Entries tagged with “Gen Y in the workplace”.
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Thu 2 Feb 2012
Posted by Alicia under 21st Century Leadership, Alicia Blain, C-Suite, C.A.R.E. System of Leadership, CEOs, CIO, Corporate Change, Creativity, Employee Retention, Gen Y, Gen Y in the Workplace, IT, Innovation, Leadership, Leadership Tips, Leading a new workforce, Management, Managing Teams, Millenials, Millenials in the workplace, Millennials, Millennials in the workplace, Technology, Training & Development
Quote: “You can’t lead without imagination” ~ Seth Godin in Tribes: We Need YOU to Lead Us
Imagination is seriously lacking in today’s corporate environment. We are knee deep in a status quo that no longer serves us and that in many ways, makes us mediocre. To change that, we need to spark imagination in all our employees. But first, we must spark it in ourselves as team leaders. To create the spark you need to embrace experimentation. I’m not talking about creating a department or a committee to look into experimentation. I mean changing the way you lead your team so that experimentation is always encouraged and rewarded. When an idea doesn’t work out, it isn’t perceived as failure but as a learning experience that enriches the team and the lesson learned can be utilized to fuel the next experiment.
Experimentation is the final but core concept in the C.A.R.E. System. It is what ties it all together. In these posts, I have showcased Starbucks and its CIO to illustrate the key principles behind the C.A.R.E. System. At the very core of Gillett’s success was his innate acceptance or need to experiment. None of the examples would have been possible if Gillett had not embraced experimentation. Let’s recap all the ways he experimented:
- When he took on more responsibility in the face of daunting IT problems that needed resolution
- When he went to work at a Starbucks retail store, not knowing what he’d find or how he would do,
- When he showed the Executive team a live simulation highlighting the shortcomings of their existing POS system
- When he proposed the new business unit called Digital Ventures,
- When he chose an entrepreneur to run the new business unit,
- When he made IT and Marketing equally responsible for the new business unit
- When he asked employees for their ideas on making IT better,
- When he let employees select their IT devices,
- When he applied his knowledge of networks to help spark solutions in Starbuck’s retail business.
All of these examples illustrate that Gillett was open to experimentation. He may not have been comfortable with all of it but he chose not to play it safe. At some level, he understood that taking risks was critical to Starbuck’s survival and he, as well as his CEO, faced the challenge and came out ahead. I’m sure that there were ideas that didn’t work out. In fact, the article highlights one. Apparently, Gillett is a big gamer or lover of video games. Actually, he’s a guild master in the online video game called World of Warcraft. That’s a pretty big deal in the gaming community. Instead of playing down that passion, he set up a meeting between the executive teams of Starbucks and Blizzard, the owners of World of Warcraft so they could look into the possibility of doing business together. After all, both companies had a huge fan base and Starbucks needed to find ways to engage customers online the way that Blizzard did.
At the end, the experiment did not end up in a partnership. But all was not lost. The experiment sparked new ideas among the Starbucks executives that led to new offerings for their customers. Embracing a spirit of experimentation almost always sparks the imagination and that leads to more possibilities for innovation.
For companies to be relevant in the future they must make experimentation a core objective for all departments. It needs to be nurtured, rewarded and imbedded into the corporate culture. More importantly, it is a pivotal component if we are to transform the way we lead. Millennials will make up 50% of the global workforce in less than 5 years. As leaders preparing to pass the baton to the next generation leaders, I believe it is our obligation to embrace change and find new ways to lead.
So you may be wondering what happened to Ben and his direct reports? As I dissected the Starbucks case study, Ben was able to see real world examples of C.A.R.E. in action. It sparked their curiosity and an eagerness to try new approaches in their organization as Gillett tried to do in his. Ben, as CIO, made a very important decision that day. He chose not to play it safe. He realized the future required new ways of seeing things and new ways of leading. The Millennials were their new audience not just as employees but as customers. He realized that if transformation was going to happen, it needed to include the Millennials in the workplace. And he was ready.
I’ll end this series by quoting Seth Godin one last time. In Tribes: We Need YOU to Lead Us, Seth writes:
“The safer you play your plans for the future, the riskier it actually is.”
My questions to you are: How safe are you playing your role as leader? What one thing can you do today to get you slightly uncomfortable? What one thing can you do to get to know a Millennial in your workplace?
