6 Steps to understand Engage and maximize next generation leaders in the workplace Flashcards
(160 cards)
1
Q
In PART TWO, what are the 6 step plan that unleashes the power of your inside-out work?
A
B.R.I.D.G.E: Bust myths Real Deal I own it Deliver value Goals in Mind Empower Success
2
Q
Who are Millennials and how man are in the United States?
A
People born between 1980 and 2000
83 million
3
Q
How many Millennials World wide?
A
2.4 billion wold wide
60 % of the world population
Under the age of 30
4
Q
By what year will millennials become the most significant group of consumers and employment percentage will Millennials reach by that same year?
A
75% of employees and most significant group of consumers by 2025
5
Q
How much do Millennials control in spending
A
$660 billion in spending
6
Q
What is a problem that costs business more than ever?
A
Ability to attract
train
manage
Retain
7
Q
What huge and damaging connection, communication and understanding gap exists between non-millennial and millennials in our workplaces
A
30% of organizations loose 15% or more of millennial workforce annually.
More than 60% leave their employers within 3 years
It costs companies $15,000 to $25,000 to replace each millennial
8
Q
What is a problem that few have a plan for solving?
A
87% of C-suite executives recognize that disengaged employees are among the biggest threats to their businesses
Only 22.9 % of organizations have a plan in place to engage millennials and future generations
9
Q
What is Dan’s Negroni’s Solution
A
Care more to create genuine connections that compel you and everyone who works with and for you to show up every day accountable to one another and focused on results
Work from the inside out to build powerful relationships that bridge the gaps
Shift your mindset to one of positive intent, teaching and learning, shared goals, delivering value, and empowering success.
10
Q
What’s the first step to success?
A
Stop chasing relevance and find it get out of your own way and pay attention.
11
Q
What is the profile of a millennial
A
Days filled with scheduled activities Trophies for everyone on the team Families of all different shapes and sizes Socially connected every minute to everyone Information at their fingertips Multitasking is the norm Center of attention Family technologists
12
Q
Why do millennials voice their doubts?
A
US Economy improved from 2010 to 2015 according to Pew Research Center, young adults living in their parent’s homes increased from 24% to 26%
Those living independently say they will rely on financial support from their families
Many millennials simply cant afford to leave home
They earn less than 18 to 34 year olds did in 1980
They are the first generation who wont do as well as their parents
13
Q
The Pew Study “Millennials in Adulthood” confirms the Wealthfront finding that…
A
19% of millennials say most people can be trusted compared to 31% Gen Xers, 37% of Silents 40% of Boomers.
14
Q
What are Managers Top disconnects/Frustrations with their millennials?
A
- Lack of initiative/problem-solving
- Sense of entitlement
- Overly self-focused
- Too emotional
- Unrealistic advancement goals
- Impatient
- Inability to remain engaged and loyal
- Poor work ethic
- Not taking responsibility
15
Q
MILLENNIALS top disconnects/frustrations with their managers?
A
- Unavailability/too busy
- Lack of timely response
- Lack of positive feedback
- Lack of training/development
- Lack of consistent check-ins
- Lack of communication/transparency/consistancy
- Ineffective business planning
- Lack of trust
16
Q
What do companies need in order to create an engaged, productive workplace that delivers results?
A
Today’s companies need to bridge the gap between their managers’ skills and perception and millennials ‘s skills and needs
17
Q
What is PART ONE?
A
Work from the Inside Out
“Focus on where you want to go; not what you fear –Tony Robbins, Unleash the Power Within
18
Q
None of what we are doing to bridge the gap in this book will work if?
A
we don’t know who we are first
we must first know, understand, and manage how we are perceived in order to manage others
19
Q
What are the five short steps required to know yourself, truly know and care about yourself, the more you’ll be able to truly know, care and connect to people around you and achieve the relationships you need and want?
A
Step 1: Understand the power of RELATIONSHIPS: How you connect
Step 2: Know your STRENGTH: who you are innately
Step 3: Recognize your SKILLS, PASSIONS, and VALUES: what you think of yourself and what you bring to the world
Step 4: Define your PERSONAL BANDSTAMP: who you are an want to be and how you want to be perceived in the world
Step 5: Develop and deliver your STORY: how you present yourself to the world
20
Q
What does completing the five steps in part one allow you to do?
