8 Practical Tips for Gen Y Success (part 2)

Posted by Dr. Karyn Gordon, Dr. Karyn Gordon is one of North America's leading authorities on understanding and motivating Generation Y. She is frequently interviewed by national media (Entertainment Tonight Canada, Globe & Mail, National Post, Maclean's, Much Music) and speaks to national corporations (Maple Leaf Foods, Motorola, Doritos, PepsiCo, etc.) to provide insight into connecting and motivating Generation Y. You can find more from Dr. Gordon at drkaryn.com

53180 commentshttp://rypple.com/blog/2010/03/18/8-practical-tips-for-gen-y-success-part-24/8+Practical+Tips+for+Gen+Y+Success+%28part+2%292010-03-18+18%3A00%3A57Dr.+Karyn+Gordon

Here are the next four tips for Gen Y and managers to be successful during this economic downturn:

1. Be Appreciative
   The need to be appreciated is a need all people have, regardless of generation! When you appreciate something that your boss, your manager, or your fellow colleagues has done – don’t just tell them or drop them a thank you email – buy personalized stationary and mail them a card! Make a statement and voice your appreciation! Gen Y’s may prefer to receive a thank you via technology, but remember who you are talking to – older generations often prefer the ‘good old fashioned’ way (in person, over the phone, in a card), and they will appreciate your effort.
2. Challenge Yourself
   Don’t wait for your employer to provide ongoing training. Take the initiative and seek further training for yourself. Take leadership courses. Advance your skill base. Meet for coffee / lunch with wiser and more experienced colleagues and learn from them. The more you do, the more you learn, and the more employable you become.
3. Be Open to Feedback, Even If It Hurts
   Sometimes feedback hurts. When we receive negative feedback we often get defensive and dismiss it, especially if the communication of the feedback was poorly handled. But ask yourself if there is any truth in the feedback. Try to be objective. Ask people around you that you trust and respect what they think. Then ask yourself, what can you learn from this? What can you do differently? How can you use this experience to help you progress? The only way we will move forward is being willing to hear and learn from feedback, both positive and negative.
4. Think Big Picture and Volunteer
   Gen Y’s will often tell me that they don’t want to volunteer; after all, they have skills and degrees that seem ‘so much better’ than volunteer positions.  But this is a shortsighted perspective. Volunteering is such a simple strategy to get ones foot in the door of a company you want to work for. It builds relationships, increases confidence, and provides new skills. Volunteering may seem like a short term loss but is often a huge long-term gain (which is the heart of discipline and delaying gratification). Think big picture not just about today!

Tags: Feedback, gen y, Kudos, managers, success, Tips

8 Practical Tips for Gen Y Success (part 1)

Posted by Dr. Karyn Gordon, Dr. Karyn Gordon is one of North America's leading authorities on understanding and motivating Generation Y. She is frequently interviewed by national media (Entertainment Tonight Canada, Globe & Mail, National Post, Maclean's, Much Music) and speaks to national corporations (Maple Leaf Foods, Motorola, Doritos, PepsiCo, etc.) to provide insight into connecting and motivating Generation Y. You can find more from Dr. Gordon at drkaryn.com

53060 commentshttp://rypple.com/blog/2010/03/17/8-practical-tips-for-gen-y-success-part-1/8+Practical+Tips+for+Gen+Y+Success+%28part+1%292010-03-17+18%3A00%3A56Dr.+Karyn+Gordon

A few years ago I was speaking at a conference on how to successfully manage Generation Y, and I made this statement: “Gen Y’s want the same things that other generations want: respect, praise and recognition when appropriate, promotions, appreciation, balance, working with top leaders, opportunities to be mentored, consistent and specific feedback, challenging work, training, work perks and a great working environment. The only difference is that they are not afraid to ask for these things.

Lately I’ve been doing more talks to Gen Y’s and their managers about what they need to be successful during this current economic downturn. Here are the first 4 of my top tips:

1. Talk It Out – Don’t Just Quit!
   When personal conflicts occur, people keep their frustrations to themselves or worse, start backstabbing at work. This creates a toxic office culture and solves nothing! Be courageous and if you’re frustrated with your boss or fellow employees, have the guts to speak to them directly. Listen to how they perceive the situation, and try coming up with solutions. Personal conflicts will happen at all jobs, and often the bigger problem is the manner in which it’s handled rather than the conflict itself. Quitting is simply the easy way out – not the best way!
2. Ask – Don’t Demand
   When people demand (even in the nicest tone) it often comes across with an attitude of entitlement and can really rub people the wrong way. Instead of saying ‘I need to have Friday off to go to a doctor’s appointment” try saying “I need to schedule a doctor’s appointment – is it ok if I can take some time off on Friday?” Making requests in the form of a question will come across as being much more respectful to older generations.
3. Find a Mentor
   I’m convinced that one of the best strategies to not only make ourselves more employable and learn great skills but also to deal with generational gaps is mentoring! Gen X, Boomer & Traditionalist managers have been around longer, they have an incredible amount of wisdom and experience to share with Gen Y’s but here’s the trick – Gen Y’s have to take the initiative! Gen Y’s need to take the lead, and you’ll be surprised how many managers are thrilled that someone is asking them for their advice!
4. Ask & Manage Expectations for Feedback
   If you need more feedback (which I often hear from Gen Y’s) tell your boss. Ask how often you should expect feedback to help manage your own expectation. One Gen Y I coached told her boss “I really want to do a great job for you. So the more I know how I’m doing the better I will be able to meet your expectations. What is a realistic expectation I should have in terms of feedback? Monthly? Quarterly? Annually?”

Stay tuned tomorrow for my next 4 tips.

Tags: Dr. Karyn Gordon, Feedback, gen y, Gen Y Success, managers, Mentor, Tips for success

Practical Tips for Managers to Motivate Gen Y

Posted by Dr. Karyn Gordon, Dr. Karyn Gordon is one of North America's leading authorities on understanding and motivating Generation Y. She is frequently interviewed by national media (Entertainment Tonight Canada, Globe & Mail, National Post, Maclean's, Much Music) and speaks to national corporations (Maple Leaf Foods, Motorola, Doritos, PepsiCo, etc.) to provide insight into connecting and motivating Generation Y. You can find more from Dr. Gordon at drkaryn.com

51780 commentshttp://rypple.com/blog/2010/03/08/practical-tips-for-managers-to-motivate-gen-y/Practical+Tips+for+Managers+to+Motivate+Gen+Y+2010-03-08+19%3A06%3A36Dr.+Karyn+Gordon

As more Gen Y’s enter the workforce, many older generations seem puzzled and often confused about this “new generation”. They’ve heard stories, they’ve read articles and they wonder if managing this new generation is really going to be different.

As a consultant who works with all generations, I’m excited for this challenge in our workplace cultures! Why? Because I think Gen Y will force the rest of us to get our act together. They will encourage us to step up to the plate, communicate with respect, be clear about our expectations, and partner and work as a team.

I’ve worked with managers of all generations, so here are three tips for how managers can successfully manage Gen Y, especially during these tough economic times:

1. Focus on the Power of Influence, Not the Power of Authority
   Many managers believe that because of their position younger generations “should” respect them. However, many Gen Y’s believe respect is to be “earned” not “given”. Simply listening, praising work well done and being genuinely interested in your employees (which are basic skills great managers do anyways) will not only help retain and motivate them, but also inspire them to work hard for you!
2. Point the Finger Inward, not Outward
   It’s easy to blame, point fingers and throw our hands up wondering why this next generation is “this way”. They are often described as being entitled, spoiled and the “Me” generation. Yet we forget that as a culture we’ve taught them this! Instead of blaming them, we should ask ourselves the question – what can I learn from Gen Y? What can they learn from me? Simply changing our perception towards them radically changes how we communicate to them and how they communicate back to us.
3. Don’t be Fooled by Arrogance
   Often I read that Gen Y’s are ‘so confident’, yet Gen Y’s have often admitted to me that they battle with insecurity, anxiety and worry. Their insecurity is often covered by a mask of arrogance. As we go through this economic crisis, expect anxiety and insecurity to rise.  Simply investing into your employees, asking how they are feeling about the crisis (again a basic skill great managers do) will go a long way toward engaging and motivating them!

For further insight into Gen Y in the workplace, check out my post What Gen Y Really Wants At Work. Stay tuned for part two tomorrow to learn the remaining tips.