Like me, you’ll find that staying in your comfort zone as a leader is actually riskier than embracing a little discomfort to prepare for the future. Once you step out of your comfort zone and see all the possibilities that it offers, you’ll wonder why you didn’t do it sooner…
Tue 31 Jan 2012
Posted by Alicia under 21st Century Leadership, Alicia Blain, C-Suite, C.A.R.E. System of Leadership, CEOs, CIO, Corporate Change, Effective leadership practices, Gen Y, IT, Innovation, Leadership, Leadership Tips, Leading a new workforce, Management, Managing Teams, Millenials, Millenials in the workplace, Millennials, Millennials in the workplace, Technology, Training & Development
Quote: “ I don’t think we have any choice. I think we have an obligation to change the rules, to raise the bar, to play a different game.” ~ Seth Godin in Tribes: We Need YOU to Lead Us
Connecting with our employees and customers and adapting our mindset gets us ready to play a different game. But you also need action and to do that you have to be willing to RESHAPE your organization. To Reshape is the third module in the C.A.R.E. System. To visualize just how you can begin to do that, let’s go to our Starbucks example.
Again, Here’s the link to the Information Week article.
Here are 3 examples of actionable steps that Gillett took to reshape his IT team and their reputation.
1. He forced collaboration between teams. In the C.A.R.E. System for Next Generation Leadership, we call this “Letting go of Silos”. Silos are rampant across corporate America and they are innovation and motivation killers for most employees but especially Millennials. One of the key Millennial characteristics is their collaborative spirit. They work best in groups and the more you mix up the group the better. Imagine their surprise when they show up for work and see that business units barely interact with one another and they certainly don’t share and collaborate very much. In his pitch for a new business unit, Gillett forced the collaboration of the IT and Marketing teams. Talk about silos that don’t normally have much in common. The new unit was called Digital Ventures and Gillett hired an entrepreneur to run it instead of a corporate type. Now that’s playing a different game.
2. He let the employees choose their technology and propose new ideas. At a time when so many IT shops are still fighting the consumerization of IT here is a company that allows their employees to select from a wide assortment of technology, from Macs to PCs to smartphones to get work done. To be completely fair, the article did say that Starbucks modeled their Tech Café after the Apple Store. That brings up a good point. We should always be scouting the market for techniques that work for others and how they can be customized for our specific organizations. What I liked the most was that they welcomed feedback from the employees on all things concerning IT. In the C.A.R.E. System, we call that IT Advocacy. Millennials are the first generation of workers that actually want more technology than what currently exists in the workplace. No matter what team they work for, they can be invaluable to an IT Dept. But IT has to take the first step and request their help and then be open to the suggestions given. As IT Advocates, Millennials can be a wonderful test group for any new product, process, or upgrade that the IT Department is considering. If done properly, IT Advocates can be a great extension of the IT Department. As IT partners, they also create a great fan base for IT in the company.
3. Applying expertise from an unrelated field to solve a different problem. Gillett had little retail experience before working at Starbucks and according to the article he had never worked on the scale of a Starbucks. But he had worked for companies with big networks like Yahoo. Instead of disregarding that experience, he leveraged it to understand the retail giant and apply that seemingly unrelated experience at Starbucks. Gillett is quoted in the article as saying: “[…] big Internet, like Yahoo, had solved a lot of the technical challenges that big retail had yet to solve… If you think of all your stores like nodes on a network, and all your resisters as computers rather than cash registers, you can start to manage and deploy […] like Yahoo would a server farm […]” Many examples exist in business of how breakthrough ideas and products are discovered when a solution that worked in a completely unrelated field is applied to solve a different problem.
Sometimes, organizations are too narrow-minded in how they view and value experience. Perhaps an employee in your team has expertise in solving problems in another field that can be the breakthrough idea you need to solve a problem. You’ll never leverage that unrelated expertise if you don’t know about it or you don’t support it or you don’t find an outlet to try it out. Experimentation is the subject of our last post in the series and a pivotal one for transformation to occur.
Thu 26 Jan 2012
Posted by Alicia under 21st Century Leadership, Alicia Blain, C-Suite, C.A.R.E. System of Leadership, CEOs, CIO, Corporate Change, Creativity, Effective leadership practices, Employee Retention, Gen Y, IT, Innovation, Leadership, Leadership Tips, Leading a new workforce, Management, Millenials, Millenials in the workplace, Millennials, Millennials in the workplace, Technology, Training & Development
Quote: “What they needed was a leader to bring the organization to a new audience in a new way.” ~ Seth Godin in Tribes: We Need YOU to Lead Us.
