Download - IPMA Key Note Presentation on 'Making Generational Differences Work with EQ' 30 October 2012

Copyright @ 2012 IPMA Asia Pacific

Prof Sattar Bawany

Strategic Advisor, Asia Pacific

International Professional Managers Association (IPMA)

29-30 October 2012

Hilton Kuala Lumpur Hotel, Malaysia

‘Making Generational Differences Work with Emotional Intelligence’


Every morning in Asia, a tiger wakes up. It knows it

must outrun the slowest deer or it will starve to death.

Every morning in Asia, a deer wakes

up. It knows it must run faster than the

fastest tiger or it will be killed.

It doesn’t matter whether you are a tiger or a deer: when

the sun comes up, you’d better be running…..

Are You a Tiger or a Deer?

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• The International Professional Managers Association (IPMA) is a global ‘not-for-profit’ (NPO) members organisation headquartered in Kent, UK with Regional Offices in Europe, Africa and Asia Pacific

• Mission: As an International Examining, Licensing and Regulatory Membership Qualifying Professional Body to improve managerial performance at all levels

• Facilitates group learning in organisational development, leadership effectiveness, managerial coaching, change management, sales and customer service excellence for across various industries

• IPMA is the Asia Pacific Affiliate Partner of Executive Development Associates Inc. (EDA) for executive coaching and custom-designed leadership development solutions to accelerate individual performance

Who We Are

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Danger or Opportunity?

Our multigenerational work environment can be a source of positive challenge, opportunity and significant growth if managed effectively and leveraged to meet the business goals of

our organization.

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Most employees are:

Working in multi-generational teams

View that multi-generational teams improve organizational performance

Key findings from survey commissioned by TAFEP:

Together, Gen X and Gen Y make up 60% of the workforce

Means that 40% of the workforce is over 45 years of age

Source: Tripartite Alliance for Fair Employment Practices (TAFEP) www.fairemployment.sg

Present Day Workforce

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http://www.fairemployment.sg/


Source: The Straits Times, Singapore 8 April 2010

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Traditionalists

(Born before 1946)

Baby Boomers

(Born 1946-1964)

Gen X

(Born 1965-1980)

Gen Y

(Born after 1980)

Potential

Challenges

• Reluctant to buck

the system and

speak up when they

disagree

• Uncomfortable with

conflict

• Uncomfortable with

conflict

• Sometimes put

process ahead of

results

• Skeptical

• Distrust authority

• May not be

attracted to

leadership

positions

• View changing jobs

as a natural process

• Likes to instill a

sense of play and fun

in the work

Perception • Despise workers

who appear to jump

ladder rungs without

‘paying their dues’

• Might not be as

conscious to issues

on cross culture

• Might believe that

employees who fail to

put in ‘extra time’ lack

commitment, focus

and loyalty

• Might not recognize

the off-site

contribution of

employees

• Need to be

reminded to

delegate

tasks and

responsibilities

• Multi-tasking abilities

can be construed as

rude

Communication • Feedback is not

necessary, but they

want to know that

they have made a

difference

• Documented

feedback on a yearly

basis is sufficient

• Frequent, honest

feedback to know

they are on the

right track

• Immediate feedback

that tells them what

they are doing right

or wrong

Source: Lynne C. Lancaster and David Stillman ‘When Generations Collide: How to Solve the Generational Puzzle at Work’, 2002

Inter-Generational Differences

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Multi-generational work environments can breed misunderstanding,

conflict, and can compromise growth

Each generation has its own characteristics; different values and

workplace concepts (Eg. Work-life balance, loyalty, teamwork) are

understood differently

But different doesn’t mean deficient

Multi Generational workplaces can be a source of positive challenge,

opportunity, and significant growth if managed effectively

Hence, it is increasingly important to know how to bridge inter-

generational differences at work

Why are Multigenerational Differences

an Issue?

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Findings according to a study, commissioned by the Tripartite Alliance for Fair Employment Practices (TAFEP):

• Employees aged 30 and above, particularly the older ones, have the most difficulty working with colleagues belonging to Gen Y – those aged 29 and below

• Conversely, Gen Y employees have fewer difficulties working with older colleagues

• Managers should be sensitive towards (inter-generational issues) as today’s workforce becomes increasingly diverse

Intergenerational Conflict

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The quarterly Hudson Report, found 62% of 450 local respondents had trouble managing staff aged 30 and under, as they felt these Gen Ys have unrealistic job expectations and are too impatient.

Executives polled also believed that Gen Y employees lack loyalty, need constant attention and have little respect for authority.

Despite that, employers across all industries still realised the importance of not only retaining top Gen Y talent, but also developing them.

