The Performance Potential Matrix Demystified: 5 Behaviors Keeping You Out of Box 9

You know your boss is headed into the talent review meeting. You’ve updated your resume, had the heart-to-heart, and said your prayers. And then… the response, “It went fine… just keep up the good work… oh, and be patient.”

If that’s ever happened to you, it’s probably because of a “What happens in Vegas stays in Vegas” type oath amongst the execs having the conversation. And rightfully so, the most important part of any talent review conversation is candor. And no exec wants to tick off a hi-po by being the naysayer–even when it’s true. Because, you never know who you will work for next. 

But as the holder of the marker, leading hundreds of succession planning conversations inside Verizon  and with many clients since then… I’ll tell you right now, yes– candor is key– and so is feedback.

I will also share that every single time someone in my organization asked where they fell on the grid I told them, and why. Not who said what, of course. But the only fighting chance someone has to get better is to know how they’re being perceived. Candor is rare. And valuable.

5 Behaviors Keeping You Out of Box 9

When I lead these discussions, I don’t accept “There’s just something about her style.” Or “He’s just not that strategic.” Such generalities are BS. And so we drill further. When we get to the real issue, there are 5 issues that come up again and again. So if you’re not where you want to be on the grid, or you’ve been sitting in a square… “ready now” but getting passed over again and again, consider if you fall into any of these behavioral traps.

  1. Your Performance is Sketchy
    The performance part of the talent review is pretty clear-cut. If you’re not knocking it out of the park, no matter how brilliant or talented you are… results matter. If you’ve taken over a bad scene that’s not your fault, even better… fix it.That will be great fodder for the next performance-potential discussion.
  2. You’re Always Talking About Your Career
    If you have 37 mentors, and are seeking advice from everyone with a title who will listen… chill out. In my keynotes, I call that woman “Carol Career Path,” who’s more focused on the job she wants, than the job she has. “Carol” always gets laughter and many “I know this woman (or man)” nods. Carol is everywhere. Don’t be Carol.
  3. You’re the Loudest One in the Room
    Either literally or metaphorically. Either way it drives folks crazy. Meetings take twice as long when you’re in town. If you find that you’re doing most of the talking, instead of wondering why everyone else is so quiet, try changing half of your sentences to questions, and then be quiet. Really listen. High-potential leaders get others talking. 
  4. You’re Overly Competitive
    This one’s tricky, particularly in a stack-ranked world. And, I’m quite sure it kept me out of box 9 early in my career. It took me a minute to understand that peers are your lifeline. Yes, your team’s performance matters. Yes, yes, you’re more likely to get into box 9 if you’re sitting at the top of the stack rank. But keep the bigger picture in mind. The company needs EVERYONE knocking it out of the park. High potential leaders look around and see who else they can help get the results they neeed.
  5. You’re Rude
    Yes, rude. It comes up in nearly every discussion. Some rock star thinks they’re above the need to treat people with dignity and respect. To say “good morning” and “please” and “thank you.” If there’s any chance you’re treating your boss with more manners than you are your assistant, you may need some more work in this arena.

ww-winning-well-sidebar-impact-live-dec2016-370x370taglineYou’re working too hard and care too much to sabotage your career with these behaviors. If you’re not where you want to be in your career, I encourage you to ask those you trust for candid feedback about what might be getting in the way. 

Join Us For a Live Winning Well Event

If you’re looking for to get your team off to a fast start to 2017, I’m pleased to announce our public Winning Well Impact Live event. Click on the image to the left to learn more.

You may also enjoy this article we wrote in Fast Company: 10 Common Excuses that Silently Damage Managers’ Careers

 

Teachable Moments: Learning to Win Well the Hard Way

When I told “John” what I did for a living, he chuckled. “Oh, I learned how to be a good leader the hard way.” 

Don’t we all. 

It’s often our most klutsy moves that teach us how to Win Well.

John’s Story

Here is “John’s” story. I hope you’ll share yours with our LGL community in the comments below.