Tags: Dr. Karyn Gordon, gen y, Leadership, management, Managing Gen Y, Rypple

It’s Not About the Coach

Posted by Marshall Goldsmith, Dr. Marshall Goldsmith is a world authority in helping successful leaders get even better – by achieving positive, lasting change in behavior: for themselves, their people and their teams. Marshall has been ranked as #14 of the Top 50 Thinkers globally. The American Management Association named him to their list of 50 great thinkers and leaders who have influenced the field of management over the past 80 years. You can find Marshall newest book MOJO: How to Get it, How to Keep it, and How to Get it Back When You Need it at mojothebook.com

49280 commentshttp://rypple.com/blog/2010/02/22/its-not-about-the-coach/It%27s+Not+About+the+Coach2010-02-22+15%3A33%3A33Marshall+Goldsmith

A lot of what passes for leadership development in companies can be a waste of time. See if you recognize this process:

Your company taps you as a future leader. It sends you to “leadership camp,”. You’re entertained by a parade of speakers (like me), and afterward you’re required to critique the speakers and rate how effective they were. You may even be asked to critique the hotel and the food. But nobody is critiquing you. Nobody is following up to see what you learned or if you have actually become a more effective leader. As a result, the people who may be learning (and changing) the most are the speakers, the hotel staff members, and the cooks.

This is an odd thing that points out a huge fallacy about the process of helping people change for the better. We focus too much on the leader rather than the people doing the work.

It’s certainly true in my coaching. Of the great clients I have had the privilege to work with, Hal may be my star pupil. His coworkers judged him to have improved more than anyone I’ve worked with.

Hal managed a division of about 40,000 people in one of the world’s largest organizations. His CEO recognized that Hal was a great leader and wanted him to expand his role by providing more leadership in building synergy across divisions. The CEO asked me to work with him. Hal eagerly accepted this challenge and involved his team. Together, they established the most rigorous project-management process I’ve ever seen.

And yet, as I told Hal, “I probably spent less time with you than any client I have ever coached. What should I learn from my experience with you and your team?”

Hal quietly pondered my question. “As a coach,” he said, “you should realize that success with your clients isn’t about you. It’s about the people who choose to work with you.” He modestly chuckled, then continued. “In a way, I am the same. The success of my organization isn’t about me. It’s all about the great people who are working with me.”

This flies in the face of conventional wisdom about leadership. If you read the literature, you’ll see that much of it exaggerates — if not glamorizes — the leader’s contribution. The implication is that everything grows out of the leader. She’s responsible for improving you. She’s the one who guides you to the promised land. Take the leader out of the equation, and people will behave like lost children.

This is hokum. As the ancient proverb says, “The best leader, the people do not notice. When the best leader’s work is done, the people say, ‘We did it ourselves.’ “

I cannot make the successful people I work with change. I don’t try. Too many people think that a coach — especially an accomplished one — will solve their problems. That’s like thinking that you’ll get in shape by hiring the world’s best trainer and not by working out yourself.

Truly great leaders, like Hal, recognize how silly it is to think it’s about the coach. Long-term success is created by the 40,000 people doing the work — not just the one person who has the privilege of being at the top.

Tags: Coaching, how to be a better coach, how to be a better leader, Leadership, marshall goldsmith, Rypple

What all great leaders know

Posted by David Stein, David Stein is a co-CEO of Rypple. David was one of the founders and the Executive Vice President and Chief Strategy Officer of Workbrain. He is a recognized HCM strategist and has helped some of the biggest companies in the world to get the most out of their people.

49020 commentshttp://rypple.com/blog/2010/02/05/what-all-great-leaders-know/What+all+great+leaders+know2010-02-05+19%3A00%3A33David+Stein

I often read books, articles, and posts from companies that I admire; companies like Apple, Google, BMW, IDEO. My goal is understand what makes them succeed, so I can apply some of these strategies at our company, Rypple. Some of the reasons for their success are more obvious: a great product line, great marketing, great people. The question is, “why do these companies have great people, products, and marketing, leading to outstanding results?” The answer, the root of their success, may shock you: Their employee’s find meaning in their work.

The leaders of these companies make this happen through three key actions:

Clarity of vision and purpose:
Every employee in the company understands the mission and vision of the business, and how their weekly activities will impact company goals. The DNA of the company then guides day to day activities.

Ongoing coaching:
The leaders (managers) of these companies provide continuous coaching and mentoring to their teams. As opposed to providing their teams with guidance only once or twice a year through a formalized process, they meet regularly. These quick conversations ensure their teams are focused on the right actions, get feedback they can put into action immediately, and are learning all the time. This constant communication fosters a collaborative and inspiring environment.

Recognition for achievement:
Leaders of great organizations understand that their people aren’t solely motivated by money, but instead, derive a lot of meaning from recognition. Whether publicly or privately, being recognized for a job well done makes us all feel validated, appreciated, and more engaged in our work. We all like to receive Kudos, and great companies ensure that accomplishments are recognized. We believe that meaning leads to engagement, and engagement leads to amazing results!

