Category Archives: BookNotes

The Changing of Intergenerational Dynamics

Posted on by

People generally see what they look for, and hear what they listen for.

Judge Taylor in Harper Lee’s To Kill a Mockingbird

People are blind to the unexpected, the unusual, the periphery.

That’s all 2020 has been.

We’re at an unprecedented juncture in history: several generations of relatively similar size are sharing the stage and competing for influence. Generations matter because they behave in specific ways related both to when they came of age and to their situation at the current moment. “The creation of a world view is the work of a generation rather than of an individual,” wrote novelist John Dos Passos. “But we each of us, for better or for worse, add our brick to the edifice.”

I’m beginning a deep dive into current and future intergenerational dynamics, and the six books below are my starting point.

The Fourth Turning, William Strauss and Neil Howe

William Strauss and Neil Howe will change the way you see the world—and your place in it. With blazing originality, The Fourth Turning illuminates the past, explains the present, and reimagines the future. Most remarkably, it offers an utterly persuasive prophecy about how America’s past will predict its future.

Strauss and Howe base this vision on a provocative theory of American history. The authors look back five hundred years and uncover a distinct pattern: Modern history moves in cycles, each one lasting about the length of a long human life, each composed of four eras—or “turnings”—that last about twenty years and that always arrive in the same order. In The Fourth Turning, the authors illustrate these cycles using a brilliant analysis of the post-World War II period.

First comes a High, a period of confident expansion as a new order takes root after the old has been swept away. Next comes an Awakening, a time of spiritual exploration and rebellion against the now-established order. Then comes an Unraveling, an increasingly troubled era in which individualism triumphs over crumbling institutions. Last comes a Crisis—the Fourth Turning—when society passes through a great and perilous gate in history. Together, the four turnings comprise history’s seasonal rhythm of growth, maturation, entropy, and rebirth.

The Fourth Turning offers bold predictions about how all of us can prepare, individually and collectively, for America’s next rendezvous with destiny.

Bowling Alone, Robert D. Putnam

Twenty years, ago, Robert D. Putnam made a seemingly simple observation: once we bowled in leagues, usually after work; but no longer. This seemingly small phenomenon symbolized a significant social change that became the basis of the acclaimed bestseller, Bowling Alone, which The Washington Post called “a very important book” and Putnam, “the de Tocqueville of our generation.”

Bowling Alone surveyed in detail Americans’ changing behavior over the decades, showing how we had become increasingly disconnected from family, friends, neighbors, and social structures, whether it’s with the PTA, church, clubs, political parties, or bowling leagues. In the revised edition of his classic work, Putnam shows how our shrinking access to the “social capital” that is the reward of communal activity and community sharing still poses a serious threat to our civic and personal health, and how these consequences have a new resonance for our divided country today. He includes critical new material on the pervasive influence of social media and the internet, which has introduced previously unthinkable opportunities for social connection—as well as unprecedented levels of alienation and isolation.

At the time of its publication, Putnam’s then-groundbreaking work showed how social bonds are the most powerful predictor of life satisfaction, and how the loss of social capital is felt in critical ways, acting as a strong predictor of crime rates and other measures of neighborhood quality of life, and affecting our health in other ways. While the ways in which we connect, or become disconnected, have changed over the decades, his central argument remains as powerful and urgent as ever: mending our frayed social capital is key to preserving the very fabric of our society.

The Gilded Age, Alan Axelrod

The Gilded Age—the name coined by Mark Twain to refer to the period of rapid economic growth in America between the 1870s and 1900—offers some intriguing parallels to our own time. Prolific historian Alan Axelrod tackles this subject in a fresh way, exploring “this intense era in all its dimensions. . . . This book will reveal it . . . as, truly, the overture of the ‘American Century.’” He also looks at how it presaged our current era, which many are calling the “Second Gilded Age.” Photographs, political cartoons, engravings, news clippings, and other ephemera help bring this fascinating period into focus.

Zconomy, Jason Dorsey and Denise Villa

Gen Z changes everything. Today’s businesses are not built to sell and market the way Gen Z shops and buys, or to recruit and employ Gen Z the way they find and keep jobs. Leaders need answers now as gen Z is the fastest growing generation of employees and the most important group of consumer trendsetters. 

The companies that quickly and comprehensively adapt to Gen Z thinking will be the winners for the next twenty years. Those that don’t will be the losers or become extinct.  Zconomy is the comprehensive survival guide on how leaders must understand and embrace Generation Z. 

Researched and written by Dr. Denise Villa and Jason Dorsey from The Center for Generational Kinetics, the insights in Zconomy are based on their extensive research, they’ve led more than 60 generational studies, and their work with more than 500 companies around the world.

In Zconomy, Dr. Villa and Dorsey answer: Who is Gen Z? What do employers, marketers, and sales leaders need to know? And, most importantly, what should leaders do now?

This is the critical moment for leaders to understand and adapt to Gen Z or become irrelevant. Gen Z is already reshaping the world of business and this change is only going to accelerate. Zconomy is the definitive manual that will prepare any executive, manager, entrepreneur, HR or marketing professional to successfully unlock the powerful potential of this emerging generation at this pivotal time.  

The Upswing, Robert D. Putnam and Shaylyn Romney Garrett

Deep and accelerating inequality; unprecedented political polarization; vitriolic public discourse; a fraying social fabric; public and private narcissism—Americans today seem to agree on only one thing: This is the worst of times.

But we’ve been here before. During the Gilded Age of the late 1800s, America was highly individualistic, starkly unequal, fiercely polarized, and deeply fragmented, just as it is today. However as the twentieth century opened, America became—slowly, unevenly, but steadily—more egalitarian, more cooperative, more generous; a society on the upswing, more focused on our responsibilities to one another and less focused on our narrower self-interest. Sometime during the 1960s, however, these trends reversed, leaving us in today’s disarray.

In a sweeping overview of more than a century of history, drawing on his inimitable combination of statistical analysis and storytelling, Robert Putnam analyzes a remarkable confluence of trends that brought us from an “I” society to a “We” society and then back again. He draws inspiring lessons for our time from an earlier era, when a dedicated group of reformers righted the ship, putting us on a path to becoming a society once again based on community. Engaging, revelatory, and timely, this is Putnam’s most ambitious work yet, a fitting capstone to a brilliant career.