I was the VP of well-known hotel chain. We’d been preparing for a month for Bob, our COO’s,  annual visit to our region.  This was our moment to shine. 

I’d staffed that day with our top-notch managers who were all on point to be sure every guest was getting white glove treatment. I’d personally done the rounds to ensure we were prepared. I checked everything from the lightbulbs to the kitchen inventory.  I even had the staff practicing their elevator pitches for any skip level meetings, to ensure they could discuss their results in just the right way.

 I’d left nothing to chance. Or so I thought.

The day of the visit, he asked to walk around unescorted. I wasn’t worried, my staff was ready to show him all our best practices.

You can imagine how shocked I was when he pulled out his Moleskin on the way back to the airport with a long list of problems he’d uncovered. The brakes were squeaking in one of the shuttle vans.  One hotel was consistently running out of shampoo. One manager was having terrible trouble recruiting maid staff. The list went on and on.

Embarrassed, I looked at Bob and asked how he’d possibly uncovered so many issues in such a short period of time.

Bob said matter of factly, “I just asked every employee I met if there was anything they needed to create a better customer experience.  And they told me. Simple as that.”

“When’s the last time YOU asked?”

That was a critical turning point in my leadership journey. 

I’d been so busy working to tell people what needed to be done, I’d completely overlooked the obvious point. They were the ones with the answers. I needed to ask, not tell.

I’ve found that’s the answer to almost every real management challenge. Ask more questions. Listen. And respond. 

How to Win Well, When Winning Feels Impossible

Last week I was doing a Winning Well workshop with the United Nations, when one of the participants, “Pete,” looked at me sincerely and said, “I hear you, and all these tools sound good, and I’m going to use them.  But what do you when Winning is impossible?”

I waited for more. 

“Our mission is world peace.”

Okay, Pete has a point. 

And I’m writing this from an airplane on my way to speak to 900 healthcare workers who’s mission is to create “26 million exceptional patient experiences a year. “That’s a tall order.

If I was facing a terrifying diagnosis, or I was watching my sister die, or my baby was born four months early, it would take a hell of a lot to convince me I was having an “exceptional” patient experience.

How to Win Well When Winning Feels Impossible

“Impossible” missions can crush the soul. You dig the wells, build a school, buy back the guns, and stabilize the village, only to find the next day a revolution causes you to evacuate. 

Or despite an army of dedicated doctors and nurses all executing flawlessly together, the baby still dies.

I’m sure you have your stories too.

How do you get back up the next day and try again?

My advice to Pete and anyone else doing work that really matters is simply this.

Focus on the “well,” and the “wins” will follow.  The Win with a capital W might be impossible, but the lower case wins add up and change the world.

Be confident your work makes a difference and stand up for what matters.

Stay humble, knowing that the mission is bigger than you and your frustrations.

Identify, reinforce and celebrate the specific behaviors that lead to breakthrough results.  Discouraging times often call for a confidence burst. 

Invest in the relationships with your team. Reach out to others who can help. Recognize the impact you’re making at a human level.

If you’re working on achieving the impossible, thank you. 

Focus on the well and the wins will follow.

Internal Internships- A Winning Well Best Practice

Have you ever been an intern? Have you ever hired an intern? 

There are many reasons to hire an intern. Sure some see it as a short-cut to cheap labor or to appease HR. 

But if you’ve ever been part of a great internship program–on either side of the desk– you know that it can be a fantastic job preview–an extensive 2-way interview process. It’s an opportunity to try before you buy.

Internships give interns the opportunity to ask:

  • Does this work align with my passion and purpose?
  • Are these my people? 
  • Can I see myself doing this every day?

Of course, employers are asking similar questions:

  • Does this kid have potential?
  • What unique contributions would they bring to our company?
  • Do they fit in?

Watching my MBA students in the great internship dance is fascinating. You can learn a lot about workplace culture and how to attract and retain millennial talent over a “How’s your internship going?” cup of coffee. (Even more over a beer.)

This observation is why I was so intrigued when I bumped into this best practice while I was doing some Winning Well consulting. 

