Archive for the ‘ Leadership ’ Category

Exercise: It May Help Your Memory

We’ve barely started the new year and already resolutions are being thrown to the wayside. From eating healthier to saving more money, there’s one resolution is quite popular: exercising more.

I’m currently struggling against the hump that we all face after heading to the gym a few times. My motivation is at an all-time low. If you’re like me, you may be more willing to exercise after hearing that exercise can potentially improve your memory:

Credit: BrainCraft

What have you forgotten lately, both at home and at work? Perhaps an anniversary or something more physical like your keys? Or at something you had to do that wasn’t on your calendar?

Well, exercise may be the answer. So motivate yourself to push through the hump, because once you get into the groove, you’ll be improving not just your body but your mind as well.

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Millennials are Here to Stay

In 2015, Millennials will be the largest generation in the workforce according to a new report from the Bureau of Labor Statistics. Millennials already make up 28% of management and 2/3 see themselves in management within the next 10 years. Millennials are turning the page to a new chapter for the workforce and will take over as the majority leaders and will have the ability to make large decisions and have great impact.

So what do we know about Millennials? Let’s break this down into what non-Millennial hiring managers believe about Millennials vs. what Millennials actually believe about themselves.1471951_586401470518_4259087240555250497_n

In a recent survey…

Technology

What non-Millennial managers believe:

  • 82% believe that Millennials are more technically adept than prior generations

What Millennials believe:

  • 74% believe they can learn new things more quickly

Loyalty

What non-Millennial managers believe:

  • The majority (53%) report difficulty finding and retaining Millennial talent

What Millennials believe:

  • 79% say that would consider quitting their job and work for themselves in the future
  • A majority (52%) say corporate loyalty is outdated and a majority (58%) expect to stay in their job fewer than 3 years

The majority (80%) of hiring managers surveyed believe that Millennials are narcissistic, 65% believe Millennials are money-driven, and only 27% believe Millennials are team players. However, those same managers also feel that Millennials are more open to change (72%), creative (66%), and adaptable (60%).

The question isn’t whether there is a discrepancy on perspectives, but more so how we handle these differences and positively influence or channel the Millennials’ energy.

Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached at gus.jaramillo@kenblanchard.com

Streaming: The Future of Virtual Learning?

There is a revolution happening in the world of video games. It is called Twitch. It’s a website where gamers can directly stream footage of their game daily and provide voice commentary. Most also share their webcams in the corner of the screen and respond to chat either directly in the chat window or via voice. They generate revenue through subscribers who pay monthly ($5 on average) for special benefits (like being entered into giveaways) and donations. And it’s gaining so much popularity that Amazon purchased it for almost a billion dollars and was considered the fourth largest source of internet traffic in the US in early 2014.

Pewdiepie Playing Goat Simulator

So why is this important? Well, within the realm of learning, MOOCs have gained much popularity for providing content on the go at little to no cost. But the content is not flexible and other than forums, there’s no fast way to interact with the content provider, especially if you need clarification or have a quick question. It lacks the feel of communicating directly with a live human being. And virtual training/learning is great, but could be expensive and the scheduling might be inconvenient or infrequent.

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In a sense, MOOCs are like YouTube, where people upload content and others view it. So what is out there for learning that is like Twitch? Currently, virtual training/learning and live video blogging comes the closest. But imagine if there were entertaining individuals streaming, for instance, a fun learning videogame or sharing some interesting but educational videos for just a half hour every night and providing witty commentary. And also answering questions out loud on the video as you ask them in the chat window. And providing free giveaways for both subscribers and regular viewers.

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There are technology platforms already in place to enable this type of streaming to occur. And there are many people who would benefit from this type of content. And for the streamers, there is revenue to be generated through subscribers. I believe that this will be the next big learning platform to take off once more people start taking advantage of this technology, particularly when more of the YouTube generation starts to enter the workforce.

What are your thoughts? Would this be something that would interest you?

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How to Lead a Millennial

I am a millennial. I almost feel obligated to apologize for that because, for some, it has almost become a dirty word. Disjointed, entitled, unsocial… the list goes on. These are just some of the adjectives that people might describe this large portion of the Hipster Girlwork force and the current and future leaders of America.

For now, let’s say we get past our differences and agree on one thing: What we (millennials) need out of our leaders is different than what you needed. We need:

  • We don’t do politics very well. We haven’t quite navigated the whole office politics thing at all. You may see that as naive, but chances are, we may never actually master office politics. Truth be told, we are just not that into it. Our office politics are more like “The Office” and less like a scene from “House of Cards.”
  • Yes, we were the age that grew up with MySpace and “the” Facebook. We crave information and can read through it very quickly. We have the ability to look at a large amount of information and sift through the minutia to get what we need out of it. We actually embrace vulnerability as long as we are kept in the know about things. We hate to be blindsided or caught off guard.
  • Once we’ve earned it, stay out of our way! (In a good way). We are not a big fan of being micro-managed and want opportunities to be creative and innovative. We’ve grown up with technological innovation happening constantly around us and so that has nurtured our own creativity. And we want to show that off in our work.