If you’re not quite sure why Millennials are an organization’s “new audience”, I invite you to read through some of my past blogs to get a thorough understanding of this unfamiliar group. As leaders, we won’t be able to really reach that new audience unless we are willing to create a new way or at the very least question our existing way to see if it will work going forward.
That’s why it’s so important for us to ADAPT and find a new way so our next generation employees are engaged and productive in our teams. ADAPT is the second module of the C.A.R.E. System for Next Generation Leadership and it’s an important one because it has to do with a leader’s state of mind. ADAPT is all about mindset and getting comfortable testing your boundaries.
So what specific things can we do to ADAPT our leadership style? Let’s look at the Starbucks case study for ideas. As the new CIO, Gillett embraced 3 things that got him out of his comfort zone and ready to ADAPT and find a new way to lead his IT team.
Again, Here’s the link to the Information Week article.
1. He was curious and courageous. The article quotes Starbucks CEO Howard Schultz as saying that Gillett “had an insatiable curiosity and wasn’t afraid of pursing big, bold ideas.” Curiosity and courage are key components of the C.A.R.E. System. To change and adapt to a new way of doing things and of leading is not easy. You are fighting yourself and those in the organization that want to keep the status quo alive. Without being inherently curious, asking lots of “why do we do it that way” questions and being willing to fight the good fight, it is very difficult to ADAPT and give your new audience – the Millennials – a new way.
2. He asked for even more responsibility. In early 2009, Gillett has been in Starbucks for just one year and realizes he inherited what can only be termed an IT nightmare. At the same time, Starbuck’s new CEO, Howard Schultz,asks the company executives to give him ideas on how to turn the company around. He urges them to think outside their corporate functions. Does Gillett ignore his boss’ request because he legitimately reasons he already has too much on his plate? No. He goes ahead and pitches an idea for Starbucks to make a venture capital investment in a new business unit designed to push the company’s mobile and online strategy. That was a gutsy move. Instead of sticking to what he knew and focusing on just that, Gillett saw a rare opportunity to be part of a transformation at Starbucks. It required him to take on more than he probably could chew at that time. He got out of his comfort zone and adapted his mindset to take on a strategic challenge and he succeeded. According to the article, since creating the new venture “Starbucks has become a retail leader in mobile payments”. By stretching yourself and getting uncomfortable you push yourself to try new things. Like a muscle, the more you use it, the more comfortable you become letting go of your status quo.
3. He instilled an entrepreneurial spirit into IT. That’s very rare to see. IT departments in most large organizations these days are all about following the rules, often playing it safe, and saying a lot of NO in the interest of “security”. In the next post, we will see examples of what Gillett did that went against these typical IT practices. The examples were possible because he elected to run IT not so much as a corporate business unit but rather as an entrepreneurial venture. They opened themselves up to try new things. The focus was to address the needs of its customers – both inside and outside the corporate walls. That ultimately showcased IT as an enabler instead of a cop.
In today’s super competitive, global marketplace, organizations that don’t want to fall behind need to be run by leaders that are open to adapting their frame of mind and leadership frameworks to make way for the future. They need to ADAPT and find new ways for their new audience – the Millennials.
Tue 24 Jan 2012
Posted by Alicia under C-Suite, C.A.R.E. System of Leadership, CIO, Corporate Change, Effective leadership practices, Employee Retention, Gen Y, Gen Y in the Workplace, Leadership, Leading a new workforce, Management, Millenials in the workplace, Millennials, Training & Development
Recently, I was conducting a workshop with Ben, the CIO of a mid-size company and his direct reports. The CIO was having trouble holding on to his young workforce. More than that, he really couldn’t figure them out. He brought me so I could help them understand, engage and retain Millennials, those pesky 20-somethings that are now coming into the workplace in droves. Ben’s situation wasn’t unusual. Millennials in the workplace and what to do with them is a very hot topic these days and a real pain point for CIOs and other leaders.
In the meeting, shared my personal “Millennial” journey as a Senior VP of IT in a Fortune 500 company and how I went from total aggravation with Millennials to complete amazement at the contributions they could make in the workplace under the right conditions.
I explained to the group that I was able to make this transformation by creating a lab and putting Millennials in the workplace under the microscope to observe them intently and understand what made them tick. In doing so, I quickly realized that the leadership style and approach I had taken with previous generations of employees were simply not effective with the new breed of 20-somethings. After many experiments – many that worked and some that failed – a pattern began to emerge that clearly showed me that I needed a different framework to get through to these Millennials and capitalize on their unique perspective. I ultimately called the new framework the C.A.R.E. System for Next Generation Leadership. C.A.R.E. stands for Connect, Adapt, Reshape and Experiment.
