Employers constantly have to give feedback to multi-generational employees, from Millennials to Baby Boomers. By doing it well, they can build a stronger culture, drive greater productivity and create and maintain better relationships. Today’s post is by Margie Mauldin, author of Feedback Revolution (CLICK HERE to get your copy). The term, “generation gap,” became popular in the 1960s. And today, more than ever, it’s showing up in the workplace, where differences among the generations – and the communications challenges those differences present – are increasing with a record number of generations working together.  People are living longer and, therefore, working longer. As a result, it’s possible to find four and five generations in one work environment today. The opportunities and benefits of this situation are huge, yet sometimes ignored. And the confusion between a “generation gap” and a “communications gap” are often misunderstood. By understanding generational differences, employers can provide more relevant feedback to their employees thereby building greater productivity, better relationships and more collaborative cultures. In this multi-generational workforce, a manager must know how to reach each age group with effective feedback. If you approach the modern, multi-generational workforce with these thoughts in mind, you will be able to tailor your feedback to both the employee’s particular needs and that that same employee’s generational expectations. From the Millennial to the Baby Boomer generations, following is insight on how they best receive feedback, as well as tips for their employers to effectively deliver that feedback: Millennials Be specific with all feedback, and get to the point quickly. Use Millennials’ impatience to your advantage, setting up goals and deliverables that can be achieved quickly. Conversely, use your feedback sessions to show them that in some cases, slow and steady can also be effective. Use Millennial’s technology comfort levels to your advantage […]

Servant leaders put others ahead of themselves and are prepared to sacrifice for the greater good. Five characteristics stand out for servant leaders. Which of them do you possess? Today’s post is by Vijay Eswaran, author of Two Minutes from the Abyss (CLICK HERE to get your copy). Leadership is not about telling people what to do. A true leader is one who knows how to serve. Servant leadership means different things to different people. The philosophy closest to my heart, one that I learned at an early age from my father is of “service above self.” I watched him work tirelessly to develop other people and focus on what he could do to help selflessly. Being a true servant leader is putting the needs of others ahead of your own in service to a larger purpose. I grew up heavily influenced by books on the life and philosophies of great servant leaders like Mahatma Gandhi, Nelson Mandela and Mother Teresa. These were ordinary people who became extraordinary leaders as they found their purpose in service of others—who dedicated their entire lives serving a purpose bigger than themselves. So what sets servant leaders apart from other types of leaders? I find these five qualities stand out. Care  John Maxwell famously said “They don’t care how much you know until they know how much you care.” I am a strong believer that an organization is not defined by its products or its glitzy marketing. The people who work for the organization are its true assets. A leader who takes care of his or her people will never have to worry about poor customer service. When you take care of your people, they will take care of your customers. Servant leaders recognize that you are placed on this Earth alongside other wayfarers in […]