2030, Mauro F. Guillén

Once upon a time, the world was neatly divided into prosperous and backward economies. Babies were plentiful, workers outnumbered retirees, and people aspiring towards the middle class yearned to own homes and cars. Companies didn’t need to see any further than Europe and the United States to do well. Printed money was legal tender for all debts, public and private. We grew up learning how to “play the game,” and we expected the rules to remain the same as we took our first job, started a family, saw our children grow up, and went into retirement with our finances secure.

That world―and those rules―are over.

By 2030, a new reality will take hold, and before you know it:

– There will be more grandparents than grandchildren

– The middle-class in Asia and Sub-Saharan Africa will outnumber the US and Europe combined

– The global economy will be driven by the non-Western consumer for the first time in modern history

– There will be more global wealth owned by women than men

– There will be more robots than workers

– There will be more computers than human brains

– There will be more currencies than countries

All these trends, currently underway, will converge in the year 2030 and change everything you know about culture, the economy, and the world.

According to Mauro F. Guillen, the only way to truly understand the global transformations underway―and their impacts―is to think laterally. That is, using “peripheral vision,” or approaching problems creatively and from unorthodox points of view. Rather than focusing on a single trend―climate-change or the rise of illiberal regimes, for example―Guillen encourages us to consider the dynamic inter-play between a range of forces that will converge on a single tipping point―2030―that will be, for better or worse, the point of no return.

2030 is both a remarkable guide to the coming changes and an exercise in the power of “lateral thinking,” thereby revolutionizing the way you think about cataclysmic change and its consequences.

Look for more in the coming weeks.

Connect Better by Fast-Focusing on Listening

Posted on by

Many, if not most, leaders consider themselves good speakers. The basics are simple: leaders speak, their audience listens, and then they act on what was said.

Leaders also know that rarely happens, and that there’s really much more to it than that. While it may be easy to speak to groups of all sizes and on many diverse topics, one critical question remains: “Are we connecting with our audience?”

To fully connect with an audience, leaders need to understand “empathy.” While you may not equate the word empathy with excellent communication skills, it actually is the secret to connecting with your audience. 

When you are able to put yourself in another person’s shoes, and try to see things from their point of view, their world, and their perspective, you will have a greater chance at both reaching and connecting with them.

THE QUICK SUMMARY

You made a great point — but did anybody hear it?

Probably not, warns high-stakes communication expert Paul Hellman. The average attention span has dropped to 8 seconds.

So whether you’re presenting to a large audience, meeting one-on-one, talking on the phone, or even sending an email, you’ve got to engage others fast, before they tune you out, maybe forever.

Your challenge: to get heard, get remembered and get results.

Through fast, fun, actionable tips, You’ve Got 8 Seconds explains what works and what doesn’t, what’s forgettable and what sticks. With stories, scripts, and examples of good and bad messages, the book reveals three main strategies to get heard in a noisy world:

  • FOCUS: Design a strong message–then say it in seconds.
  • VARIETY: Make routine information come alive. 
  • PRESENCE: Convey confidence and command attention.


A SIMPLE SOLUTION 

People discover unseen opportunities when they have a personal and empathic connection with the world around them.

Dev Patnaik

How easy is it for you as a leader to imagine yourself in the place of those you lead? Do you intuitively understand the lives and stories of your audience? That may be made easier by the fact that your audience most likely “looks” like you in many areas – socially, economically, and spiritually to name a few. But what if your audience is different than you?

How can you connect with people who aren’t like you?

Yes, it is easier to connect with other people who are like us, but that doesn’t mean leaders can’t understand – and communicate – with people who are different from us.

Most messages, spoken or written, are designed from the speaker’s point of view. That’s upside down. Imagine you’re the audience. What would capture your attention?

The point is, your audience is probably not thinking about you. But to capture attention, you need to think about them. Be the audience.

Your audience, whether you are talking to 100 people at work or one person at home, has three questions, always the same.

Why should I listen (or read this)?

What exactly are you saying?

What should I do with this information?

To fast-focus your message, answer these three questions.

First Audience Question: Why Should I Listen

Fast-focus with a purpose statement.

A purpose statement is like a present. You immediately hook people with something they value. It’s a great way to state what you’re going to talk about and, more importantly, why. Why answers the audience’s question: “Why should we listen?”

Second Audience Question: What Exactly Are You Saying?

Fast-focus with your main message.

Third Audience Question: What Should I Do with This Information?

Fast-focus with a call to action.

A call to action spells out the next step. It’s usually about doing something. But if that doesn’t fit, the next stop could be to think something or feel something.

Paul Hellman, You’ve Got :08 Seconds

A NEXT STEP

Draw the following chart on a chart tablet.

With the chart and the following suggestions from author Paul Hellman, prepare your next presentation/message/communication with the Fast-Focus concepts.

  1. The Opening – The purpose statement is the hook that entices the audience to pay attention. The agenda statement that follows says how you’ll accomplish the purpose.
  2. The Body – If your audience could only remember one thing, what’s the one thing? Use a limited number of key points to develop the message.
  3. The Close – Close your presentation on a powerful note. What’s the next step? What should the audience do? If there’s nothing to do, then the call to action can also be what to think or what to feel.

Following the delivery of this presentation, pull together two-three associates and ask them to critique this presentation in terms of previous presentations on a similar topic. Listen with an open mind for possible areas of improvement.

Excerpt taken from SUMS Remix 129-3, released October 2019

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

>> Purchase prior issues of SUMS Remix here<<

Four Core Guest Experience Behaviors to Practice

Posted on by

First impressions are automatic – taken in and recorded by our senses, often registered for later recall. More often than not, they make an immediate impact on our decision to participate and to return – or not. We may not agree with it or not, but the consumer mentality of the world we live in has moved full force into our church world. Our churches don’t compete with the “world” so much as the experiences of the world.

As you live your life day in and out, you are living the life of a consumer.

  • Where do you consume?
  • Where do you shop?
  • Who provides service for you?
  • Most importantly, why?

