Tag Archives: organizational development

Managing Employees: Different Generations, Different Motivations

One of the advantages of running a small business is that you can manage your employees on an individualized basis. A savvy boss identifies each worker’s hot buttons and work style, and manages accordingly. And if you’re super-savvy, you’ll factor in the cultural generation your employees belong to as well.

Like it or not, the era we’re raised in shapes our attitudes and behaviors. While stereotyping is not a good thing, several recent workplace studies indicate that employees of the same generation often share common values and traits, which set them apart from other generations.

This is information you can use to keep your employees motivated and challenged. You can also use it to create a more harmonious, collaborative culture. Because when employees clash or fail to communicate, it may be generational differences at work.

We’ve been discussing this topic in my small business peer advisory groups. After measuring some of the research against our own managerial experiences, these are the profiles we agreed on regarding different workforce generations.

Generation Y (aka Millennial) Workers (born 1978-1997) – Chances are, the youngest members of your workforce are adept with technology and most comfortable when multi-tasking. They’re fluent in social media, but may need guidance setting boundaries. Many Gen Y’ers chaff under rigid management, so if you want to keep them happy, offer a flexible work environment. They enjoy working in teams, but prefer communicating via brief emails and voicemails rather than traditional meetings.

Generation X Workers (born 1965-1977) – Many Gen X workers tend to be independent minded. They may question established work processes and challenge the status quo, which can either be a healthy thing or a source of conflict with colleagues. Gen X’s gravitate toward flexibility and informality (they also tend to look at meetings as a waste of time), but do want feedback and recognition for a job well done.

Baby Boomer Workers (born 1946-1964) – Typically, Baby Boomer employees work hard in the conventional sense, and are proud of it. Boomers tend to measure dedication in terms of putting in long hours (after all, they were the inspiration for the term ‘workaholic’). Boomers often prefer communicating face-to-face or via meetings rather than electronically, and would rather be rewarded with a bonus than comp time.

One generational group isn’t better or harder working than the other; it’s more a matter of style. However, by recognizing what makes different generations tick, you can manage and motivate more effectively and get the best from all of your people.

One key thing to remember: you belong to one of these generations, too, and it undoubtedly impacts your managerial mindset to one degree or another. The more open you can be to work styles unlike your own, the more it can benefit your business.

Employee differences enrich your workforce, and generational diversity is a good thing. It’s your job to ensure that everyone is working toward the same goal, even if they’re getting there by different routes. (Speaking of goals: be a savvy boss and request my free Goal-Setting Worksheet! Email me at Ray@ProPres.com.)

Biography: Ray Silverstein is president of PRO, President’s Resource Organization, a network of entrepreneurial peer advisory groups in Phoenix and Chicago. He is author of “The Best Secrets of Great Small Businesses,” and “The Small Business Survival Guide.” You can reach Ray at 1-800-818-0150 or ray@propres.com.

Get the new Small Business Toolbook – 25+ years of Advisory Group Expertise

The Most Important, Most Overlooked Hiring Question

The Most Important, Most Overlooked Hiring Question
by Ray Silverstein

Good news: it seems like more small business owners are shifting into hiring mode. That’s a good thing for everyone.

Now, the bad news. Many small business owners don’t really know how to hire the best candidate. And making a bad hiring choice is one of the most costly mistakes an entrepreneur can make. Consider the recruitment costs, training costs, and lost opportunity costs incurred when an employee fails.

In my experience, most small business owners dread the hiring process. So they adopt a classic HR-type approach, focusing on background, skills, and experience. They come up with tricky questions to pose to applicants.

Background, skills, and experience are important, to be sure. But they are not the most important thing. So what’s the #1 factor that drives a new hire’s ultimate success or failure?

What are the applicant’s core values…and do they match our company’s?

Think about it. Skills can be sharpened. Knowledge can be acquired. Processes can be learned. But the kind of person you are in your heart isn’t likely to change. If you hire someone who’s competent but doesn’t share your values, you’re almost predestined to part ways down the line.

For example, if your company prides itself on its ethical dealing with customers, you can’t accept an employee who places profits or efficiency over quality service. An employee who takes shortcuts when he can get away with it isn’t the kind of employee you can build your business on.

Or, maybe it’s the other way around. It’s not about right or wrong here. It’s about ensuring a good match. It means recognizing your core values, and asking applicants to share theirs.

Say, you’re hiring an office manager, and work/life balance is one of your priorities. Or, conversely, maybe getting the job done is, at any cost. Either way, wouldn’t it be good to know what a candidate would do if forced to choose between staying to push a key project out the door or attending his/her child’s big recital?

When you’re making your list of interview questions, include some that start with:
What would you do if…
Did you ever have to choose between…
What matters more to you…

…and address the issues that matter most to you.