The senior leadership team had sent me to this location to understand what was going so right and to help them spread it to their other locations. The list of Winning Well best practices was healthy, but this one struck me most.  And it’s going in our next book.

The Power of Internal Internships

The strong culture was keeping people there, but there was also a bit of stagnation. Employees were getting comfortable in their roles and afraid a lateral move would impact their performance rating or earning potential if they were not successful.

So the manager built an Internal Internship program. Employees could raise their hand to intern in another role for two weeks. They would receive some training, shadow, take on some tasks, and finally “try on” the job. No commitment. No risk. No guarantees. 

If after two weeks, everyone loves it, they are encouraged to apply for the next open position.  If they tried it and hated it, at least they knew without a lot of sunk costs or time on either end.

Benefits of Internal Internship

  • Exponentially more discussion around career pathing, even for those who didn’t decide to intern.
  • Frank career path conversations: “No, you cannot do an internship with that attendance record. Let’s get that cleaned up first.”
  • A broader understanding of the big picture. “Oh, that’s why they do it that way.”
  • Increased collaboration across departments, with more folks having walked a mile in the other guy’s shoes.
  • Improved morale and retention. More people seeing a future–not just a job, but a career.

When I asked the manager about the ROI, she was all in. The value of getting the right people in the right seats, performing well, far surpassed the additional time and effort her team spent on the program.

What's Really Killing Morale and Employee Engagement

Janice shared:

I’d had enough: the gossip; the veterans scaring the new hires; more and more people doing just enough to get by… And I was frustrated because we’d done so much to foster employee engagement.

I changed out some toxic leaders. We revamped our coaching program to focus on the positive. I’m here every Saturday right along with them. I bring bagels. The day I forgot the bagels, I bought lunch. We have fun incentive programs and have really positive approach to coaching.

I was intrigued. The call center I’d been called in to do consulting work for was doing so much right. And yet they had brought me in, “because there’s always room for improvement.” Yes, another sign that they are Winning Well. They had terrific margins, unheard of low turnover, and everyone was smiling.  

Apparently, it wasn’t always that way.

I asked about the tipping point.

One Saturday, I just couldn’t take it any more. So I transferred the phones to another center, and had everyone pull their chairs to the center of the office. I expressed my frustration– and then said, “Please, please help me. What is the source of our morale problem?”

I was shocked by the answer. 

They didn’t want more fun, incentives or even time off the phones.

It all came down to one thing.

They wanted us to take a hard stand on the slackers. Those coming in late. Putting customers on hold for an extra breather. Absence. 

Side note– Apparently there was almost unanimous agreement that this was the issue, while three people remained silent– you guessed it– the slackers.

So I pulled reports and dug into the patterns of every rep. 

Note: She then pulled out binder-clipped half-inch stack of paper– which was a computer print out of one rep’s tardy logins (all one or two minutes), but there must have been hundreds of occurrences.

Which of course begs the question– why should I sign in on time, if no one does anything to those who don’t?

Then I met with every rep and showed them the impact they were having on our morale problem. If they were consistently on time and doing the right things, I thanked them and apologized for not paying closer attention. If they were part of the problem, I asked for their commitment on specific behaviors to improve.

Morale soared.

Letting slackers slide may seem like a short-cut to being likable. But such “Pleaser” behaviors crush the spirit of those making the biggest impact on your team.  

Where do you need to hold people more accountable?

Winning Well Bootcamp

The Powerful Organizational Trust Elixer

It was my second time up a 14er mountain in Colorado. Oxygen was at a premium as I joined my Winning Well partner, David Dye, as he led this mission of mostly first timers up Mt. Democrat. As the self-designated trip photographer, I’d taken some decent shots along the way, including the in-the-dark-before-picture that everyone was counting on.in the dark  So you can image how frustrated I was when I realized that I’d left my camera on the trail  (and all the shots from this trip and the adventure before) somewhere at the midpoint rest stop. Apparently, I’d accidentally exchanged a decent camera and all the memories it included, for a granola bar. David could sense my concern, and looked at me sincerely. “I’m not worried. No one steals a camera… even a left one… on a 14er. There’s an unspoken code.” My inclination was to immediately scramble back down to begin the search. How was he so sure an ad-hoc village of strangers would comply with this “unspoken code?” Another young  hiker overheard our conversation. “I agree. And I’m in. What kind of camera did you lose and where? Text me your number, and I’ll look for it on the way down (we were still on the way up). If I find it I’ll meet you in Denver.”

And So We Continued

Apparently, sometimes the best answer is to trust the culture. As we reached the crest of the mountain I heard the excitement coming from a group of happy hikers who spotted some of my friends who were about 20 yards behind me. “We looked through all the pictures, and clearly you were on the way up, not down, otherwise there would be victory pics. We’ve been watching for your crew the whole way and finally started to see people we recognized.”

What Would It Feel Like To Work in A Truly High-Trust Culture?

When we fear loss, it’s easy to scramble to the next plateau of self-protection. We wonder, why would they help me? Why would they go there? Is there anything here for them to gain? What if we started a new conversation in our teams and organizations? Start where you are. Ask your team.

What would it look like if we had a truly high trust culture?

When I ask teams I work with, this is some of what comes up:

  • When you make a mistake, you know someone will have your back
  • We know everyone’s putting in their very best effort
  • No one wants to steal your stuff or take credit for your work
  • Folks will go the extra mile to help you
  • Good behaviors are rewarded
  • We care about one another as human beings

I’m not sure how the unspoken code on the Colorado 14ers started, but I do know what keeps it going. Hikers know that “people like us” have each other’s backs and don’t steal people’s stuff. How do “people like us” act in your organization. What’s the unspoken code? What do you want it to be? It’s worth the conversation.

How To Be a More Powerful Listener

Want to be a more powerful listener? If you’re like me, sometimes the distractions are personal. We’re afraid to hear ourselves. Great listening starts by setting aside the physical and emotional distractions that get in the way of what we most need to hear. But when we can, the impact is palpable.

I encourage you to pick one person this week and really listen to what she has to say. Even if that person is you.

The Great Leadership Cop Out: Why "That's Just Who I Am" Is Derailing Your Results

Sam knew something was wrong. It just wasn’t fun anymore. The creativity and enthusiasm had drained from the company. Decisions took forever. Managers were finding it harder than ever to recruit and retain talent. Sam had hired me to help him crack the code.

As I pulled up to Sam’s office, I knew he’d be unhappy with my recommendation–which involved a serious look in the mirror at his own leadership behaviors. His reaction was disappointing, but highly predictable– based on what I’d heard from his team.

“Karin I’m 48 years old. That’s just who I am. Let’s talk about the real issues here. I can’t change. Give me something else.”

“Sam, I’ve got a whole list of something elses–actions that I know will improve the bottom line. But none of those are the MIT (Winning Well for the Most Important Thing).

“What matters most is how you’re showing up as the leader. If we can focus on just a few vital behavior shifts, your team will know you’re serious about making an impact. If you can do that, everything else we do will be easier.”

Why “It’s Just Who I Am” is a Cop Out

Have you ever uttered those words, when hearing tough feedback? “It’s just who I am. I can’t change.”

I hear it all the time, at every level of the business and across industries. It’s most dangerous with the CEOs and start-up founders I work with.

“It’s just who I am… I’m direct. I say what I mean.” Excellent. But imagine how much more easily your message would be received if we added in a little tact?

“It’s just who I am… I’m a visionary. I don’t want to get bogged down in the details.”  Your vision is amazing and got the company this far. AND from what I can tell you’re about to go bankrupt. You need to listen to what your team is trying to tell you.

“It’s  just who I am. I’m not a people person. I have people for that shit.” I hear you. But when you roll through the office like a hurricane tearing everything and everybody apart, you can’t hire enough people to clean up the path of destruction. Your culture and productivity are suffering.