You may stop at your favorite coffee shop for a good cup of coffee – and the conversations you have with the barista and the other regulars in the shop. Your supermarket always has good value and a wide selection of the food your family likes. Clothes from a particular shop just fit better – and the sales associates are always helpful with suggestions. The point is, you have established expectations of each place and the people who work there.

Is it any different for Guests and attendees at your church?

If your goal is to create a space and an experience that will positively impact people, you must first plan and evaluate it from the perspective of its quality. You start that process by examining the daily places and routines in the offices, retail, and recreation spaces of the people you are trying to reach. The homes they live in, the offices they work in and the stores they shop in all communicate a level of expectation they have for their space.

Close your eyes for a moment and think about the last time you truly had a great experience with a company as a consumer, an experience that captured your heart, soul, mind, and spirit. What about it was special? Call it “X” – that “je ne sais quoi” that makes something so special.

THE QUICK SUMMARY – Covert Cows and Chick-fil-A by Steve Robinson

The longtime chief marketing officer for Chick-fil-A tells the inside story of how the company turned prevailing theories of fast-food marketing upside down and built one of the most successful and beloved brands in America.

During his thirty-four-year tenure at Chick-fil-A, Steve Robinson was integrally involved in the company’s steady then explosive growth from 184 stores and $100 million in annual sales in 1981 to more than 2,100 stores and more than $6.8 billion in annual sales in 2015. As a member of the marketing team and as chief marketing officer, Robinson was both a witness and participant in the company’s remarkable development into an indelible global success. Now he shares the story of Chick-fil-A’s evolution into one of the world’s most beloved, game-changing, and profitable brands. From the creation of the “Eat Mor Chikin” campaign to the decision to stay closed on Sundays to the creation of the company’s corporate purpose, Robinson provides a front-row seat to the innovative marketing, brand strategies, and programs that created a culture customers describe as “Where good meets gracious.” 

Drawing on his personal interactions with the gifted team of company leaders, restaurant operators, and Truett Cathy himself, Robinson explains the important traits that built the company’s culture and have sustained it through recession and many other challenges. He also reveals how every aspect of the company’s approach reflects an unwavering dedication to Christian values and to the individual customer experience. Written with disarming candor and revealing storytelling, Covert Cows and Chick-fil-A is the never-before-told story of a great American success.

A SIMPLE SOLUTION

The famous “My pleasure” response of Chick-fil-A team members arose from an experience by founder Truett Cathy in 2000. In 2003, Truett and his son Dan co-wrote the following leadership message, entitled, “My Pleasure”:

“My Pleasure” is more than just an operating standard and more than just a personal request. “My Pleasure” is an expression from the heart where team members, Operators, or staff members literally show that they want to go the extra mile – that they truly care about the other person. They have enough value in the other person to exceed expectations.

It was a transformative moment, charting a course to a place where a warm greeting would infuse every Chick-fil-A restaurant and create a culture of genuine hospitality.

As we began the journey to create an entirely new service model without the constraints of the fast-food tradition, we asked customers “What makes you feel most cared for? What made you want to come back to Chick-fil-A?”

More than 90 percent of guests answered, “When someone smiles at me, looks me in the eye, and lets me know I’m being cared for and treated with excellence. That’s above and beyond what I expect at a fast-food restaurant.”

If these were the desires of our guests, then we needed to package them in a way that made them easy for team members to remember. So we created the Core 4:

Create eye contact.

Share a smile.

Speak with an enthusiastic tone.

Stay connected to make it personal.

These were the four behaviors we wanted team members to extend whenever they were engaging a guest in a restaurant. When we packaged the request that way, it was amazing to see how teachable it was. Team members got it. The requirements were not lost among the other requirements in the quality guide.

We didn’t want to stop at “smiling and eye contact” and “my pleasure,” so we explored what we might add to take us into the second mile, and we selected three additional behaviors:

Carry eat-in meals to the table.

Check in with guests for any needs.

Carry large orders, such as Chick-fil-A trays, to the car.

These simple, proactive behaviors became our “recipe for service.” As the name implies, this recipe consists of ingredients that are as critical as the ingredients in any of our menu items.

Steve Robinson, Covert Cows and Chick-fil-A

A NEXT STEP 

It’s time for a field trip! If you are lucky enough to have a Chick-fil-A restaurant nearby, take your team to lunch. As you prepare to go, instruct the team to be on the lookout for the specific behaviors described above.

If you are not located near a Chick-fil-A, take your team to another local restaurant. As you prepare to go, instruct the team to be on the lookout for specific behaviors mentioned above that may or may not be present.

After lunch, gather your team together for a debrief session. On a chart tablet, list comments by your teams during their experience. Underline the positive ones and circle the neutral or negative ones.

After everyone has had a chance to list their comments, lead a discussion about how the experience may prove instructive for developing your own “recipe for service.” On a separate chart tablet, list the ideas of your team that might comprise your “recipe.”

Review the list, and agree on no more than five actions that you will put into practice immediately. Assign a champion to create and deliver the “recipe” to your hospitality team leaders, and work with the leaders to implement across all teams.

After a six-week period of following the “recipe,” bring all the team leaders together to evaluate, and if necessary, revise the “recipe.” Continue to follow the “recipe” for the next six months, and revisit it again at the end of that period.

Excerpt taken from SUMS Remix 124-2, released August 2019.

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

>> Purchase prior issues of SUMS Remix here<<

Improve Your Ability to Connect with Others by Focusing Less on Yourself

Posted on by

Many, if not most, church staff leaders consider themselves good speakers. The basics are simple: leaders speak, their audience listens, and then they act on what was said.

Church leaders also know that rarely happens, and that there’s really much more to it than that. While it may be easy to speak to groups of all sizes and on many diverse topics, one critical question remains: “Are we connecting with our audience?”

To fully connect with an audience, leaders need to understand “empathy.” While you may not equate the word empathy with excellent communication skills, it actually is the secret to connecting with your audience. 

When you are able to put yourself in another person’s shoes, and try to see things from their point of view, their world, and their perspective, you will have a greater chance at both reaching and connecting with them.

THE QUICK SUMMARY – Simply Said: Communicating Better at Work and Beyond by Jay Sullivan

Simply Said is the essential handbook for business communication. Do you ever feel as though your message hasn’t gotten across? Do details get lost along the way? Have tense situations ever escalated unnecessarily? Do people buy into your ideas? It all comes down to communication. We all communicate, but few of us do it well. 

From tough presentations to everyday transactions, there is no scenario that cannot be improved with better communication skills. This book presents an all-encompassing guide to improving your communication, based on the Exec|Comm philosophy: we are all better communicators when we focus less on ourselves and more on other people. More than just a list of tips, this book connects skills with scenarios and purpose to help you hear and be heard. You’ll learn the skills to deliver great presentations and clear and persuasive messages, handle difficult conversations, effectively manage, lead with authenticity and more, as you discover the secrets of true communication.

Communication affects every interaction every day. Why not learn to do it well? This book provides comprehensive guidance toward getting your message across, and getting the results you want.

A SIMPLE SOLUTION

All leaders aspire to be better communicators. And most times, leaders feel that better communication starts with them. While not wrong, it would be a mistake to think that the focus needs to be on ourselves.

If we put the focus on what the other person is trying to gain from our exchange, we will do a better job communicating, because we will select more pertinent information, drill down to the desire level of detail, and make the information we are sharing more accessible to our audience.

If we want to improve our ability to connect with others, to understand them and to be understood more clearly, the easiest and most effective way to do so is to focus less on ourselves and more on the other person.

This is the single most significant differentiator we can apply to our communication skills to improve our effectiveness.

Your message to the world is, of necessity, your message connecting you to the world.

Your Content: the substance of what you want to convey.

Your Oral Communication Skills: the way you convey your substance.

Your Written Communication Skills: the way you represent yourself when you’re not physically present.

Your Interactions: the settings in which you engage your audience, whether it’s an audience of one or one hundred or one thousand.

Your Leadership: the way you set the tone and relate to others.

Jay Sullivan, Simply Said: Communicating Better at Work and Beyond

A NEXT STEP

Set aside some time for personal reflection on your ability to connect with others by focusing less on yourself and more on the other person.

Using the five statements above, rate yourself on a scale of one to five, where one equals “I really need help in this area” and five equals “I am consistent in this area.”

Use the following suggestions from author Jay Sullivan to improve in each of the areas above in which you scored yourself anything less than a three.

Your Content

  • Convey a clear message
  • Tell engaging stories
  • Organize your content

Your Oral Communication Skills

  • Make the most of your body language
  • Listen to understand
  • Deliver from notes and visuals
  • Respond to questions

Your Written Communication Skills

  • Edit for clarity
  • Structure your documents
  • Create reader-friendly documents
  • Write emails that resonate

Your Interactions

  • Conduct effective meetings
  • Delegate successfully
  • Share meaningful feedback

Your Leadership

  • Lead others with inspiration and influence
  • Show vulnerability

Excerpt taken from SUMS Remix 129, released October 2019.

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

>> Purchase prior issues of SUMS Remix here<<

Looking Through the Generational Lens

Posted on by

One of the consistent lenses I use to view life through is that of generations.

It comes as a natural part of my curiosity of life, as I am interacting with 5 generational cohorts in my family: my parents and in-laws are from the GI Generation; I am a Baby Boomer; my oldest son and one daughter-in-law are Gen Xers; my other three children, two daughters-in-law and one son-in-law are Millennials; and my 6 grandchildren are Gen Zers. Even though we are spread out across three states (and occasionally, around the world) and do not get to interact as much as we would like, the personal level of generational differences is obvious.

Take the same dynamics as above – 5 generations – and move them into the institutional world, say a church setting, and it won’t be long till you have a generational collision.

If you are a leader in ChurchWorld, how do you deal with the fact that, for the first time in our history, we can have five separate and distinct generations working alongside each other in our churches? The 5th generation, born since the mid-2000’s, is not far behind in taking up a leadership role.

Generational differences are important, but it is all too easy to stereotype these differences. The only way we’ll ever build bridges between generations is to stop stereotyping and get to know who these generations really are and why they are that way.

An interesting book on the subject: Sticking Points – How to Get 4 Generations Working Together in the 12 Places They Come Apart, by Haydn Shaw. Here’s a teaser:

For the first time in history, we have four different generations in the workplace (and five in families). These generations might as well be from different countries, so different are their cultural styles and preferences. Of the four approaches organizations can take to blending the generations, only one of them works today. Focusing on the “what” escalates tensions, while focusing on the “why” pulls teams together. Knowing the twelve sticking points can allow teams to label tension points and work through them—even anticipate and preempt them. Implementing the five steps to cross-generational leadership can lead to empowering, not losing, key people.

How many different generations do you regularly interact with?

How’s that going?

Encourage All Generations on Your Team to Connect Through Real Conversations

Posted on by

In 2020, 25 percent of the labor force will be over the age of 55 – and they’re not retiring anytime soon. These projections from the Bureau of Labor Statistics at the US Department of Labor indicate that not only will Baby Boomers continue to work alongside their current Generation X and Millennial colleagues, but that they will still be around when Generation Z joins the workforce.

The result? A clash of cultures that will require a new management approach.

Gone are the days when people entered the workforce as young adults, worked until their late 50s, and then moved off into retirement while younger generations took their place. Instead, the average retirement age has steadily been creeping up in recent decades as older employees – in particular, the Baby Boomers – stay in the workforce either by choice or by necessity.

Of course, the implications of the COVID-19 pandemic are still reverberating across home, work, and church settings, so everything is up for grabs!

Before we dive into the discussion, here’s a brief recap of just who comprises the generational cohorts mentioned above. While there’s no set standard, the following descriptions are generally accepted:

  • Baby Boomers – born in the years 1946-1964, numbering about 76 million people
  • Generation Xers – born in the years 1965-1980, numbering about 66 million people
  • Millennials – born in the years 1981-1997, numbering just over 83 million people
  • Generation Zers – born in the years 1998-present, numbering over 80 million and still growing

THE QUICK SUMMARY – You Can’t Google It! The Compelling Case for Cross-Generational Conversation at Work by Phyllis Weiss Haserot

Much of the learning, skills and perspective people of all ages need to succeed long-term in their careers is not found in data on the Internet, but rather in conversations and personal relationships with the people they work with.

Tech tools have trained us to search the Internet for answers to everything, but we can’t find most of the non-technical or non-data-based answers we seek there. Learning about perspectives, relationships and experiences comes best from conversations.

In most organizations there are three, four, or even five generations working together with differing expectations about how things are done and by whom. People of different generations are increasingly isolated physically, functionally, or emotionally from each other both by communication styles and media and lack of the perspective that would help them understand why people think and act as they do. You Can’t Google It! facilitates action to promote and foster cross-generational conversation in organizations on both the parts of management and the multi-generational teams that are increasingly the key to productivity, profitability and sustainability.

You Can’t Google It! is a tool to help organizations and individuals remove the stress, frustration, and negative energy that often arises from working with people of different generations, so they understand and are able to accomplish their common goals―faster and profitably. It is about the implications of different generations, and how to move towards closing that gap.

A SIMPLE SOLUTION

Author Phyllis Weiss Haserot pulls no punches in establishing the issue of cross-generational conversations:

  • As an established professional, do you question the work ethics of young employees and co-workers?
  • As a young professional, how do you deal with resistance to your ideas from Baby Boomers who think their experience and seniority mean they know it all?
  • Will your organization be threatened because key personnel will soon reach traditional retirement age?
  • Are you wondering how to transform intergenerational challenges into an asset for your organization?

Much of the learnings, skills, and perspectives that people of all ages need to succeed – especially in working with each other – are not found in data on the Internet but rather in conversations and personal relationships with the people they work with. The new multigenerational paradigm is meaningful cross-generational conversation.

GENgagementTM can be defined as the state of achieving harmony, mutual involvement and cooperation, flow, and ongoing absorption in work with people of different generations.

GENgagement means getting all of the generations to understand each other, their influences, and their worldview so they can work collaboratively, loyally, and productively.

It is integral to the mission of transforming workplaces into engaged and productive environments for solving problems and being great places to work. Equally important, it helps individuals and organizations develop closer rapport and loyalty bonds with clients and other external stakeholders – the bedrock of any mission-driven organization.

A satisfying and perennial recipe for GENgagement contains these ingredients as integral to the experience for all personnel:

Defining the big picture for everyone

Having a clear purpose and mission

Visioning – what achieving the mission and purpose will look like

Communicating the importance of each person’s role

Living a culture that respects the values of and promises to employees, clients, donors, alumni, etc. every day

Enabling multigenerational input to organization and and market strategy and service delivery

A sense of joy and continuing curiosity at work

Phyllis Weiss Haserot, You Can’t Google It! The Compelling Case for Cross-Generational Conversation at Work

A NEXT STEP

Distribute the following questions from author Phyllis Haserot to your team in advance. After they have had time to read through them, gather the team for an extended conversation about each question.

  1. Help me understand your perspective on work and the marketplace outside of our organization. What factors influence your worldview, the attitude you bring to your work, and your interactions with colleagues?
  2. What would you like to see changed about how our work is done, and how can you help make it more effective? How important is hierarch to you? When is years of experience very important in your role, and when are other factors equally or more important?
  3. What is getting in the way of a more productive and satisfying working relationship? How can I as your teammate help you learn how best to work with me?
  4. What would you say are your core values? Do you think they are significantly different from my generation’s core values? How can we jointly overcome intergenerational tensions?
  5. What strategies for impact and influence at work can we learn from each other?

Use these conversations as a springboard to ongoing cross-generational conversations as a regular part of the leadership development process in your organization.

Excerpt taken from SUMS Remix 127-3, released September 2019.

 

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

>> Purchase prior issues of SUMS Remix here<<

Act Now – It’s Time to Put Yourself in Your Own Story

Posted on by

Information overload.

You live it every day – Facebook, Twitter, LinkedIn, and Instagram. You’re more informed and connected than ever.

Yet, if you’re honest, you’re probably feeling more distracted than ever.

More lonely. More restless.

According to studies done by Barna Research:

  • 71% of people feel overwhelmed by the amount of information they need to stay up to date.
  • 36% of adults stop what they’re doing to check a text or message when it comes in.
  • 35% of adults think their personal electronics sometimes separate them from other people.

Being hyperlinked changes every aspect of our lives – and often, not for the better.

THE QUICK SUMMARY – Someday is Not a Day in the Week by Sam Horn

Are you:
• Working, working, working?
• Busy taking care of everyone but yourself?
• Wondering what to do with the rest of your life?
• Planning to do what makes you happy someday when you have more time, money, or freedom?

What if someday never happens? As the Buddha said, “The thing is, we think we have time.”

Sam Horn is a woman on a mission about not waiting for SOMEDAY … and this is her manifesto. Her dad’s dream was to visit all the National Parks when he retired. He worked six to seven days a week for decades. A week into his long-delayed dream, he had a stroke. Sam doesn’t want that to happen to you. She took her business on the road for a Year by the Water. During her travels, she asked people, “Do you like your life? Your job? If so, why? If not, why not?”

The surprising insights about what makes people happy or unhappy, what they’re doing about it (or not), and why…will inspire you to carve out time for what truly matters now, not later.

Life is much too precious to postpone. It’s time to put yourself in your own story. The good news is, there are “hacks” you can do right now to make your life more of what you want it to be. And you don’t have to be selfish, quit your job, or win the lottery to do them. Sam Horn offers actionable, practical advice in short, snappy chapters to show you how to get started on your best life ― now.

A SIMPLE SOLUTION

According to author Sam Horn, you don’t need to quit your job, win the lottery, or walk away from your responsibilities to make your life more of what you want it to be.

There are things you can do right here, right now, to be happier, healthier, and more fulfilled.

There are steps you can take to make your life more fulfilling.

It’s time to hack your life by tapping into proven best practices, expedite results and discover a shortcut to success.

Make your “one day” Day One.

The Ten Life Hacks are actions you can take to create a more fulfilling life, sooner, not later. Please note: These hacks are a framework, not a formula. 