As I was sharing specific examples of how I began to incorporate C.A.R.E. into my leadership style, Ben, the CIO, raised his hand and asked a great question.
“Alicia, would it be possible for you to highlight examples of specific steps I can take as a CIO to begin to put your C.A.R.E. System into action. Are there any examples out there of CIOs or organizations that you can point to that can help illustrate the key elements of your C.A.R.E. System.
I couldn’t have asked for a better segue way. Ben’s question highlights a need we all have to see and drill down on examples that can help us make necessary and oftentimes uncomfortable changes. The examples help us understand new concepts, demonstrate how the concept was implemented and give us food for thought on how we can incorporate them into our particular work environment.
Ben’s question was refreshing for 2 reasons. The first is that it was a good indicator that he acknowledged that change was necessary. Unlike many leaders, he didn’t think that holding on to the status quo and old patterns was going to solve the problem. He was open to trying new things. Secondly, he accepted responsibility for initiating the change and wanted guidance on how to start.
Over the next four posts, I will share with you the real world case study that I used to show Ben and his direct reports how to exemplify how the core concepts of the C.A.R.E. System can be used to effectively lead Millennials in the workplace .
The organization that will be highlighted in the case study is Starbucks and the person spotlighted is Stephen Gillett, its new CIO.
I welcome you to click here to read a recent article in Information Week written by Chris Murphy that spotlights the Starbucks CIO as the Chief of the Year.
Full disclosure: I don’t know Stephen Gillett personally other than what I read in the Information Week article and he has never heard about the C.A.R.E. System. I am using him in the case study because of specific examples of techniques or approaches that were highlighted in the article. The techniques help me illustrate real world examples of each of the 4 modules in the C.A.R.E. model that I know to be effective when leading next generation workers.
In my next post: we begin look at the Starbucks case study for techniques on how to Connect – the first module in the C.A.R.E. System
Recently I finished reading Seth Godin’s book, TRIBES: We Need You to Lead Us. It’s a quick read and I have been recommending it as a must read for corporate leaders as a starting place to challenge our thinking. In each of my posts, I will be quoting from the book to set the tone for us to be open to change.
In Tribes, Seth writes: “And if you insist on playing today’s games by yesterday’s rules, you’re stuck. Stuck with a stupid strategy. Because the world has changed.”
Change is a constant and our next generation leaders, the Millennials in the workplace, are counting on us to change and leverage their potential.
Wed 9 Feb 2011
Any time there is an opportunity to have Gen Yers share how they feel about their corporate experience, about work or the future of work, my ears perk up. It’s so important to give Gen Yers a way to express their views & it’s even better when it’s done in a collective fashion. That’s why I have to tell you about an exciting opportunity for you, Gen Y, to share the good, the bad & the ugly about work.
Stacey Randall, founder of SBR Consulting, LLC in Charlotte, NC shares my passion for listening to Gen Ys and leveraging the amazing talent you bring to the workplace. Her company is an employee engagement HR consulting firm specializing in understanding generational diversity.
During the month of February, her company is conducting a survey to determine how you, Gen Y, feel about working in corporate America, about future employment decisions, what’s important about work and the future. Much has been said about your generation in the past five to 10 years but has the recession and slow recovery changed your thoughts, perceptions and behaviors in regard to work?
The survey taking place now is actually Phase II of the project. In January, 2010 SBR published their findings from a national survey of Millennials who had been laid off in 2007, 2008 or 2009. To find the results and download the whitepaper visit www.sbrconsult.com & register to get a copy.
In Phase II, you get to weigh in on how you feel about work today & what you want it to look like in the future. It’s your turn to tell everyone what you think instead of letting them tell you what you think or think you should think – .
So here’s the deal: The survey is for Gen Yers only – those born between 1980 & 2000.
Here’s the link: bit.ly/fnN2tF
Don’t worry.. The survey is completely confidential & you won’t get spammed.
The important thing about surveys is the number of people that complete it – the more, the better the results. So feel free to share the link with ALL your friends – the more, the better. Do it today so they can share it with their friends & everyone can give their opinion before the end of the month. The survey will be live through March 1st so hurry…
Don’t miss this great opportunity to share your opinions & make a difference. Take the survey & be counted!
Can’t wait to see what you say as a group… I’m sure it’ll be eye opening !!!