Archive for June, 2017
Ever since we stopped obsessing about the Generation X individuals (born 1965-1980), we have seen an uptick of writing and energy having to do with Millennials (born after 1980).
At this point, we have an approximately equal number of Boomers, Gen X, and Millennial workers in the U.S. workforce. As a supervisor, you need to keep the built-in communication and style issues from causing problems within your group.
In my leadership classes, I hear a common lament, especially from supervisors, that it is so much more difficult to reach Millennials and to keep them on board than was experienced with the Gen X workers.
I am sure the phenomenon is true, and have some suggestions in this article that may provide some assistance.
Tips for Supervisors
Beware of stereotypical generalities
We often read that Millennials are lazy or less loyal than previous work groups. There may be some truth to…
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Recent events around the world have seen teams from all sectors handling crises of varying magnitude. In a critical emergency, teams that pull together effectively can make the difference when every second counts.
The effort you put in as a leader, before any crisis happens, can make the difference as to whether your team degenerate in to groupthink and becoming insular; or pull together (with other teams) and go above and beyond.
Believe me, I know. I’ve run a contact centre and a communications team during several different major emergencies.
Before we go any further, it’s useful to flag up the two different types of stress that you and your team are likely to encounter.
- Quantitative stress comes as a result of increasing demands, time pressures and overload e.g. when employees are given too much to do in an unrealistic amount of time.
- Qualitative stress relates to highly complex…
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When the pressure is on it’s even more important to make the right decision, or at least the best decision based on the information available at that time.
I’ve worked in teams under pressure, in crisis situations; I’ve led teams in emergencies; and I’ve been pulled in as a consultant to help develop a team’s readiness for handling a crisis.
In the majority of these situations, I’ve found that power, hierarchy and territory can all get in the way of the right thing being done at the right time.
It should help you assess the context you’re working in and therefore, the best decision making approach to take. I’ve used it many times over the last 10 years and have found it a handy thing to have in my toolkit as a manager.
The matrix has four quadrants along two…
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Continuing this week’s theme of performing well during a crisis, we now turn our attention to you…. the beleaguered and battered manager.
On Monday we looked at the things you need to do to have a team that’s ready and able to step up to the plate. On Wednesday, we looked at the importance of picking decision making approaches right for the context you’re working in. And now, on Friday, we’re looking at the care you give yourself.
If you’ve ever flown on a plane, you’ll be aware of the pre-flight demonstration and the bit where they say “Put your own oxygen mask on first, before looking after others”. This is a good analogy for managing yourself during a crisis.
You are no good to anyone if you are on your knees, making yourself ill.
More than anything, you can’t hope to make effective decisions or respond appropriately if…
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