A
Once you successfully complete these steps, you can effectively communicate who you really are and articulate your value in order to connect with others on an authentic level to bridge the gap.
21
Q
What is Step 1 in part one?
A
Understanding the Power of Relationships
22
Q
What is Step 2 in part one?
A
Know Your Strengths
23
Q
What is Step 3 in part one?
A
Recognize your Skills, Passions and Values
24
Q
What is Step 4 in part one?
A
Define your Personal Brandstamp
25
What is Step 5 in part one?
Develop and deliver your story
26
What does every opportunity boil down to?
Whether it is about money, knowledge, power, or love, ultimately every opportunity boils down to interacting with people.
27
Where does building relationships begin?
Building relationships between managers and millennials starts from the inside out
28
How do you build powerful relationships?
Building powerful relationships in the workplace requires that both sides show up every day with resilient mindsets focused on delivering value, personal empowerment and accountability, authenticity, and shared results
29
"What makes a good life"
Robert Waldinger's TED talks, longest study on happiness.
| Clinical professor of psychiatry at Harvard Medical School Director of the Harvard Study of Adult Development
30
What are Robert Waldinger's three lessons
1. Social connections are really good for us and loneliness kills.
2. People who were the most satisfied in their relationships at age fifty were the healthiest at age eighty
3. Good relationships don't just protect our bodies, they protect our brains
31
What did Waldinger say about today's millennials and their life goals?
Today's millennials and their life goals, in which 80% said they wanted to be rich and 50% wanted to be famous. Turns out the young adults of 1938 said the same thing.
32
What tool does Dan Negroni recommend to find your strengths?
Clifton Strengthsfinder.
DiSC Profile
Myers-Briggs Type Indicator (MBTI)
Wealth Dynamics Profile Test
If none are available, dig deep inside and write down what you see as your top 5 strengths. show them to others and asked family friends, colleagues, and associates you trust to list what they think your top five strengths
33
Whats the reason we do strength assessments?
The reason we do strength assessments is to help you kick ass the right way.
Becoming an ass kicker and being able to kick ass are privileges not rights.
34
What do you need to ask yourself to kick ass
What can I do to leverage my strengths and kick more ass for my people, teams, company, partners, clients, customers--everyone I touch on a daily basis?
1. Where do I kick ass?
2. I could kick more ass if?
3. Where do I wish I kicked ass?
35
What's a quote some attribute to Einstein but is actually just a self-help line from the 1970's?
"Everybody is a genius. But if you judge ea fish by its ability to climb a tree, it will live its while life believing that it is stupid."
36
Why don't you apologize for who you are because you can't be who you are not?
What is even more stupid is being a fish and thinking you can climb a tree. Maybe you are terrible at something because you are working from a point of weakness rather than strength.
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Step 3 Recognize your Skills, Passions & Values
Skill is something that we have that others would value or that gives value to others, (As opposed to strengths which are natural predispositions or attributes). Skill you have to actually learn, develop, hone, or have experience in doing that provides benefit.
38
What does a skill answer about your value which by human nature is?
What's in it for me? (WIFM)
| That's what other people think when they ask you about your skills
39
How do you articulate an attribute as a skill?
You need to think beyond yourself and change WIFM in you mind to "What's in it for them?" WIFThem.
40
What is "What's in it for them??
You must actually be other-directed for your skills to connect to others. Make What's in it for me about them.
41
What does it mean to WIFthemize your organization?
Other-directed skills
Ensures that those skills not only are being communicated the right way but to clarify what your offer customers and clients but are also authentically aligned with your personal skills to connect with others and get results of your business
42
What was Google's Project Oxygen?
2009 initiative to identify what the best Google mangers do, in order to teach their techniques throughout the company.
43
What were the eight things from Google's Project Oxygen that great managers do and ranked them in order of importance?
1. Be a good coach
2. Empower your team and don't micromanage
3. Be interested in team members' success and well-being.
4. Don't be a sissy; be productive and results-oriented
5. Be a good communicator and listen to your team
6. Help your employees with career development
7. Have a clear vision and strategy for the team
8. Have key technical skills so you can advise the team.
44
What is Zappos 10 Family Core Values to live by?
