Management and employee goals mesh nicely if companies change their work culture to positive developmental leadership – making over the workplace so that it is more attractive to younger workers and giving employees what they need to be more...
Management and employee goals mesh nicely if companies change their work culture to positive developmental leadership – making over the workplace so that it is more attractive to younger workers and giving employees what they need to be more satisfied. These leadership skills result in a more productive, happier and stable workforce, according to Dr. Mark Taylor who spoke during last week’s RACCA meeting.
For a copy of Dr. Taylor’s two Powerpoints contact: mark@taylorprograms.com
In a reprise visit to RACCA, Dr. Taylor noted the challenges up-and-coming GenZ – under 22 years old – have experienced, citing 9/11, the Great Recession, Covid, Climate Change and now another recession. This experience has taught them to be naturally pessimistic and it is up to leadership to provide a developmental culture that helps them grow and establishes contagious positivity.
“They are anxious and depressed because their American adolescence has been overwhelming,” he explained of what he called Gen NeXt and GenZ. “They are incredibly web dependent and completely unprepared for the workforce. They’ve had less self-esteem parenting and have become pragmatic scrappers with more pressure to succeed.”
Taylor noted one in six 18- to 24-year olds are disengaged from work, life and school in favor of video games. Only 51% are considering a four-year degree – a marked change since the 1960s when the push for college became the norm. This offers a significant opportunity for airlines who engage with flight and aviation maintenance schools that GenZers are already looking at.
“The good news is there are a lot of warm bodies looking for career paths that don’t involve going to college,” Dr. Mark Taylor told RACCA attendees last week.
“They are more aware of social justice and diversity, equity and inclusion and expect a company’s record on those issues to be pristine. They make that apparent early in the interview.”
Engaging the Workforce
“They can succeed with development but you must help them grow and build in success,” he said. “They need a lot of praise.
“Praise is a nutritional requirement especially when tied to how their work helps with the mission,” he continued. “And if this is not your management style or you don’t want to do it…welcome to the never-ending world of constant turnover.”
He noted middle managers often resist these new leadership tactics, preferring a more autocratic style. This means it is up to leadership to convince them their way is now counterproductive. Instead, they must help workers make behavioral and cognitive choices to make themselves happy, realize their full potential and enjoy lasting fulfillment.
“If you give people praise and a mission they will blossom,” he said. “It is the daily kudos that make a difference and what does that cost? Nothing. By helping workers be happier and more satisfied, they continue to produce, develop and grow. When people feel as if they are growing, learning, developing and contributing to the mission, they are more likely to stay. Give them a purpose, meaning and mission and that improves engagement, retention, results in more cooperation and more productivity.”
Taylor provided guidance for leadership for adopting these 21st Century employee engagement techniques including increased flexibility on work rules and recognizing employees have a life outside of work. He advised focusing less on what people should be doing and more on what they are doing right. Only then are they receptive to receiving corrections which must be designed to teach and improve rather than as punishment. Leaders should praise for specific behaviors and outcomes which offers subliminal direction and tells them what you want more of. In addition, he advised tying gratitude for their contribution to why it matters, the progress toward success and how it makes your job easier.
“When people mess up, start with recognition and appreciation of something good they have done that has contributed to your expectations they have met or tried to meet,” he advised. “Really, these are the techniques used by every kindergarten teacher. Offer the necessary feedback and relate it to your shared goals of company success. Help them figure out what they did wrong and how they need to do it differently. End with praise, your expectation of success and encouragement. Get their willingness to get the job done and a commitment.”
The key to today’s workers, he said, is their need to be doing something of value and importance, whether it is meaningful and makes a difference, all of which makes them more motivated. Managers must also keep them busy because a focused mind is happier than a wandering mind especially if they are focused on impacting the mission, learning, growing and developing.
Bracing Your Organization to Equip Gen Z in a Hybrid Working World
