The Multi-Generational Leader

Post GFC, generational gaps continue to CLOSE.

Regardless of when we were born, we’re all looking for the same things from our leaders. Nothing has changed. Skills, behaviours, and values are breaking down traditional ‘generational’ lines and making generations similar in many ways. No longer can we make assumptions about Gen Y, Gen X and the Baby Boomers.

An example of this change lives in the use of social networking tools:

* The average age of a Linked-In user is 41 years old;

* 33% of Twitter users are more than 40 years old;

* 40% of MySpace users are 35 to 55 years old;

* The fastest growing demographic of Facebook users is women over 55 years old.

Where once the social networking world was dominated by the very young, that is no longer so.

What other assumptions no longer hold true? If traditional ‘generational’ lines are fading, do we assume we need to lead people from different generations, differently?

The truth is that regardless of generation, what is required from us as leaders is the same.

Behavioural flexibility is crucial for leaders to adapt to the individual diversity of skills, behaviours, influences and values in today’s teams. As leaders, we’re being challenged to reframe the assumptions we make about Gen Y, Gen X and the Baby Boomers in our teams.

What does this mean for how you lead, coach and communicate with your team members?

Explore 9 leadership capabilities here:

http://www.dblearning.biz/Graduates_Leader.html

Josh Mackenzie

Director, Speaker and Author

Development Beyond Learning

Demands Drive Innovation in Graduate Development

As grad programs kick off this month, employers are placing heavier-than-ever demands on graduate development programs to bring the greatest possible value to the organisation. Which makes this an exciting time. Demands are driving innovation and the employers who embrace them will benefit for years to come.

At DBL, our team is inspired about 3 strategies we’re seeing adopted in graduate development programs that will create value for organisations into the future. The great news is that each one is flexible to fit your program size, budget and organisational culture:

1) Individualise each graduate’s development to ensure relevance to each graduate’s development needs and application back in the business. Do this through using development assessments, one-on-one coffee coaching before and after each intervention, flexibility for a graduate to choose paths or streams of training within your program based on their development needs ... (the list goes on!);

2) Blend multiple delivery formats to get better bang for your buck and allow some individualisation in a tailored program that fits your business. This might mean adopting a non-traditional approach that mixes interactive online modules, individual coaching, group mentoring, workshops, practical business projects and individual challenges back in the business over the length of your graduate program. Get creative.

3) Embed senior leaders and managers into the fabric of your development program to expose graduates to their leaders, build strong relationships, and increase the chances of application of new knowledge and skills back in the business. Expose, expose, expose.

To discuss how we might be able to help you in your graduate development program, please get in touch.

Explore 9 Graduate Development Capabilities for your program here:
http://www.dblearning.biz/Graduates_program.html

Josh Mackenzie
Director, Speaker and Author
Development Beyond Learning

Help your 2010 graduates stand out from the crowd

In 2002, as a brand new graduate at a professional services firm a successful leader of the organisation passed on some invaluable career advice ...

http://www.careerone.com.au/news-advice/graduates/accounting-financial-services-graduates/stand-out-from-the-crowd-20100209

Regards,
Josh