Transforming Businesses into Socially Sustainable Systems

Posts Tagged ‘change management’

Are You Ready to Manage Five Generations of Workers?

In Executive coaching on January 11, 2010 at 3:33 pm

This article originally appeared on the Harvard Business Review website. I post it here because of the importance of the topic and the relevance to a workshop we developed at LEVER/edge called “Leading Multi-Generational Teams” that addresses how each generation was shaped, what motivates each generation and specifically how to communicate and manage across the generations.

Does retirement look a little further off now than it did just a few years ago? If you are over 62, odds are you’re putting off retirement at least two to three years, and you may even be planning on working beyond 70. If you’re over 50, and lost 40% or more of your nest egg, you are about twice as likely to delay retirement as those who lost less. According to the World Health Organization, men and women who are healthy at 60 will, on average, be physically capable of working until they are 74 and 77, respectively. Combine these statistics and the newest employees entering the workforce might not be joining their parents or grandparents, they might be joining their great-grandparents.

This translates into a social phenomenon not yet witnessed: five generations are about to be working side by side. They include:

  • Traditionalists, born prior to 1946
  • Baby Boomers, born between 1946 and 1964
  • Gen X, born between 1965 and 1976 M
  • illennials, born between 1977 and 1997
  • Gen 2020, born after 1997

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Constant Transformation Is the New Normal

In Executive coaching on November 5, 2009 at 11:19 am

This article is by Scott Anthony and was originally posted on the Harvard Business blogs. I post it here because transformation is the new normal – it’s what ExecuShift is all about. But the most pithy point of his article is a quote: “Success now requires not just doing it better, but mastering the ability to do it differently.” That’s my focus with executives – how to think differently so that you can act and execute differently.

I picked up an interesting vibe at the Magazine Publishers Association Innovation Conference the other week. For the most part, the industry has had a tough year as it grapples with recession, changing consumer behavior, and a range of disruptive technologies. Yet signs of economic recovery and a sense that the magazine industry could learn from missteps from cousins in the music and newspaper business produced an unexpected sense of optimism.

One point I made in my remarks is that the forces at work in the magazine business — increased competition, rapidly shifting technologies, and emerging disruptive business models — are the forces that are reshaping many parts of the global economy. In other words, the challenges of the magazine industry are the challenges of industry, period.

What does it take to respond to these challenges? I jotted down three thoughts on the train ride back to Boston after the conference.

1. True transformation starts with a deep understanding of the severity of the problem.
There are still some executives who are waiting for things to return to “normal.” It’s not going to happen. Constant change is the new normal. I told the audience my belief is that the era of optimization, the era of disciplined expansion is dead. Success now requires not just doing it better, but mastering the ability to do it differently.

If you don’t recognize the severity of the problem, it’s easy to fool yourself into thinking you are making progress when you really aren’t, or to convince yourself that all you have to do is wait for the economy to bounce back and your company will bounce back as well.
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Seeing the Perfect Storm of Crisis

In 7 Required MindShifts, Executive coaching on November 4, 2009 at 2:07 pm

This post is from Andrew Harvey‘s website about Sacred Activism. I post it here because he speaks to the challenges we have to address within companies – because companies are driving much of the reality we face daily. This is a wake up call to executives for why we must embrace change. Why we must shift now. And why I started ExecuShift to help executives change.

We have an environmental crisis which is totally threatening our lives and the lives of nature that is much worse than people imagine. We have a crisis in all the major religions because they are retreating into fundamentalism at the very time when the world needs unity more than anything. We have a crisis totally dominated by the corporate mindset which is a bottom line mentality gone mad at the very moment when we need enlightened and unselfish ways of being and acting. And that corporate mindset dominates everything and buys governments and dictates how world trade is done and keeps 2 billion people living on less than a dollar a day in horrible poverty while the rest of the world is strip-mined for an increasingly unsustainable way of life. We have an institutionalized media, a media that’s brought up by the corporate mentality that is just pouring trash and violence and reality shows celebrating the very worst in ourselves and endless stupid celebrity trivia at the very moment when we need to be educated about these crises and inspired to become different kinds of beings to deal with them. We have a way of life that has become so multitasking and so distracted by distraction from distraction that it’s very hard for us to get into direct simple communion with our deepest selves through peace and leisure. The combination of all of those things is the perfect storm of crisis that threatens our health, our wealth, our well-being, our very human future on every level and of course threatens not only our well-being but as we can see the well-being of the creation, we are destroying the planet. So we have to go through transformation and the conditions of that transformation are about to appear in the very difficult and ferocious form because we will have to wake up and we will be woken up. So, what’s important is to prepare for this and to prepare for it from the deepest resources within and from the deepest and wisest reaction without.

Top Executives Must Rebuild Trust to Lead Companies Out of Recession, Survey Finds

In 7 Required MindShifts, Executive coaching on November 4, 2009 at 9:13 am

This article originally appeared on Talent Management.

I’ve been writing about eroding trust and what executives must do to rebuild it for the past two years. The article and survey below quantifies how employees and organizations feel about this issue. -coop

In order to lead their companies out of the recession, top-level executives will first need to rebuild trust with employees and customers, according to a survey of 148 businesses by Suzanne Bates, author of Motivate Like a CEO: Communicate Your Strategic Vision and Inspire People to Act!

“The recession has damaged trust between top-level executives and employees, and between company leaders and customers,” said Bates, president and CEO of Bates Communications.

“Massive layoffs and cutbacks have harmed relationships between employers and remaining employees. Bankruptcies, closures, and failed business strategies have hurt trust between executives and those they do business with. Senior-level executives must work toward rebuilding that trust,” Bates added.

The No. 1 way that executives will lead their organizations out of the recession is by meeting with customers and prospects to rebuild trust and win business, according to 77 percent of survey respondents.

Trust building was also selected as the ability that current executives most need to develop. Seventy-six percent of survey respondents ranked building trust among employees and customers as the aptitude executives most need to develop.

Furthermore, trustworthiness was rated second as the quality executives will need most to guide their companies post-recession, selected by 60 percent of survey respondents — behind only being visionary, which was chosen by 64 percent.
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