1. Deliver WOW through service
2. Embrace and drive change
3. Create fun and a little weirdness
4. Be adventurous, creative, and open-minded
5. Pursue growth and learning
6. Build open and honest relationships with communication
7. Build a positive team and family spirit
8. Do more with less
9. Be passionate and determined
10. Be humble
45
How did the Marine in Chasing Relevance change his thinking?
I'm here to serve others and I need to think about serving others and providing value to them instead of just being a sales person.
46
Step 4: Brandstamp what does that mean?
Are about who you want to be, how you want to be perceived in the world, and whether or not you deliver your brand.
47
In Step 4: Brandstamp, what are the two parts?
Part One: find your Brandstamp Words, find three words that define your personal value and how you want to be perceived by the world.
Part Two: Field Test your Brandstamp words; test how well they are aligned with views people you know have of you.
48
What is essential foundation for telling your story and any story which gets told through its culture, people, and the way it presents itself and treats its customers?
When people see you as you see yourself, you are succeeding in conveying your value.
49
What is step 5?
Develop and Deliver your story.
50
Technology has made the expectation of speed incredibly disruptive, we have gained a lot but what have we lost?
- We have lost the "friggin stories."
- The one-on-one interactions and the deep bonds that came with them, which have tied us together since the beginning of time and have defined the intersection of history, family, business, youth and experience.
51
Business needs to be in what?
Need to be in the story business instead of the cure business.
52
What does it mean "we cured; for all kids who need to learn and don't?"
Blocking the ability of daughters and sons tell their own stories and create real-deal relationships.
53
What does the author find ironic about the world created?
we have created a world that has gradually devalued or eliminated our ability to tell stories, considering that the current trend in retail and customer service--and what resonates with millennials--is all about stories.
54
What do you need to understand to connect with others?
You need to understand your own strengths and delivery your own story to be able to connect with and provide value to others.
55
What does the author say about stories?
-The more authentic, the more we connect and stay loyal
56
As a nation what must we get back to?
need to get back to storytelling about us, owning and sharing our stories to create deep and genuine relationships that bind and fulfill us.
57
What doe stories do?
Build connection with your employees and customers.
58
What can you achieve by delivering your story well?
1. Build that elusive trust with others that makes you credible and gets them to "lean in."
2. Connect and create common ground with your employees on a deeper emotional level.
3. Communicate value, defining and giving meaning to the journey you are on.
4. Show wisdom and humility
5. Persuade and inspire action
59
What is a "drive-by," tool?
momentary opportunities to seal the deal.
60
What are some tips to telling the right stories?
1. When choosing your story, first take the temperature of the room, where you are and who your audience is
2. Ask yourself: What does my audience need? Who are they? What can I do to get closer by sharing something in common or a that moment that will get my audience to lean in?
3. What is special about you and them together at that moment?
4. Key it to use all you've got to make sure it is fresh and real.
61
For building and maintaining relationships require?
To tell our stories.
62
For "speedcoaching," around story telling with what three simple questions?
1. Who am I?
2. What is my experience?
3. What value do I bring?
63
What are simple ways to channel the energy of the story you create and deploy to bridge the gap with your people?
1. Use yourself as an example when talking with the team.
2. Tell a story that creates common ground abut the work at hand.
3. When team members are struggling, invest in them.
64
What does the author say about telling your story all at once?
Telling it all at once is what I call puking on someone for three minutes straight, Please don't do that.
65
B: Bust Myths,
what statements about millennials ring mostly true or mostly false?
1. Sense of entitlement and expect everything now
2. Lazy and don't want to work hard, life balance more important than hard work
3. Disloyal and jump ship if they are not engaged or growing
4. Need feedback al the time
5. Different career goals from non millennials
6. Want everything digital
7. Don't deal well with authority
66
B: Bust Myths,
What are statements about NON-millennial managers ring mostly true or mostly false?
1. Obey the Golden Rule, "I've got the gold, I make the rules."
2. Only in it for the money
3. Inflexible and don't like change
4. So NOT tech savvy
5. Don't care about their teams or people
6. Afraid of nontraditional approaches
7. Willing to trade the pursuit of true passion for stability.
67
What must we do to get away from these assumptions and bust myths on both sides?
1. Breakthrough generational stereotypes
2. Understand and value different value different work styles
3. Focus on and assume positive intent
68
What must we STOP and START doing to lead millennials?
STOP placing anyone in one box
| START engaging millennials to take advantage f their strengths and see how they can complement yours.
69
To understand and value different work needs, values and styles what three things can you ask yourself?
1. What makes each generation/person tick?
2. What does each generation/person need/prefer?
3. How can you leverage the strengths of each?
70
Management Style
Supervisors: Command and Control Management Style
Millennials: Active, involved leadership
71
Work Style
Supervisors: Individually focused
Millennials: Collabrative
72
In Formation in Take
Supervisors: Manage flow of information
Millennials: Unstructured flow of information
73
Extrinsic Motivation
Supervisors: Job Security
Millennials: Employability/ capability
74
Viewpoint
Supervisors: Work=income
Millennials: Work=income and personal enrichment
75
Enviornment
Supervisors: Structured
Millennials: Flexible
76
Perspective
Supervisors: Inward looking
Millennials: Outward looking
77
Influence
Supervisors: Through organization, position
Millennials: Through networks, communities
78
Feedback
Supervisors: Standard performance reviews, hard to deliver
Millennials: Want it 24/7/365 hard to take
79
Information Access
Supervisors: Need to know basis
Millennials: Transparency
80
Celebrate
Supervisors: Infrequent
Millennials: Critical
81
According to Jean M Twenge professor of psychology at SDSU what does she say about "Me time," for millennials?
Want things to have meaning, so they constantly search. Previous generation thinks they are lazy and dont want to do the work they did--True. They do want to work just dont want to compromise who they are.
82
What are millennials not very good at?
Communication.
83
What is a statement to help millennials hone and develop their skills if work is subpar?
"Hey, you did a really crappy job on that assignment. Let me show you how to do it better."
84
In part two of B: Busting Myths what should you be focused on?
Assume Positive Intent (API).
85
What is API
Practice the act of understanding through communication.
86
In B; Busting Myths
How do you make it Happen?
1. Breakthrough generational stereotypes
2. Make an effort to understand and value different work needs, values, and styles.
3. Focus on an assume positive intent
87
What can you do tomorrow to "break through and break through myths and start assuming positive intent?
Remember, One size does not fit all
88
Mexican spiritual teacher, Don Miguel Ruiz in his book The Four Agreements what are the four larger pictures of unconditional human faith?
1. Be impeccable with your word
2. Don't take anything personally
3. Don't make assumptions
4. Always do your best
89
What must you do after API?
Communicate and Act
90
Is ambition, even if over the top always a sign of disrespect?
Millennials want to be told they are doing well. They can come off as being pussy or entitled or as poor manners--it is.
But it does not mean they are confident.
What they really saying, is they want a boss Genuine Support that will give them confidence to succeed.
91
What are millennials into?
Self-discovery
92
What is communication?
It is the challenge and the soulution
93
How do you get out of your own way and knock down walls of preconceived notions?
Its all about Busting Myths by shifting to a mindset that puts positive intent into Action Intent.
94
Focus on ASSUME POSITIVE INTENT (API) by replacing what words?
"BUT," with "And" collaborate to create solutions.
95
R: Real Deal
Create real-deal authentic, caring relationships with your team.
96
R: Real Deal
How do you make it happen?
1. Connect authentically and care more
2. Share yourself
3. Know the power of the question
4. Show gratitude
97
What does it mean to connect?
Its not just about what you do. Its about who you are.
98
What does it mean to share yourself?
Sharing equals connecting: Sharing must be the rule, not the exception--it shows vulnerability.
99
Why is Vulnerability essential?
Allows our stories and experiences to shine as we share
100
In R: Real-Deal what must we stop and start doing?
STOP making excuses for not spending enough time thinking about and connecting to your people
START being genuinely interested in an showing respect for your team members as people
101
In R: Real-Deal,
What are the three steps in SHARING YOURSELF?
1. Learn
2. Give it time
3. Actually Listen to the Answers
102
What are the do's and don't of active Listening Behaviors?
Do's-- Don'ts
-Keep Quiet -Give advice
-Lean in--ears, eyes, heart -Assume or judge
-Pay attention to body -React emotionally
language and emotions
-Seek to understand -Be planning your
paraphrase back response
-Ask open-ended -Ask leading questions
question to learn more
103
What does it mean to Know the Power of the Question?