LIFE HACK 1:  Evaluate Your Happiness History

LIFE HACK 2:  Generate a Today, Not Someday Dream

LIFE HACK 3:   Abdicate Outdated Beliefs and Behaviors

LIFE HACK 4:   Initiate Daily Actions that Move Your Life Forward

LIFE HACK 5:   Celebrate What’s Right with Life, Right Here, Right Now

LIFE HACK 6:   Affiliate with People Who Have Your Back and Front

LIFE HACK 7:   Integrate Your Passion and Profession

LIFE HACK 8:   Negotiate for What You Want, Need, and Deserve

LIFE HACK 9:    Innovate a Fresh Start

LIFE HACK 10: Relocate to Greener Pastures

Sam Horn, Someday is Not a Day in the Week

A NEXT STEP

According to author Sam Horn, the best way to make progress in making your “Someday” is to ask probing questions that prompt you to change – for good.

Listed below are sample questions for each of the ten Life Hacks listed above. Schedule at least thirty minutes a day for the next ten days, and reflect on the questions listed.

LIFE HACK 1: Evaluate Your Happiness History

Play hooky for a day.

  1. How would you spend your free day or afternoon? What would you do if the people you’re responsible for would be taken care of, and there would be no repercussions?
  2. What are three things you would not do on your day of hooky? Why?   

LIFE HACK 2: Generate a Today, Not Someday Dream

Put a date on the calendar.

  1. What would you like to experience or achieve by the end of this year? What is your Today, Not Someday dream? When will you launch it? What “do-date” did you put on your calendar?
  2. Now, start filling in the W’s … where, when, who, what, and why. Who will you discuss this with so they can help you fill in the blanks so your dream goes from vague to vividly clear?
  3. Where will you post your dream so it stays “in sight, in mind,” and you are constantly re-inspired to do what you said you wanted to do?

LIFE HACK 3: Abdicate Outdated Beliefs and Behaviors

Let it go, let it go, let it go.

  1. How do you feel when you walk into your home? Where would your home rate on the “Clutter (1) to Clean (10) Scale”? How does that affect you? Do you feel guilty, stressed, or frustrated with how things have piled up? Or do you feel proud and at peace with how well-designed, organized, and beautiful your space is?
  2. How much time do you spend cleaning, repairing, buying, renovating your stuff? Is that a source of enjoyment, a burden and chore, or something in between? Explain.
  3. Are you ready to downsize your home and/or release some belongings? How will you do that? Who else does this have an impact on? How will you negotiate this with them? What could you do with the resources that would be freed up when you have less to take care of?

LIFE HACK 4: Initiate Daily Actions that Move Your Life Forward

Honor the nudges, and connect the dots.

  1. Do you make room for whims? Why or why not? When was a time you honored a nudge and acted on your intuition? What happened as a result?
  2. Do you think this is a lot of hooey? Does your intellect override your instincts? Or, do you agree that if we have a sixth sense that alerts us to what’s wrong, we also have a sixth sense that alerts us to what’s right? What are your beliefs about this?
  3. How will you honor the instincts that have your best interests at heart? How will you connect the dots, act on “coincidences” that beat the odds, and align with congruent individuals and opportunities that “feel right”?

LIFE HACK 5: Celebrate What’s Right with Life, Right Here, Right Now

Get out of your head and come to your senses.

  1. When was the last time you saw something as if for the first or last time? Describe what happened and what it felt like.
  2. Do you have a busy, stressful life? What is the ongoing impact of rushing, rushing, rushing— and always feeling “an hour late and a dollar short”?
  3. Would you say you have “juice” in your camera? Do you look at the world with fresh eyes? When, where, and how will you get out of your head and come to your senses?

LIFE HACK 6: Affiliate with People Who Have Your Back and Front

Launch your ship in public.

  1. So, what is that venture you want to launch? Who has supported you, cheered you on? What have they done to help you achieve your goal and do what’s important to you?
  2. Who has cautioned you, told you (“ for your own good”) that what you want to do won’t work or isn’t a good idea? What impact has that had on you?
  3. How will you take your dream public and give others a chance to jump on your bandwagon? Will you create a vision board and/or host a Today, Not Someday party? Where did you post your vision so it stays “in sight, in mind”?

LIFE HACK 7: Integrate Your Passion and Profession

Don’t wait for work you love – create work you love.

  1. Do you love your job? Do you feel you’re adding value and contributing? How so?
  2. If you don’t find your work satisfying, why not? What talents or skills are you not having an opportunity to use or get credit for?
  3. What are your Four I’s? How could you leverage them into a paying career where you get paid to do what you’re good at? What is your next step? Will you visit crafts fairs to see how other people have turned a passion into a profession? Elaborate.

LIFE HACK 8: Negotiate for What You Want, Need, and Deserve

If you don’t ask, the answer’s always “No.”

  1. When is a time you asked for something you wanted – whether it was a promotion, project lead, or pay raise? How did you prepare? What was the result?
  2. When is a time you waited for someone to “do the right thing,” act on your behalf, or give you what you deserved? As Dr. Phil would say, “How’d that work for you?”
  3. What is a situation you’re unhappy with right now? Which of the Four A’s have you used? How will you alter the situation by using the Five P’s of Persuasion to increase the likelihood of improving this situation?   

LIFE HACK 9: Innovate a Fresh Start

Quit watering dead plants.

  1. Is the majority of your life out of your control and not to your liking? How so? Does this challenging time have a timeline? Can you “make your mind a deal it can’t refuse” so you are able to keep things in perspective?
  2. What do you currently do to maintain a positive perspective, to have something to look forward to in bleak times? How do you stay focused on what you can control?
  3. Are there dead plants you can stop watering? What can you quit that is compromising your quality of life? How can you innovate a fresh start if you are going through dark times to keep the light on in your eyes?   

LIFE HACK 10: Relocate to Greener Pastures

Come full circle.

  1. When was the last time you were in your hometown? What memories did it bring back? Did you reconnect with people that influenced you? Did it catalyze a new creative direction that could be a satisfying full-circle way to come home to who you truly are?
  2. What used to light you up but now feels like it might be a retreat or regression to “go back there”? Do you worry it’s thinking small instead of thinking big? Could it actually be you’re going “home” to who you are at your core, your best self?
  3. Do you agree that we can be “at home” wherever we are and that “home” is a mindset, not a location? Where do you feel most at home? 

Excerpt taken from SUMS Remix 126, released August 2019

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

>> Purchase prior issues of SUMS Remix here<<

Manage Yourself to Achieve True and Lasting Excellence

Posted on by

Tom Paterson, brilliant consultant for decades and creator of the StratOp strategic system for operating and growing your organization, passed away on September 3, 2019.

As a non-profit group, Auxano has the largest team of theologically trained, pastor-experienced facilitators in the country in the process developed by Paterson. Each of our Navigators feels the impact of the tools developed by Tom Paterson in their daily work with churches across the country.

To honor the legacy of Tom Paterson on the anniversary of his passing, this excerpt from SUMS Remix 128 is based on one of Paterson’s friend and collaborator Peter Drucker’s books.

THE QUICK SUMMARY – Managing Oneself by Peter Drucker

Peter Drucker is widely regarded as the father of modern management, offering penetrating insights into business that still resonate today. But Drucker also offers deep wisdom on how to manage our personal lives and how to become more effective leaders.

In these two classic articles from Harvard Business Review, Drucker reveals the keys to becoming your own chief executive officer as well as a better leader of others. “Managing Oneself” identifies the probing questions you need to ask to gain the insights essential for taking charge of your career, while “What Makes an Effective Executive” outlines the key behaviors you must adopt in order to lead. Together, they chart a powerful course to help you carve out your place in the world.


A SIMPLE SOLUTION

Tom Paterson was a long-time friend of Peter Drucker. Drucker often referred to Paterson as the “Process Practitioner.” In turn, Drucker was known as the “father of modern management.” Because of their friendship, the third excerpt of this SUMS Remix comes from Drucker’s thoughts on “Managing Oneself.”

According to Drucker, the concept of managing oneself is increasingly important as each one of us becomes solely responsible for the trajectory of our ever-longer careers.

He believed that only when you operate with a combination of your strengths and a disciplined self-knowledge could you achieve true and lasting excellence.

Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at – and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all.

The only way to discover your strength is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or twelve months later, compare the actual results with your expectations. I have been practicing this method for 15 to 20 years now, and every time I do it, am surprised.

Practiced consistently, this simple method will show you within a fairly short period of time, maybe two or three years, where your strengths lie – and this is the most important thing to know. The method will show you what you are doing or failing to do that deprives you of the full benefits of your strengths. It will show you where you have no strengths and cannot perform.

Several implications for action follow from feedback analysis. First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results.

Second, work on improving your strengths. Analysis will rapidly show where you need to improve skills or acquire new ones. It will also sow the gaps in your knowledge – and those can usually be filled.

Third, discover where your intellectual arrogance is causing disabling ignorance and overcome it. Far too many people – especially people with great expertise in one area – are contemptuous of knowledge in other areas or believe that being bright is a substitute for knowledge.

Peter Drucker, Managing Oneself

A NEXT STEP

Work through the following blind spot exercise to discover potential blind spots in your understanding of your strengths.

  1. On a chart tablet, write a list of your strengths (up to ten), and arrange them in order of your certainty of that strength. In other words, the strength you feel best reflects you should be number one, and so on.
  2. For each strength, write down and number elements that are assumptions or uncertainties.
  3. Think about what would happen (consequences or risks) if the assumptions for each strength were wrong or untrue. Write down and number the consequences and mark their impact as high, medium, or low.
  4. Count the number of assumptions/impact per strength. Select both the strength with the lowest score (least assumptions/impact) and the one with the highest score (most assumptions/impact).
  5. Select the three strengths with the highest score, and develop ideas on how you might reduce the assumptions and impact, and therefore make them stronger.

The above exercise adapted from “75 tools for Creative Thinking.”

Excerpt taken from SUMS Remix 128, released September, 2019.

 

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

>> Purchase prior issues of SUMS Remix here<<

Look Back and Learn: Investing in Wisdom Equity

Posted on by

In researching and working on some leadership development material for an ongoing writing project, I came across the following:

Christianity is a religion of change. Jesus’ call in Mark 1:15 (the kingdom of God is at hand) was a call to change – change of mind and heart, of conduct and character, of self and society. By its very nature Christianity is a religion for a changing world and has always had its greatest opportunity during times of upheaval.

The Christian leader has no option; he must face a changing world. If the leader is to render maximum service, he must both adjust himself to the phenomena of change and address himself passionately to the business of producing and guiding change. Here are some elements that constitute the changed world in which the Christian leader today is called to fulfill his ministry.

Changed world outlook

Changed economic philosophy

Changed social consciousness

Changed family life

Changed community conditions

Changed moral standards

Changed religious viewpoints

Changed conceptions of the church

Changed media for molding public opinion

Changed demands made upon the leader

Pretty good list, right? Dead on. Taken from today’s headlines.

Nope.

courtesy the Southern Baptist Theological Seminary

courtesy the Southern Baptist Theological Seminary

The author was Gaines S. Dobbins, distinguished professor of Religious Education at my alma mater, The Southern Baptist Theological Seminary, in Louisville KY.

Written in 1947.

As the introduction to the book “Building Better Churches: A Guide to Pastoral Ministry.”

Dr. Dobbins retired before I was born, but while in seminary in the early eighties I had the privilege of sitting under a couple of professors who were students of Dr. Dobbins and spoke of his great influence on their development and career. There is a chair named for him at SBTS, and of course I recognized his name and influence. When I came across this book in a used bookstore, I bought it on impulse. After flipping through it, I realized it was a treasure of leadership wisdom.

At Auxano, we talk about a concept called “vision equity.” It’s realizing that the history of a church is a rich resource for helping rediscover what kinds of vision language past generations have used. That language is very useful for anticipating and illustrating God’s better intermediate future.

As I read Dr. Dobbin’s book, I think there is also a concept called “wisdom equity.” It’s realizing that there have been some great leaders and deep thinkers over the past decades and centuries whose collective wisdom would be a great place to start as we struggle with the new realities that face us every day.

It’s why I love history – I see it not as an anchor that holds us to the past, but as a foundation to build a bridge to the future.

History is not just books and information stored about the past. It can also be found in living beings – those around us, family and friends, who have lived through events and learned lessons my generation – and the ones following me – need so desperately to learn.

Go ahead – look back and learn.