Quite frankly, “That’s just who I am” is BS. It’s not “you” who’s driving people crazy. It’s your behaviors. And it’s usually just one or two that can make all the difference.

What to Do Instead

Have you been told you’re overly direct? Pause 10 seconds before you open your mouth and ask three genuinely interested open-ended questions (and really listen) before offering your opinion.

Is your team trying to tell you something you don’t want to hear? Try again. Promise to really listen. And then shut up. Stay curious before responding. Ask probing questions and listen some more.

Does your team think you’re an SOB? Pick one day and only look for what’s going right, point it out and thank people for their contribution. Notice the impact.

God (or the Universe) didn’t create anyone to be mean and nasty, clueless, or obtuse. Your parents didn’t mean to raise you that way. For better or worse, we pick up our behaviors along the way. And they ARE changeable.

Behaviors are not WHO you are, they are WHAT YOU ARE DOING.

And if you’re a leader, when you won’t change, you give everyone on your team permission to dig their heels in and use the “that’s just who I am” cop out too, and the whole team begins to accept toxic behaviors.

Imagine the possibilities of starting with admitting to yourself that WHO YOU ARE is a fallible human being with great intentions.

And then picking just one thing to change, and prove to yourself it’s possible.

 

The Great Millennial Hoax- Why Most Millennial Experts are Wrong and What to Do Instead (Recorded Webinar)

Whether you’re a veteran leader or a millennial recently promoted into a leadership role, leading your younger team members can feel like an endless struggle.

Why don’t they understand?

Why aren’t they motivated?

Why won’t they put in the time?

To make it worse, instead of making life easier, much of the advice you get from generational “experts” can actually make the situation worse.

The good news is that it doesn’t have to be this way. Your younger team members can be an incredible source of talent, energy, and productivity. I joined up with internationally recognized leadership experts, David Dye and Michael Teoh to share perspectives and insights on getting the most from your millennial team members.

We discussed:

  • What you really need to know to develop your millennial talent
  • How ordinary people have transformed their lives to achieve success
  • Keys to cultivate motivated, energized teams that get more done, solve problems on their own, and make everyone around them better.

The Great Millennial Hoax is the first of a series of collaborative events with Michael.

So please let us know your questions and ideas for future topics!

Michael Teoh (Kuala Lumpur, Malaysia) is the Founder of Thriving Talents, a ‘Millennials-focused’ Talent Development company which delivers training and consultancy for Fortune 500 companies across 39 countries, in the areas of Attracting, Managing, Retaining & Motivating Millennials. He has shared the stage with other notable business icons like Sir Richard Branson, Sir Bob Geldof and even presented a workshop in the presence of President Barack Obama. His new book is The Potential Matrix.

Karin Hurt (Baltimore, MD) is a top leadership consultant, keynote speaker, and CEO of Let’s Grow Leaders. A former Verizon Wireless executive, she was named to Inc. Magazine’s list of great leadership speakers.

David Dye (Denver, CO) is a leadership keynote speaker, former nonprofit executive, elected official, award-winning author, and president of Trailblaze, Inc., a leadership training and consulting firm. Karin and David co-authored Winning Well: A Manager’s Guide to Getting Results Without Losing Your Soul.

The Winning Well Southeast Asia Tour

If you’re a manager in Southeast Asia and are interested in bringing Winning Well to your organization this spring or attending our summit in Malaysia please let us know.

We’re booking dates now.

 

Southeast Asia Tour

"I'm Not Listening!: The Best Way to Get Your Team to Hear Your Feedback

“John” and I had spent the better part of the hour talking about what his direct report, “Janis,” needed to be a more effective manager. Bless her heart, Janis had a hard time accepting feedback. If she didn’t improve, her job was on the line, but we didn’t want to put it that way. At least not yet.

We isolated the behaviors and built a solid developmental path forward.

As we transitioned to the “How you can help as her boss” conversation, I asked John what I thought was the next obvious question.

“What are you doing to develop yourself as a leader?”

“Oh me? I haven’t thought about that. I’ve been here so long. I’m not really working on anything specific.”