Source: http://jobs.sg.hudson.com/documents/Hudson_Report_Q4_2011_-_Singapore.pdf

Gen Y: Can’t work with or without them

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http://jobs.sg.hudson.com/documents/Hudson_Report_Q4_2011_-_Singapore.pdf





• The Linkster Generation (those born after 1995) is the one just entering the workforce now. Like any other generation, it brings its own mindset into the workforce. Linksters primarily work part-time while attending school

• They are called Linksters because no other generation has ever been so linked to each other and to the world through technology

• Their struggles in the work environment are tied to their youth and inexperience

• Tips for Managing Linksters:

– Get them into a routine that they can master

– Provide them with fun and engagement to hold their attention

– Reward them often and correct them immediately when they need it

Source: Generations, Inc., by Meagan Johnson and Larry Johnson. 2010, AMACOM.

Gen Z or The Linksters 11

Copyright @ 2012 IPMA Asia Pacific 12


• Profitability

• ROI

• Cost Optimisation

• Employee Satisfaction

• Employee Loyalty

• Company Policies

• Rewards and Flexibility

• Culture, Espirit De Corps

• EQ/EI Competencies

• Managerial Skills

• Leadership Styles

Organisational Results

Employee Engagement

Organisational Climate

Leadership Effectiveness

Customer Loyalty • Customer Satisfaction

• Service Value/

Relationship

Engaging Multigenerational Team

Reference: Sattar Bawany, “Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-Generational Workforce” Singapore Business Review, 1st November 2011, http://sbr.com.sg/hreducation/commentary/ways-achieve-incredible-organizational-success-0

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Emotional Intelligence, also called EI and often measured as an Emotional Intelligence Quotient (EQ), describes an ability, capacity, or skill to perceive, assess, and manage the emotions of one's self, of others, and of groups.

“The diversity of… generations provides a unique opportunity for knowledge sharing. But because employees in the various age groups may not naturally interact with each other on a daily basis, you may need to make a concerted effort to facilitate collaboration.”

- Katherine Spencer Lee

Emotional Intelligence (EI) & EQ

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“The capacity for

recognising our own feelings

and those of others, for

motivating ourselves, for

managing emotions well in

ourselves and in our

relationships.”

Dr Daniel Goleman, Psychologist

‘Working with Emotional Intelligence’, 1998

Emotional Intelligence Quotient (EQ)

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Scenario of Multigenerational Conflict:

You are a Baby-Boomer Manager in an organization that is trying to encourage respect for racial and ethnic diversity. You overheard a Gen Y employee telling both sexist and racist jokes. What do you do?

A. Ignore it – the best way to deal with these things is not to react.

B. Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated.

C. Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization.

D. Suggest to the person telling the joke he go through a diversity training program.

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The most emotionally intelligent answer is C. The most effective way to create an atmosphere that welcomes diversity is to make clear in public that the social norms of your organization do not tolerate such expressions. Confronting the behavior privately lets the individual know the behavior is unacceptable, but does not communicate it to the team. Instead of trying to change prejudices (a much harder task), keep people from acting on them.

A. 0 Points – Ignore it - the best way to deal with these things is not to react.

B. 5 Points – Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated.

C. 10 Points – Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization.

D. 5 Points – Suggest to the person telling the joke he go through a diversity training program.

Answer for Scenario on The Sexist &

Racist Joke by a Gen Y Employee:

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1. Look at the generational factor

2. Consider the generational values at stake

3. Air different generations' perceptions

4. Find a generationally appropriate fix

5. Find commonality and complements

6. Learn from each other

Source: http://www.baselinemag.com/c/a/IT-Management/Five-Steps-to-Resolving-Workplace-Conflict-521241/

Tips on Resolving

Intergenerational Conflict

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http://www.baselinemag.com/c/a/IT-Management/Five-Steps-to-Resolving-Workplace-Conflict-521241/
















Conclusion

• It is important to consider generational differences when dealing with conflict at the workplace

• Understanding where the individual is coming from and leveraging on emotional intelligence competencies will ensure a harmonious and productive workplace as well as more conducive organisational climate

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If you do tomorrow what you did yesterday

Your Future is History……………

If you do tomorrow what we’ve covered today

Your Future is Historic!!!

Final Thoughts……..

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Visit : Source: http://www.youtube.com/watch?v=03o1JZ7c7gI

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Leading a Multigenerational Workforce

http://www.youtube.com/watch?v=03o1JZ7c7gI




Social Media Contacts

Email: [email protected]

IPMA Website: www.ipma.com.sg

EDA Website: www.executivedevelopment.com

LinkedIn: www.linkedin.com/in/bawany

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Twitter: www.twitter.com/IPMA_Singapore

For Articles, please visit: http://www.ipma.com.sg/publications.php

and ‘Like’ IPMA Facebook www.facebook.com/ipma.singapore

Further Dialogue

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http://www.ipma.com.sg/

http://www.linkedin.com/in/bawany

http://www.facebook.com/ipma.singapore

http://www.twitter.com/IPMA_Singapore

http://www.ipma.com.sg/publications.php

http://www.ipma.com.sg/publications.php

http://www.facebook.com/ipma.singapore

Download - IPMA Key Note Presentation on 'Making Generational Differences Work with EQ' 30 October 2012

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