningful difference to engage employees that think and behave in this way?

The answer is most certainly ‘Yes’, however without the following key actions it may prove ineffective.

Here are 7 Leadership training suggestions that have proved to be successful:

1. Ensure that your Gen Y employees are involved in decision making.

 As the leadership training guru Ken Blanchard claims, “People support and defend what they help create and decide.”

2. Know their needs and expectations of:
– you as their leader
– their team
– their role
– their career aspirations.

3. Give them ownership and autonomy

Gen Y employees want to feel a true sense of accomplishment. For this reason they do not feel a sense of loyalty to the organisation but rather to their jobs. Give them the opportunity to flourish in the path they would prefer to adopt.

4. Praise and acknowledge

They thrive on recognition and reward for a job well done. Many need this to feel alive and worthwhile.

5. Set up “buddy systems” and small teams

Gen Y’s love to work collaboratively. Get them working together, talking and sharing.

6. Encourage creativity and innovation

Set up brainstorming groups for problem solving and invite suggestions and ideas for new and different approaches. Allow them freedom of expression.

7. Never be prescriptive

Gen Y detests being told what to do and how to do it. Rather be suggestive and avoid using any power style of management or leadership.

The case for leadership training is strong. There certainly is no one right approach and with time we will get to further understand and appreciate this wonderful and challenging generation.

Article Author:  Meiron Lees

Meiron Lees is the director of InnerCents, the company is a leading corporate coaching and training company specializing in
executive coaching, leadership training, leadership management training and sales negotiation training.
URL: http://www.innercents.com.au

Article Source: http://www.articlealley.com/article_497643_15.html

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Building Trust in the Workplace: A Valuable Topic for Leadership Training

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Trust is the foundation of all successful interpersonal relationships, both personal and business. Trust is the confidence or belief a person feels toward a particular person or group. Trust is, therefore, one of the primary binding forces in any interpersonal relationship. It permits people to overcome doubts and unknowns and enjoy peace of mind. The absence of trust causes confusion, worry, inaction, and fear. When interpersonal trust is present, a person feels a confidence that everything will somehow work out. In the workplace, trust is a prerequisite for effective interpersonal communications. Without trust, employees may feel uncertainty, worry, and a sense of insecurity. No relationship, personal or business, can exist for even a short period of time if some element of trust is not present. Trust is an essential leadership training ingredient that binds any human relationship into an effective, working partnership.
 
Even though trust is fundamental to human relationships, it is actually misunderstood by many people. People use trust, or the lack of it, to explain good and bad relationships with others. Consider the cliché phrases: “Don’t worry, you can trust me” and “Just trust me.” Trust has become both a buzzword and an excuse in our society. Trust is as much abused as it is used in today’s business world. It is used to define and explain; yet few leadership training programs have seriously considered what it is and what it is not.
 
Psychologists are just beginning to learn how trust really works. Research suggests that trusting relationships are predictable, caring, and faithful. When a manager’s behavior is consistent over a period of time and another person can reasonably predict that behavior, trust is possible. By contrast, it is difficult to trust a person whose actions are inconsistent or unpredictable.

Caring in a relationship involves actions that express consideration toward the other person. Through effective leadership training, a caring supervisor knows when final exams are scheduled at the local college and asks employees who will be taking the tests how much time off will be needed to study. A caring supervisor finds out about a birth, death, anniversary, graduation, or sickness and sends a card to the employee’s home.

Faith is the belief that an employee’s behavior will be in direct response to the trust placed in that relationship. Faith can be demonstrated by communicating clear expectations and then telling the employee, “I know you and I believe you can accomplish this assignment.” Managers who have difficulty demonstrating faith in others typically have difficulty trusting them as well.  Trust as a leadership training component can help change this.

Building trust in the workplace is vital for a long-lasting, satisfying, rewarding, and successful relationship. Leadership training helps effective managers practice behaviors that promote and build trusting relationships. They learn to do this with consistent actions each day. In return they obtain the benefits of high-trust employee relations. These benefits include higher morale, increased initiative, improved honesty, and better productivity.  All are important aspects of a profitable and rewarding business experience.
 
It’s not uncommon for people to use the word “trust” to describe a feeling they have regarding some interpersonal relationships. Trust does not magically appear in a relationship without certain elements preceding it over time. And once trust has been breeched it is difficult and sometimes impossible to establish once again.

Three steps pave the path before enduring trust begins. The first step is effective communications. When we communicate effectively with another person we have an opportunity to move that relationship to the second step, which is real understanding. That is when two people have communicated to the point of honest and deep understanding. This can lead to the third step in the relationship of mutual respect. A respecting relationship demands that each person contribute enough respect that it can be reciprocated back from the other person. Unilateral respect in relationships is temporary and superficial. Mutual respect that can lead to trust is much deeper and must come from communicated understanding. Once a relationship has experienced mutual respect it is possible for the participants to experience enduring relational trust. This is a feeling that binds people together over time and through trials.

The four steps are dependent upon the actions or integrity of the individuals involved. Integrity is not only keeping agreements, but it is also “walking the talk.” If, for example, a person communicates deceitfully, how much understanding will there be? And how much respect will the other person have? Ultimately trust will be lacking.

Enduring trust is a leadership training process that takes time and effort. It is clearly the essence of what fuels meaningful relationships.

Test your Trust

Answer the following five statements on a scale of 1 to 5, where 1 is not true and 5 is completely true.

My actions each day demonstrate that I trust my employees.
My employees can trust me with sensitive or private information.
I would never betray a trust with an employee.
I keep confidences and would never share confidential information inappropriately.
I am able to trust my employees.

Tally your scores from the five items. A total score of 20 to 25 would indicate that you and your employees probably share an atmosphere of trust. A score of 15-19 would indicate that trust is present, but not in abundance. A score of 14 or less probably means that some additional leadership training efforts in building trust would be appropriate.

To learn how leadership training programs and building trust in the workplace can help your organization, contact a CMOE representative at (801)569-3444

Dr. Richard L. Williams has conducted more than 6,000 workshops to more than 250,000 managers and executives.

He specializes in building trust in the workplace, leadership training and development, performance coaching, and quality improvement.

Article Author: Dr. Richard L. Williams

Article Source: http://www.articlealley.com/article_13435_22.html

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