Trying to prevent the disbelief from showing too frantically on my face, I continued.

“Oh, well, what feedback have you received about your management style?  What’s working best? What drives your team crazy? What does your boss say?”

Crickets.

Note: the best thing to do with crickets in such a conversation is to let them chirp. 

We sat in silence for a few minutes.

“Well actually…. I do struggle with_____ and ______ and ________.”

“Excellent.  Let’s talk about you for a while and what you can do to leverage your strengths and become more effective in these other areas.”

John’s eyes sparkled with renewed energy as we made a plan.

“So here’s the most important part, John. Janis needs to hear how you are working on you.”

John didn’t love it. “I’m trying to fix her. How will it look if I admit I’ve got issues too?”

“John. When a leader has issues…trust me, the team already knows. The best thing you can do for Janis and the rest of your team in terms of leadership development is to admit you’re not perfect and that you’re working on getting better too. Janis will be so much more open to feedback and doing the work we need her to do, if she sees you modeling the way.”

The best way to get your team to hear your feedback is to show you’re working too. Leadership is never handled. When you start there, you open an important space to talk about and work on getting better.

6 Reasons Your Training Program Isn't Working

It was late.  Joanne, the HR Director, Juan dusting the doors, and I were the only ones left in the building. The only sounds were the swishing of the sprinklers hitting against the high glass windows. Joanne looked up at me from behind her desk with that exhausted, weary grin that comes from realizing that the work ahead is more complicated than you thought.

“There’s a reason you told me that story last week about that CEO you’re working with, isn’t there?”

I nodded.

JoAnne continued, “Just like that scene, this is bigger than a training issue isn’t it?”

“Yes,” I smiled, a little embarrassed to be called out for my seed planting. “I had a feeling it would be, but there was no way to know until we talked with the team. Thank you for staying so late with me tonight to dig deeper. Now we can clear the decks of a few things and ensure the support structure is in place so the training will work.”

Most of the time, when a “We need training, right now!” call comes in, it’s not about the training. Sure, training can help, but not in a vacuum. Often, there are bigger issues at play.

6 Reasons Your Training Program Isn’t Working

If your training need feels urgent, your training program isn’t working, or, if your team is reluctant to attend, dig deeper. Here are six issues that so often get in the way00that with a little up front work, can change the trajectory of results.

  1. Poor Leadership Behaviors at the Top
    Yes, in Winning Well we teach and encourage the skills and behaviors to create a cultural oasis.  In fact I receive calls every week from managers reading Winning Well who are doing just that. AND, if you’re the guy hiring us to train Winning Well,  please know we’re going to be very interested in your willingness to read the book and model the behaviors you’re hiring us to reinforce.
  2. Unclear Expectations
    If people are unsure of what to do or why they are doing it, training to do “it” better just won’t work.
  3. Lack of Support Systems
    For example: If you want people giving great behavior-based feedback, please be sure your performance systems focus on behaviors. So many more…let’s talk.
  4. Dipping
    We sat in front of an HR exec the other day who was crystal clear, “All the field wants is a one day training they can attend. No pre-work. No follow-up. No-reinforcement. No action plans.” That’s dipping not training, and won’t create sustainable change. Save your money.
  5. The Fix Me Factor
    As I was about to train a team the other night, one of the team members pulled me aside. “Everyone is making fun of us because you’re here. Why do we need the ‘expert?’ Everyone’s assuming that we’re broken and they are not.”  Never make training feel like a punishment.  They hadn’t… and yet the rumors prevailed. I addressed this up front and diffused — but now we need to keep listening.
  6. SASRNT syndrome  (So and So Really Needs This)
    It’s not me, it’s them. If you are in love with a training concept and want everyone you know to go through it, please pause first and consider how you can best leverage this concept in your own leadership.

If you’re looking to start a leadership development program, or to improve the one you have, I encourage you to pause first and consider the context.

If you want a sounding board, please call me at 443-750-1249 for a free Winning Well consultation.