And consider this. When an employee gives notice, many small business owners view it as a blow, a setback. But it’s also an opportunity to raise the bar. Focusing on the core values that ground your business is one way to ensure that your human assets are in fact…assets.

Interested in raising your HR IQ? Request my Human Assets Worksheet at ray@propresidents.com.

Email me at ray@propresidents.com to find out more about working with PRO Peer Advisory groups to find out more about the numbers and what is behind them.

Get the new Small Business Toolbook – 25+ years of Advisory Group Expertise

How do you confront issues and people effectively?

Crucial Conversations

Tools for Resolving Broken Promises, Violated Expectations, and Bad Behavior

by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler

Disappointing Results at Work?

The Guys explore one of the toughest issues – dealing with confrontations in the workplace. No, it isn’t about breaking up fights, but it can result in one if not handled properly in some cases. Most of us avoid conflict at all costs, so confronting employees who aren’t meeting up to standards is certainly not an enjoyable process. Crucial Confrontations – Tools for Resolving

How do good leaders create conversations to address work issues? The first few seconds of the interaction sets the tone for everything that follows.

What do you do when someone disappoints you?  For some people, the response is anger.  They cut people off, overstate arguments, attack ideas, employ harsh debating tactics, and eventually resort to insults and threats.

Surely, there’s a better way.  And there is.  We’ll explore how to step up and master crucial confrontations.  But first, let’s start with a definition.

What does the term crucial confrontation mean?  To confront means to hold someone accountable for disappointing you, face-to-face. 

It doesn’t have to be abrasive.  In fact, when confrontations are handled correctly, both parties talk openly and honestly.  Both are candid and respectful.  As a result, problems are resolved and the relationship benefits. But crucial confrontation skills offer the best chance to succeed, regardless of the topic, person, or circumstance.

The Guys tiptoe through the tulips of tense moments…  pursed and tight.  Well, if you know The Guys, they are a bit fast and loose. In order to loosen things up they cover the essential processes and techniques for having crucial conversations, from the authors’ point of view and from their own experience. Crucial confrontations succeed or fail because of the words people choose, and the way people deliver them.

Before you confront someone, you have to make sure that you are confronting the right problem.

The ability to reduce an infraction to its bare essence takes patience, a sense of proportion, and precision. You’ll have to listen in or download Ray’s Crib notes below in order to get the details of what the process is and how it works.

 

Click HERE – Get the NEW Small Business Toolbook

Business Structures

2 Small Biz Guys engage a pretty dry subject with a little flair – business structures. Although the topic is about as interesting as watching paint dry, business owners have to face the fact that their business must have some legal structure. We are not attorneys and you are advised to consult both an attorney and CPA when determining how to structure your business.

The basic business structures include Sole Proprietorship, Partnership, C-Corporation, S-Corporation, Limited Liability Company, Trusts and Employee Stock Ownership Plan. The structures move from very simple with complete liability of the business owner to somewhat complex and less direct liability. Often businesses go through a progression or evolution from one to another over the course of the business’ growth. We discuss the various forms and the distinctions of each regarding personal, financial and tax liability.

Initially, determining a business name requires various legal forms, checking with the Secretary of State for the availability of the name, and filing appropriate paperwork with the State Corporation Commission. Every state is slightly different yet very similar in the process. For branding purposes, your business name should be descriptive and distinct regarding the business itself. It’s always best to describe what you do in your business name.

We close the show talking about the growth of holacratic businesses, like Zappos, and their challenges as Millennials take over the world.

You will find some useful information in our discussion and perhaps gain insight toward your own business path.

Small Business Help – Coaching, Consulting, Peers

We tend to address things in more of a general sense when talking about small business challenges. Tonight’s show was indicative of the reflections of our insights and understanding of various tools. Coaching helps business owner set up action plans once goals and objectives are determined through a variety of questions the coach presents. Consulting focuses on specific issues within the company, creating change management scenarios that, when the employees and staff are involved, provide the opportunity for better buy in and success. Peer advisory groups allow the business owners to engage and reflect with others who have similar challenges, which often isn’t possible in more confined environments.

All businesses rely on sales, but the process for garnering them is often vastly different. There are some basic that often get overlooked. If a sales goal is ‘X’ the construction of the process to get there is all important. It is a numbers game. In the digital world, ‘X’ is achieved through generating traffic and garnering sales as a percentage of the traffic. The rule of thumb is that a .05% success rate is good. So, the question is, “How much traffic must be generated to achieve ‘X’?” That is just a first step, but a necessary one that a lot of business owners forget to address. Numbers are your friend. Don’t leave them out of the process.

Here’s the recording of this week’s show with Ray and Zen: