Our reader poll today asks: How challenging do you find it to lead across generations? Somewhat challenging. It takes effort to cut across generations. 45.4% Not hard at all. People are people. 41.5% Very. There are so many different issues and dynamics to deal with. 10.4% I don’t lead across different generations. 1.8% Extremely. I don’t know where to begin. 1.0% People are people. Is this whole “leading across generations” challenge as big as the market would have us believe? According to your responses, it’s not as big of an issue as it’s made out to be. Only 10% of you say it’s a big challenge. The rest of you feel like it takes some effort but it’s not excessive. What’s important here is maintaining your focus on treating people as individuals. As long as you focus on the wants and needs of each individual and lead them accordingly, the generational issues should take care of themselves. Beyond that, it can be a big mistake to lead a stereotypical group because you might miss important individual elements that aren’t accounted for by the group personality. Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
About Ryan Shaw
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Entries by Ryan Shaw
Jon Wortmann, thoughtLEADERS’ Principal, sat down with Jim and Jan of The Leadership Podcast to discuss Leadership Resilience. In continuation of our new collaboration with The Leadership Podcast, Jon explains leadership resilience in this short form “chalk talk.” These chalk talk series are bitesize sessions on a common (but challenging) leadership issue. Jim, Jan, and Jon define exactly what it means to be resilient, where Jon compares the idea to being a human slinky, and how to continually bounce back against the regular and extraneous stresses of life. The team at the leadership podcast ask Jon to breakdown recognizing when someone on our team may be struggling and how we, as a leader, can support and provide a strong environment for others to be able to develop their own resilience and to “bounce back” from their own particular stressors. Stay tuned for more of these brief Chalk Talks featuring Jon, as well as many more members of the thoughtLEADERS team.
The quality of a candidate’s hiring experience significantly impacts an organization’s ability to attract top talent. Today’s post is by Lisette Howlett, author of The Right Hire (CLICK HERE to get your copy). I have had a number of bizarre hiring experiences which, supported by research and leadership experience, have led me to reach a number of conclusions about hiring, namely that it is an often undervalued and overlooked area which can have a profound impact on an organization. Along with many of my generation, my entry to the corporate world was through the fairly traditional graduate selection process. As graduation approached, I bought a suit (mid grey) with my mother’s help, and participated in a number of 1-2 day selection centers held by my target companies. At one, I was asked which area of business I would like to work in and politely said that I did not want to work in marketing. The offer I received was to join the marketing department. To this day I am convinced the selector wrote down the words marketing when I said not marketing and either forgot the X or overlooked it during the placement discussion. This experience taught me the importance of listening, and more importantly, hearing, during an interview. If you do not later take into account, or at least refer to if you decide to ignore it, something important that is raised by a candidate during an interview you damage your credibility as an employer. For top candidates who have a very real choice about where they work, this can make the difference between them accepting your offer or one from your competitor.
Our reader poll today asks: If the last boss you worked for recruited you again, would you go work for him/her? No! There’s a reason I stopped working for them!: 42.1% Absolutely! They were great. 29.1% Maybe … if the role and money were right. 28% Boomerang boss. Clearly, a huge portion of you would never go work for a nightmare boss again. There’s truth to the comment that people leave bosses, not jobs. I encourage leaders to look at this question from the opposite side of the equation: Which of these three categories would your former employees put you in? Would they avoid working for you again at all costs? Would they jump at the opportunity? Or would you have to dangle a big wad of cash in front of them to lure them back? If you’re not positive you’re in the “Absolutely!” category, ask yourself what you can be doing today to build that kind of relationship with your team. If you do, you might find they never leave in the first place. Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
Sabrina Smith, thoughtLEADERS’ Principal, sat down with Jim and Jan of The Leadership Podcast to discuss leading ME. In continuation of our new collaboration with The Leadership Podcast, Sabrina discusses what it means to lead ME, yourself, in this short form “chalk talk.” These chalk talk series are bitesize sessions on a common (but challenging) leadership issue. Jim, Jan, and Sabrina break what exactly Sabrina means when she says leading ME, and how to show up and work on yourself for the betterment of others every single day. The group dives into what happens when you believe you’re above needing to be led, when you aren’t thinking about yourself as a part of the team, and how to break out of that dangerous mentality. Stay tuned for more of these brief Chalk Talks featuring Sabrina, as well as many more members of the thoughtLEADERS team.
Leadership is an endurance activity. Achieving peak leadership fitness requires self-awareness, goal setting, following a game plan, and overcoming challenges. Today’s post is by Timothy Tobin, author of Peak Leadership Fitness (CLICK HERE to get your copy). As an endurance athlete and someone who has devoted his professional career to leadership development, I have realized some amazing parallels between physical fitness and leadership fitness. Both are journeys into self-discovery. You must set goals, have a game plan, and put in the work in order to achieve optimal results. You will also need to navigate obstacles along your journey. Two friends – Sandra and Kelly – set a goal to run a marathon together. They were college friends who moved to different towns. They didn’t see each other as often as they would like and welcomed this opportunity to reconnect. Both led active lifestyles, yet neither had ever run a race over six miles. So, for both this was an ambitious, stretch goal outside of their comfort zone. They identified a race that allowed them eight months to prepare. Although there were some early similarities in how they prepared for the race, each ultimately took a different path that yielded different results. They each bought their own copy of a first timers guide to marathons with several practical exercises designed to build strength and endurance for the long road ahead. They also both joined a local running club in their town. Both developed a plan. However, the similarities ended here. Sandra read the book from cover to cover within a week, and she immediately put her plan into action. Her plan incorporated running, strength training, yoga, and rest days. She ran with her local running group once a week. She got to know many of the other local runners. Several had […]