Guiding Your Multigenerational Workplace Through Five Growth Precepts

Posted on by

In 2020, 25 percent of the labor force is projected to be over the age of 55 – and they’re not retiring anytime soon. These projections from the Bureau of Labor Statistics at the US Department of Labor indicate that not only will Baby Boomers continue to work alongside their current Generation X and Millennial colleagues, but that they will still be around when Generation Z joins the workforce.

The result? A clash of cultures that will require a new management approach.

Gone are the days when people entered the workforce as young adults, worked until their late 50s, and then moved off into retirement while younger generations took their place. Instead, the average retirement age has steadily been creeping up in recent decades as older employees – in particular, the Baby Boomers – stay in the workforce either by choice or by necessity.

Before we dive into the discussion, here’s a brief recap of just who comprises the generational cohorts mentioned above. While there’s no set standard, the following descriptions are generally accepted:

  • Baby Boomers – born in the years 1946-1964, numbering about 76 million people
  • Generation Xers – born in the years 1965-1980, numbering about 66 million people
  • Millennials – born in the years 1981-1997, numbering just over 83 million people
  • Generation Zers – born in the years 1998-present, numbering over 80 million and still growing

How do you manage the workplace reality of having three or four different generations on your team?

THE QUICK SUMMARY – Generations at Work: Managing the Clash of Boomers, GenXers, and GenYers in the Workplace by Ron Zemke, Claire Raines, and Bob Filipczak

Written for all who are struggling to manage a workforce with often incompatible ethics, values, and working styles, Generations at Work looks afresh at the root causes of professional conflict and offers practical guidelines for navigating multigenerational differences.

By laying bare the most common causes of conflict – including the Me Generation’s frustration with GenYers’ constant desire for feedback and the challenges facing GenXers sandwiched between these polarities – the book offers practical, spot-on guidance for managing the differences with consideration to each generation’s unique needs.

Along with the authors’ insights for managing a workforce with different ways of working, communicating, and thinking, the book offers in-depth interviews with members of each generation, tips on best practices from companies successfully bridging the generation gap, and a mentorship field guide to help you support the youngest members of your team–tools, which are the key to helping your workforce interact more positively with one another and thrive in today’s wildly divergent workplace culture.

A SIMPLE SOLUTION

According to the authors of Generations at Work, today’s workplace contains the conflicting voices and views of the most age- and value-diverse workplace the world has known since our great-great-great-grandparents abandoned field and farm for factory and office. At no time in our history have so many and such different generations with such diversity been asked to work together shoulder to shoulder, side by side, and cubicle to cubicle.

While there have certainly been multiple generations employed in the same organization before, they were mainly separated from each other by the hierarchy of a manufacturing-oriented economy. Senior (older) employees – mostly white and male – worked in the head office or were top management positions in key parts of the company. Middle-aged employees tended to be in middle management or high-skill, seniority-protected trade jobs. The youngest, newest, and physically strongest were on the factory floor or endured time in specific trainee slots that would lead, over time, to middle management – at best.

Among all the groups mentioned above, contact was primarily horizontal; with people like themselves, or at best, one level up or down the chain of command. Mingling among the generations, if and when it happened at all, was significantly influenced by formality and protocol.

Today’s workplace is totally different. The old pecking order, hierarchy, and shorter work life spans that kept a given generational cohort isolated from others no longer exist or they exist in a more permeable manner.

An unfortunate outcome of this shift is the likelihood of intergenerational conflict: differences in values, views, and ways of working, talking, and thinking that set people in opposition to one another, and challenge organizational best practices.

While generational differences have existed for, well, generations, what’s different is that this new generation gap is a four-way divide. The once “natural” flow of resources, power, and responsibilities from older to younger has been dislocated by changes in life expectancy, increases in longevity and health, as well as changes in lifestyle, technology, and knowledge.

Life for every generation has become increasingly nonlinear, unpredictable, and uncharitable.

Generational differences can be a source of creative strength and a source of opportunity, or a source of stifling stress and unrelenting conflict. Understanding generational differences is critical to making them work for the organization and not against it.

Accommodate employee differences

With employee retention at or near the top of the list of organizational “must meet” measures, the most generationally friendly organizations treat their employees as they do their customers. They learn all they can about them, work to meet their specific needs, and serve them according to their unique preferences. Each generation’s icons, language, and precepts are acknowledged, and language is used that reflects generations other than those “at the top.”

Create choices

Generationally friendly companies allow the workplace to shape itself around the work being done, the customers being served, and the people who work there.  They recognize that people from a mix of generations have differing needs and preferences, and they design their human resources strategies to meet varied employee needs. “Change” is not so much the name of a training seminar or a core value listed somewhere in their mission statement as it is an assumed way of living and working.

Operate from a sophisticated management style

Generationally friendly managers don’t have time for BS, although they are tactful. They give those who report to them the big picture, with specific goals and measures, and then they turn their people loose – giving them feedback, rewards, and recognition as appropriate.

Respect competence and initiative

Generationally friendly organizations assume the best of people. They treat everyone, from the newest recruit to the most seasoned employee, as if they have great things to offer and are motivated to do their best. It is an attitude that can become a self-fulfilling prophecy.

Nourish initiative

Generationally friendly organizations are concerned and focused, on a daily basis, with making their workplaces magnets for excellence. They know that keeping their people is every bit as important in today’s economy as finding and retaining customers. Therefore, they offer lots of training, from one-on-one coaching opportunities to interactive online training to an extensive and varied menu of classroom courses. They encourage lateral movement within the organization and have broadened assignments.

Ron Zemke, Claire Raines, and Bob Filipczak, Generations at Work: Managing the Clash of Boomers, GenXers, and GenYers in the Workplace

A NEXT STEP

Set aside time at a future leadership team meeting to review your organizational structure in terms of the five initiatives listed above.

On five separate chart tablets, write one phrase each as listed above across the top. Draw a vertical line down the center of each chart tablet, and write the words, “Positive” and “Negative” on either side of the line.

Discuss with your team how each one of the five initiatives are demonstrated in your organization in both positive and negative terms.

After your discussion is concluded, decide how you will celebrate the positive actions and correct the negative actions.

Excerpt taken from SUMS Remix 127-1, released September 2019.

 

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

>> Purchase prior issues of SUMS Remix here<<