With these answers in hand, I’m working hard to ensure that our team finds meaning in the work they do everyday.

What are you doing at your organization to find meaning and achieve extraordinary results?

Tags: achievement, Coaching, david stein, engagement, Feedback, Leadership, motivation, recognition, Rypple

The Power of Feedback in Coaching

Posted by Sonia Di Maulo, Throughout her 15+ years in Communications, Media, and Adult Education, Sonia is able to confirm that inspiring feedback increases confidence, trust, and performance. Are you ready to feedback? Sonia is the author of the inspiring Ready to Feedback

48682 commentshttp://rypple.com/blog/2010/02/04/the-power-of-feedback-in-coaching/The+Power+of+Feedback+in+Coaching2010-02-04+19%3A04%3A49Sonia+Di+Maulo

Peggy helps me focus and believes in me. I feel motivated to do outstanding work to keep getting praise, recognition and results.

Which ideas describe Peggy’s coaching ability? Which ideas show her ability to offer powerful, inspiring feedback? It’s difficult to identify where coaching ends and feedback begins, because coaching and feedback are at their best when they work together.  You cannot be an effective coach without offering and asking for feedback, and you cannot effectively feedback without the use of a solid coaching model.

Coaching without feedback is like baking without an oven. The end result is less than desirable.

The Debate on Coaching versus Feedback

The debate on the differences between coaching and feedback rage on when in fact I believe you can’t have one without the other.  Feedback, done right, is an essential part of the coaching process. David Cerasuolo, Assistant Technical Director of C.S. Monteuil:

1. Set clear goals, objectives, and priorities.
2. Observe behaviour and performance.
3. Provide immediate feedback.
4. Recognize winning performance.”

From “Coaching through Effective Feedback” by Paul J. Jerome, 1999

Watching my son’s soccer practice provided a beautiful example of how effective coaches use feedback to motivate and engage.  Here’s the process my son’s coach used:

1. The coach explained how to perform the drill and in what situation.
2. He showed the kids how to do it (at least three times).
3. He encouraged them to try.
4. As they practiced, he walked around, observed their behavior, and provided individual feedback to improve their skills. (He stopped the practice when he realized they needed additional instruction.)
5. He demonstrated the skill again.
6. He provided details and highlighted the areas of difficulty that he observed.
7. He observed again as they resumed practice and provided additional individual feedback (both praise and improvement tips).

What did I learn from this?  Coaching is the framework for providing feedback.  Feedback has the biggest impact on getting your people on the right track and focused on the key goals. Is this still considered effective coaching, if we remove feedback from the example (steps 4, 6 and 7)?

Those steps provide the individual connection that motivates and shows that you care.  Johnny Mastrandrea coach for the Monteuil soccer association for 5 years had this to say, “By coaching you are not only teaching the kids but connecting with them. This way they can see you as someone they can trust.”

Conversely, without the coaching process, feedback alone will not be effective. Steps 1, 2, 3 and 5 help to set expectations and provide direction.

The Power of Feedback in Coaching: Let’s Make Time

The business environment borrowed “coaching” from sports but the authentic use of the coaching model seems harder to do with the demands on time. Motivating teams comes from observing and providing feedback and details about what was done well and what could be done better and this means more one-on-one time. “One-on-one time with players before, during and after team activities helps to motivate players” explains Don Di Maulo baseball coach for 5 years.  Don goes on to explain that, “Eye contact, a tap on the back and a reassuring word helps increase the player’s confidence and general attitude, usually resulting in a more focused performance.”

Coaching and feedback creates a magical combination that helps you increase confidence, gain respect, build credibility and instill trust. Is that powerful or what?

Tags: Coaching, Coaching vs. Feedback, Feedback, Ready to Feedback, Rypple, Sonia Di Maulo

Effective Coaching

Posted by Tihomir Bajic, Development, author of onebookaweek.com

43592 commentshttp://rypple.com/blog/2010/01/19/effective-coaching/Effective+Coaching2010-01-19+16%3A26%3A55Tihomir+Bajic

My father taught me how to ride a bike. He showed me the basics and provided the setting for success – he held on to the back of my seat to prevent me from falling but let me steer. He let me take on the challenge and subsequent glory. I learned how all on my own – or so I thought – and, more importantly, my dad taught me to trust my skills and believe in myself.