Unemployed MillennialTo all non-millenials, remember, we are the generation that saw our parents lose their jobs, pensions, and futures during the economic downturn. We watched the news as the unemployment line was packed with people looking to stay afloat. We heard many say, “I lost my job and that was the only thing I knew how to do.” So we are diversifying our biggest portfolio by investing in ourselves. We are getting as many skills as possible, and although we may be accused of “coming for your jobs”, we are really just in survival mode. And we probably always will be.

Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached at gus.jaramillo@kenblanchard.com

Motivation: What’s Yours?

I was asked a question today: “What motivates you?”

I immediately thought about context: Motivations for work-related tasks? For my own personal goals? And then I thought about life in general. What motivates me to get up every day?

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This is such a powerful question. The answer says so much about who you are as a person. Whether you are internally or externally motivated, and your reasoning for why you are motivated in that way can shed light on your values and morals. Even how you frame the answer conveys what you find most important in your life.

And yet, despite the wealth of information this simple question could provide, many leaders don’t ask this of themselves and of their direct reports. Leaders can uncover why they’ve become leaders and what strengths and weaknesses they possess. They can also discover how engaged their workforce is and how to better inspire their employees.

So go ask yourself and those around you, “What motivates you?”

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Are you a Travel Agent or Tour Guide Manager?

If you are like me, all you want to do is “see everything” once you get to a new country or city. I just want to go out and explore every inch of the city and get a feel for the people, the food, and the culture. On my last trip Travel agentto Venice I ended up getting lost and seeing the same tall buildings for 2 straight hours as I kept going in circles through the buildings that divide the canals. At times in my career I’ve been doing the same thing wandering aimlessly throughout my day to day tasks.  Often Ken Blanchard tells us that “Leadership is a partnership” and that we must work together to accomplish tasks. If you have ever had a bad manager or a bad travel agent, you know how important this collaboration is.

Take a look at these descriptions to see what kind of manager fits your description:

Travel Agent: He has never done the job before that he is asking you to do, and probably will never end up doing it himself. He has tons of tips of ways to accomplish the task but has never even stepped onto the job site. He doesn’t speak the business language at all, but tries to act like he does, while continuously mispronouncing business terminology. He also keeps repeating the word “synergy” because he thinks it sounds great but has no idea what it means. He also thinks SCRUM is a type of Norwegian cheese spread.

Tour Guide: Knows the job really well and has extensive experience in the field. He speaks the business language fluently and often teaches these classes at night to new comers. He knows the job site in and out and can tell you the best places to meet new peopactivite-loisirs-gap-saut-parachute-biplace-au-dessus-alpes-10le and who to learn from. He’s often seen walking around the office and getting acquainted with the culture and knows the real players in the organization. He guides his direct reports every day and helps them navigate the business while providing them with the best information possible. He doesn’t accept tips at the end of the day because he genuinely loves to do his work.

If you are a Travel Agent manager, don’t feel bad. Get out there, explore the sites, and get familiar with the “culture”. Sip the wine, mingle, and help your direct reports through their workplace experience. Really do your best to partner with them and guide them through their role and tasks.

The workplace needs more leaders who can partner with their direct reports for success. No travel agents needed.

Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached at gus.jaramillo@kenblanchard.com

A Tale of Two Leaders

“It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us…”

Best of Times, Worst of Times

Best of Times, Worst of Times

The opening lines of Charles Dickens, A Tale of Two Cities, hints at the central tension throughout the classic novel—the growing struggle between a thriving and oppressed society. The tension between two worlds of existence builds throughout the story and leads to the dawn of the French Revolution.

A familiar narrative is playing out in today’s workplace and society—the growing tension between good leadership and bad leadership. Organizations around the world are either thriving or struggling under the effective, or ineffective, leadership at all levels of an organization.

While delivering a recent virtual presentation to individual contributors and managers from diverse locations that spanned from the United States to the United Kingdom, Nigeria, and Iran, I asked participants to consider two scenarios during their careers. “Consider a time when it was the best of times at work. Then consider a season where you’ve experienced the worst of times at work.”

During the Best of Times at work participants described an environment where they felt energized by going to work. They were alive and thriving. Individuals were empowered to bring their best ideas to the table of collaboration in an open and trustworthy environment. Conflicts were resolved with fairness and efficiency. They felt as if their personal goals and responsibilities where aligned with that of the organization.

During the Worst of Times, the list grew longer and darker. Participants described a workplace that was stressful and frightening. People were not open to collaborating or sharing new ideas out of fear for being reprimanded or dismissed, or even the threat of loosing their jobs. Conflicts went unresolved, and in some instances, escalated to threats and bullying by other employees, managers, and executives.

No matter what the circumstances were, or the country or culture they experienced in, the environment was unanimously driven by the presence, or lack there of, good leadership.

Effective leadership is the most critical asset in the health and happiness of an organization, family, community, nation, or organization. Though organizations may be thriving finically, or having an amazing mission, the most important factor in sustained and meaningful success is founded on the way the leaders act and behave, in public and through interpersonal relationships at every level of the organization they are leading.

How would you describe your work environment today? Is it the Best of Times for you at work? Is it the Worst of Times? Are you leading and being led in the most effective manner that leads to personal and organizational health and happiness? The best of times at work are created when people at every level of the organization are committed to learning, growing, and living effective leadership behaviors.

 

Jason Diamond Arnold is a leadership consultant at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He is also passionate about developing leadership in youth through The Blanchard Institute, a youth leadership development program that teaches core leadership concepts to young people all around the world.

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