Winning Well Bootcamp

 

Three Critical Steps to Developing Your Millennial Leadership Talent

A guest post from Elisha Yeoh, Thriving Talents, Malaysia.

You’ve seen them, you’ve heard of them, and some of you may even be working with them. These them I’m referring to is the Gen-Ys. Regardless of what you may currently think of them, the presence of these young individuals have definitely changed the realities of workplace dynamics, especially now that Gen-Ys are slowly being reviewed to fill in managerial positions.

More and more organizations are beginning to tear down walls (both metaphorically and literally) to keep up to date with the current trends of building up great young leaders who will one day assume more responsibilities. However are these young people in your organization ready to make the hard decisions and lead a team?

Step 1: Understanding The Way They Work

For years experts have been trying to understand millennials, to find out what makes them tick, and what drives them to want to do great work. And after all that research and with all the different clashing views, the general consensus to this finding is that this generation of young people is unlike anything we’ve seen before.

Team Dynamics

In the work setting, Gen-Ys are vastly different from the generation before them. Although they seem to be confident and want to stand out from the crowd, they actually value the opinions of their peers especially when it comes to making decisions. They aren’t shy about getting opinions be it about work or other personal related matters from their peers and are more likely to take their peers advice more seriously than those higher up in authority.

Roles in Leadership

The Gen-Ys today do not place a very high importance on leadership as they believe that they do not need to be placed in roles of authority to lead. They prefer to work in a group in a democratic setting where the decisions made are derivative of the values added by each person member of the group.

 Step 2: Providing A Clear Purpose

Unlike the other generations, the Gen-Ys are no longer only motivated by monetary incentives or added perks and benefits that an organization provides them, rather they need to be intrinsically motivated to want to perform at their very best.

Organizations need to give the Millennials a reason to want to be involved, to want to commit their time effort and energy. One of the best ways to sustain their dedication is to provide them a greater purpose to the tasks they are currently doing. Make them part of something so much bigger than themselves and keep them inspired as well as motivated by telling them of the impact that their work creates for the people outside your organization.

Step 3: Provide Them With Avenues To Grow

The Gen-Ys are painfully aware of their own strengths and weaknesses, they may seem like they are unaffected by their shortcomings, but growing up in an environment where they are so used to having their actions and ideas being validated can cause distress whenever they are faced with a problem they aren’t able to get over.

Organizations need to build an environment in which these Gen-Ys are given the chance to work on their strengths and learn to cope with their weaknesses. Provide them with a support structure in which they are allowed to continuously work on themselves as they become more invested in your organization.

Empower them with the necessary skills and training that will lead them to make better decisions. Allow them to test their limits, set them up for defeat in a safe environment through team building exercises and simulations for them to really know themselves and identify their leadership styles.

Join Us: August 19th for a FREE Webinar The Great Millennial Hoax Why Most Millennial Experts are Wrong and What to Do Instead

Malaysia Webinar blackDavid Dye and I are partnering with Michael Teoh, Author of The Potential Matrix and Founder of Thriving Talents on a series of events in Malaysia and the United States, beginning with this FREE webinar– register here. 

Whether you’re a veteran leader or a millennial recently promoted into a leadership role, leading your younger team members can feel like an endless struggle. Why don’t they understand? Why aren’t they motivated? Why won’t they put in the time?

To make it worse, instead of making life easier, much of the advice you get from generational “experts” can actually make the situation worse. The good news is that it doesn’t have to be this way. Your younger team members can be an incredible source of talent, energy, and productivity.

Join three internationally recognized leadership experts for a conversation that will answer your questions about getting the most from your millennial team members. You’ll walk away with:

  • What you really need to know to develop your millennial talent
  • How ordinary people have transformed their lives to achieve success
  • Keys to cultivate motivated, energized teams that get more done, solve problems on their own, and make everyone around them better.
  • And specific answers to your questions!

We are so excited about the opportunity to combines experience, wisdom, and perspectives from across generations – and across the world!

Register today and be sure to submit your question and get the answers you need!