1. Making Generational Differences Work with Emotional Intelligence Prof Sattar Bawany Strategic Advisor, Asia Pacific International Professional Managers Association (IPMA) 29-30 October 2012 Hilton Kuala Lumpur Hotel, Malaysia Copyright @ 2012 IPMA Asia Pacific 2. Are You a Tiger or a Deer? Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed. Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death. It doesnt matter whether you are a tiger or a deer: when the sun comes up, youd better be running.. Copyright @ 2012 IPMA Asia Pacific 2 3. Who We Are 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 Copyright @ 2012 IPMA Asia Pacific 3 4. 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. Copyright @ 2012 IPMA Asia Pacific 4 5. Present Day Workforce 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 Copyright @ 2012 IPMA Asia Pacific 5 6. 6 Copyright @ 2012 IPMA Asia Pacific Source: The Straits Times, Singapore 8 April 2010 7. Inter-Generational Differences Traditionalists (Born before 1946) Potential Challenges Perception Communication Baby Boomers (Born 1946-1964) Reluctant to buck the system and speak up when they disagree Uncomfortable with conflict Despise workers who appear to jump ladder rungs without paying their dues Might not be as conscious to issues on cross culture Feedback is not necessary, but they want to know that they have made a difference Gen X (Born 1965-1980) Uncomfortable with conflict Sometimes put process ahead of results 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 Documented feedback on a yearly basis is sufficient Gen Y (Born after 1980) Skeptical Distrust authority May not be attracted to leadership positions Need to be reminded to delegate tasks and responsibilities Multi-tasking abilities can be construed as rude Frequent, honest feedback to know they are on the right track Immediate feedback that tells them what they are doing right or wrong View changing jobs as a natural process Likes to instill a sense of play and fun in the work Source: Lynne C. Lancaster and David Stillman When Generations Collide: How to Solve the Generational Puzzle at Work, 2002 Copyright @ 2012 IPMA Asia Pacific 7 8. Why are Multigenerational Differences an Issue? 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 doesnt 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 intergenerational differences at work Copyright @ 2012 IPMA Asia Pacific 8 9. Intergenerational Conflict 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 todays workforce becomes increasingly diverse Copyright @ 2012 IPMA Asia Pacific 9 10. 10 Gen Y: Cant work with or without them 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 Copyright @ 2012 IPMA Asia Pacific 11. 11 Gen Z or The Linksters 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. Copyright @ 2012 IPMA Asia Pacific 12. Copyright @ 2012 IPMA Asia Pacific 13. 13 Engaging Multigenerational Team Organisational Results Profitability ROI Cost Optimisation Customer Loyalty Customer Satisfaction Service Value/ Relationship Employee Engagement Employee Satisfaction Employee Loyalty Organisational Climate Leadership Effectiveness Company Policies Rewards and Flexibility Culture, Espirit De Corps EQ/EI Competencies Managerial Skills Leadership Styles 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 Copyright @ 2012 IPMA Asia Pacific 14. Emotional Intelligence (EI) & EQ 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 Copyright @ 2012 IPMA Asia Pacific 14 15. Emotional Intelligence Quotient (EQ) 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 Copyright @ 2012 IPMA Asia Pacific 15 16. 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? 16 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. Copyright @ 2012 IPMA Asia Pacific 17. Answer for Scenario on The Sexist & Racist Joke by a Gen Y Employee: 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. Copyright @ 2012 IPMA Asia Pacific 17 18. Tips on Resolving Intergenerational Conflict 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/ Copyright @ 2012 IPMA Asia Pacific 18 19. 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 Copyright @ 2012 IPMA Asia Pacific 19 20. Final Thoughts.. If you do tomorrow what you did yesterday Your Future is History If you do tomorrow what weve covered today Your Future is Historic!!! Copyright @ 2012 IPMA Asia Pacific 20 21. Leading a Multigenerational Workforce Visit : Source: http://www.youtube.com/watch?v=03o1JZ7c7gI Copyright @ 2012 IPMA Asia Pacific 21 22. Further Dialogue Social Media Contacts Email: sattar.bawany@ipma.com.sg IPMA Website: www.ipma.com.sg EDA Website: www.executivedevelopment.com LinkedIn: www.linkedin.com/in/bawany Facebook: www.facebook.com/ipma.singapore 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 Copyright @ 2012 IPMA Asia Pacific 22