Marshall J. Cook talks about the same pattern in Effective Coaching. Cook’s book focuses on workplace coaching and managers as the target audience but the lessons he shares can be applied elsewhere – in schools by teachers, in sports by coaches, and at home by parents. Cook emphasizes understanding people through asking them the right questions, listening to their answers, and then by extracting the essence to ensure the common understanding and agreement on a course of action. Most importantly, after instructing and empowering their employees, Cook instructs managers to step aside and let their subordinates execute and eventually bask in the glory of a job well done.

Read the rest of my post, and learn how to be an effective coach on my blog

Tags: bike riding, Coaching, Effective Coaching, interview, learning, lesson, Marshall J. Cook, onebookaweek.com, Rypple

One on one conversations: a must have

Posted by Nathaniel Rottenberg, Community Marketing

42821 commenthttp://rypple.com/blog/2010/01/18/one-on-one-conversations-a-must-have/One+on+one+conversations%3A+a+must+have2010-01-18+15%3A08%3A48Nathaniel+Rottenberg

Regular one on one conversations between manager and employee are crucial. These conversations align both employee and manager helping to ensure that project goals are achieved and everyone knows where to focus their efforts.

Not only are regular one on one conversations important for the success of the business, they are crucial for ensuring job satisfaction. Regular one on one conversations eliminate that ‘lost’ feeling and make sure an employees efforts are focused and appreciated. Think of them as mini coaching sessions to help an employee understand their weaknesses, concerns, and focus their efforts.

Andy Houghton’s BusinessWeek article, Performance Reviews: It’s about ‘How’, Not ‘Why’, offers some excellent tips for managers on how to conduct productive conversations and increase an employees performance.

Through such conversations, the manager gets an understanding of what lies behind the employee’s performance, what energizes the employee, and how the employee can be best used

Do you meet with your manager regularly to discuss performance? What techniques do you use to ensure your employees are focused and motivated?

Tags: Andy Houghton, BusinessWeek, Coaching, employee, Feedback, job satisfaction, one on one conversations, Performance Management

Marshall Goldsmith: The Best Leadership Advice You’ll Ever Get

Posted by Nathaniel Rottenberg, Community Marketing

42480 commentshttp://rypple.com/blog/2010/01/08/marshall-goldsmith-the-best-leadership-advice-youll-ever-get/Marshall+Goldsmith%3A+The+Best+Leadership+Advice+You%27ll+Ever+Get2010-01-08+23%3A03%3A01Nathaniel+Rottenberg

In this video, Marshall shares some advice on how to advance your career and become a better leader. He also shares advice on how to coach people in a efficient and effective manner. This is especially important in tough economic times when leaders have less time to spend on coaching their employees. Check out the video to hear more tips on coaching and leadership, and a great story about his experience of coaching the real life role model for Gordon Gekko of the movie Wall Street.

Tags: advance your career, Coaching, Gordon Gekko, Leadership, marshall goldsmith, Rypple, Wall Street

Feedback is for the Future

Posted by Nathaniel Rottenberg, Community Marketing

38530 commentshttp://rypple.com/blog/2009/12/10/feedback-is-for-the-future/Feedback+is+for+the+Future2009-12-10+22%3A40%3A45Nathaniel+Rottenberg

Continuing our let’s-define-terms trend from yesterday’s post (see Evaluative and Developmental Feedback), let’s take a look at the difference between coaching and feedback.  Mary Jo Asmus, in the aptly-named Coaching vs. Feedback, gives an interesting definition and explains why they’re not the same.

She defines coaching as:

• Focused on future behavior
• Developmental
• Inquiry oriented
• Used to help the better performers move ahead by releasing potential in a way that works best for the individual AND the organization

and feedback as:

• Focused on past behavior
• Evaluative
• “Telling” or “Advice” oriented
• Often used to help poor performers change behavior in a prescribed direction in a way that works best for the organization

Developmental Feedback is a combination of Mary’s definitions of coaching and feedback. Helpful feedback doesn’t simply focus on your past and inform you of what you did poorly or well, it offers suggestions as to how to improve. It’s focused on the future.

Rather than looking retroactively, it looks to the future. It emphasizes what “we” (the coach and the person being coached) can do to improve on the past and build needed skills and competencies for the organization as well as for the receiver’s career.

Coaches, managers, mentors, should encourage both low and high performers to seek developmental feedback. High performers are not perfect and, like everyone else, they have areas they can improve. However, unlike everyone else, high performers are continuously seeking ways to do better. In fact, that’s one of the reasons they’re high performers. Just because someone is a high performer does not mean that they do not require advice or guidance every so often.

Tags: Coaching, Coaching vs. Feedback, developmental feedback, execu, execution, Feedback, Mary Jo Asmus, performance, Rypple