Question asking takes us off our mark, down from our soapbox, away from our self-centered ways.
104
What are the 5 rules for tough conversations
1. Identify the problem
2. Attack the problem, not each other
3. Listen to others points of view and acknowledge them
4. Focus on organizational goals and objectives
5. Listen as an ally to strategize for success.
105
What is "hublebragging?"
Subtly letting others know about how fantastic your life is while undercutting it with a bit of self-effacing humor or woe-is-me gloss.
106
What are the two most powerful words in the workplace?
Thank you.
107
What are the 4 steps of the Power Thank You?
1. Timely
2. About them
3. Specific
4. Personal, real, and connective
108
What are the 5 ways to take the THANK-YOU challenge everyday?
1. Identify who
2. Express real, personal meaningful gratitude
3. Then them with specifically crafted bullets
4. Do it NOW
5. Swing for the fences.
109
I: I own it
Own personal responsibility and accountability to drive results
110
How do you make
I: I own it happen?
1. Operate from your foundation
2. Choose your mindset
3. Take personal accountability
111
What's a line Negroni uses all the time for I: I own it?
If you want change and want to change, clean your side of the street first.
112
What does Negroni mean by "cleaning?"
Is about owning your own shit before asking someone to own theirs.
113
What is the first thing you have to ask yourself in I: I own it to make things better?
What am I going to do to change and address this problem or situation?
114
What are the 3 steps to "Own it?"
1. Operate from your foundation
2. Choose your mindset
3. Take personal accountability
115
What do good relationships depend on?
Recognizing that we are the source of our problems
116
In I: I own it
what 5 questions should you ask yourself without judgment?
1. Why was I frustrated?
2. Who was I blaming and why?
3. What could have I have don to fix the situation or address the issue?
4. Who did I need to help me?
5. How can I make solutions happen?
117
In I: I own it
what do you need to lead in a positive way nut just by API?
1. Learning opportunities
2. what is learned or gained
3. what can be done differently
4. Ways they can better support their team
118
In I: I own it
holding yourself accountable and holding everyone to those standards what should you ask?
1. Are we on the right track?
2. Do we have the right people?
3. Are we achieving our goals?
4. Do I need to change anything?
5. Am I in the way?
119
D: Deliver Value
Serve and provide value to others every day. Make it about them 24/7 and deliver value through those relationships.
120
In D: Deliver Value Do you Make it Happen?
1. Be the right kind of giver
2. Shift to mentor
3. Make it about others
121
In D: Deliver is about answering one essential question, what is that?
How do you connect, mentor, lead, motivate, engage, and add value to those around you?
122
In D: Deliver how often does a typical office worker get interrupted?
Every 11 minutes and more than 100 emails a day
123
In D: Deliver how many texts does a the average millennial get per day
181 texts per day, up from 110 in 2011.
124
In D: Deliver how many words a day does an average millennial receive?
100,000 per day an increase of 350 percent since 1980.
125
Who wrote the book Give and Take?
Wharton School professor Adam Grant
126
How many types of people are out there and what are those types of people?
1. Givers
2. Takers
3. Matchers
127
Who are Takers?
Takers have on simple modus operandi: get as much possible from others
128
Who are Matchers?
Matchers hate takers and make it their mission to tak takers down. "Quid pro quo."
129
Who are Givers?
Give something without expecting or taking something in return.
130
Who does Grant say are the highest performers and most successful in life and why?
Givers
Tow major forces: relationships and motivation.
Givers build deeper and broader connections
A Third reason: Learning builds knowledge and facilitates giving
131
In D: Deliver Value, to deliver value and enable it what must other shift to?
Giver Leadership
132
In D: Deliver Value what is "Giver Leadership?"
By asking:
1. How does my role add value
2. How do I deliver value internally to my employees and externally to my partners
3. How man "I's" do I use as opposed to "we's" in my emails.
133
According to Grant who are the highest performers and mos successful in life but also the lowest performers and least successful in life?
Givers. They're overrepresentedat both extremes.
134
What is the best way to be the right kind of Giver Leader?
Assertive Giver and lead from your strengths
135
In D: Deliver Value as mentor what is your duty?
You have a duty to coach, teach and mentor to help next generation leaders learn and grow
136
What must you understand about mentoring millennials?
Experience equals value and mentoring give them that experience. The want capability no employability.
137
Of the three Giver, Taker, and Matcher, which one naturally mentors?
Givers
138
What must you do to get your people out of their comfort zone?
Push and pull together to connect and challenge yourself and your millennials to create and innovate
139
HOW do you get people out of their comfort zones by pushing?
Push:
1. Creating stretch opportunities for employees to learn, grow and maybe even fail
2. Collaborating
3. Encouraging employees to "lean in."
140
HOW do you get people out of their comfort zones by pulling?
Pull:
1. Building an environment that encourages questioning in the status quo, identifying new solutions, and allowing time for the creative flow of ideas
2. Being willing to encourage entrepreneurship through experimenting and exploring those ideas
3. Rewarding curiosity and informed risk taking--accepting and redirecting failure
141
G: Goals in Mind
Create alignment around shared goals and priorities to increase engagement and trust
142
How do you create meaningful goals and Make it Happen?
1. Have a shared vision and shared goals
2. Lead with transparency and purpose
3. Measure to create results
143
What is important of Individual and company goals?
Must be aligned and shared
144
In the book by Edwin Locke and Gary Latham "New Directions in Goal-Setting Theory, what works best?
Big goals work best when alignment between an individual's values and desired outcome.
145
In G: Goals in Mind, what questions should you ask?
1. Do you define and share goals and strategy to create alignment and trust?
2. Do you know how goals tie into individual strengths and responsibilities and core values that create meaningful shared purpose?
3. Do your millennials know, understand, and contribute to the company's strategy and goals and the results needed/required?
4. Does everyone understand their role in achieving the goals?
5. What can you do tomorrow to create alignment around shared goals between the company, the team, and individuals?
146
What exercise is recommended to be done daily for G: Goals in Mind?
"Connect the Dots"
147
What is the first goal of "Connect the Dots exercise?
Answer the question: How does what I do help achieve the company's goals?? Why am I important to the company?
148
Why do we move from SMART goals to meaningful goals?
To increase engagement and trust among your employees and your clients
149
What is the example of the LAZ Parking?
Small business parking cars CEO Alan Lazowski:
| the success of their services and company comes from one thing--People.
150
What does Negroni in G: Goals in Mind mean when he says BHAG?
Big Hairy Audacious Goals
151
E: Empower Success
Empower your culture and employees to drive results
152
Who is Mary Johnson?
Negroni took her Culture Course when he started his job in the auto business
153
How do you Make E: Empower Success Happen?
1. Focus on individual growth
2. Pave the road
3. Give "Feedback 365."
4. Recognize and celebrate
154
How do you create a system to assess and leverage strength by?
1. Aligning tasks with employee competencies
2. Creating systems to identify high potential employees and challenge them
3. Focusing on and helping employees develop their strengths
4. Creating growth opportunities for high flight risks.
155
In E: Empower Success, what should you ask yourself?
Are you the leader your millennials need you to be to empower success and build trust.
156
For the "Feedback 365," what is the Give of Feedback?
Give:
1. Ask permission
2. Be a giver leader--have their back
3. Ask great questions, seek to understand
4. Appreciate their efforts
5. Align with goals and results
6. Give support/ stories/ examples
7. Lose the "back in my day"
8. Check in/ drive by / huddle on progress and improvements
157
For the "Feedback 365," what is the Take of Feedback?
1. Practice active listening skills
2. Lose defensiveness and judgment
3. Ask for specific examples
4. Paraphrase back and be empathetic
5. Thank them for feedback
6. Focus on "cleaning your side of the street."
158
In using all the skills you have developed in BRIDGE what do you ask yourself?
1. Is it really about them?
2. Is it better for them to change or me?
3. Is my purpose clear?
4. Is the feedback only short term release?
5. Is it accepting of others?
6. Is my intent clear?
159
When having tough conversations adhere to the following rules?
1. Let go of the past
2. Sticks to facts
3. Use the power of the question
4. Be constructive
5. Be firm
6. Explore solutions
160
What is the commitment plan?
Start, do, be, repeat
