Leading people — Page 10

How to Mentor Someone

Many leaders get the call, and then have to figure out how to mentor someone. Below we discuss:

Why you would want to learn how to mentor someone.
How mentoring someone is different than simply managing someone
The role of the mentor
The expectations of the mentee
The mentoring agreement

Why Learn How to Mentor Someone?

By learning how to mentor someone, you will improve employee retention within your department or organization. An Interim Services study revealed that 35% of employees who did not have a mentor planned to look for a new employer within the next year, while only 16% of those with good mentors indicated the same intention.
Learning how to mentor someone will capture employee discretionary effort. A 2002 University of Georgia study proved that mentored employees perform better, advance more rapidly, and report greater job and career satisfaction.
Learning how to mentor someone can better position you as an employer of choice. A MMHA Managers’ Mentor study discovered that 60% of college and grad students said that the availability of a mentoring program weighed heavily in their decisions regarding selection of an employer.

Mentors and Managers

Many leaders don’t bother to learn how to mentor someone, because they believe it is the same as managing people. It is not. Immediate managers provide direction, resources, encouragement, consequences and measures progress. Mentors, on the other hand, provide high-level guidance and help track progress.

A manager and an employee have a reporting relationship; a mentor/mentee relationship normally does not have a reporting relationship. Finally, a mentee is under no obligation to accept the feedback or advice offered by a mentor, whereas the feedback and advice offered by a direct supervisor is often not optional.

The Role of a Mentor

A key part of learning how to mentor someone is to understand the role of this important relationship. As a mentor, you should act as a(n):

Sounding Board
Development Coach
Interpreter and Guide
Role Model

What the Mentee Expects:

The other critical component of understanding how to mentor someone is knowing what the other person is expecting of you:

Encourage learning, achievement, and trying new approaches.
Mentees value mentors who are good listeners.
The mentee expects the mentor to keep their confidences.
Mentors who provide specific and honest feedback regarding their performance.
Mentors who suggest strategies for specific work challenges.
Most of all, participants want mentors who care about them and want them to succeed.

The Mentoring Agreement

A very useful tool for learning how to mentor someone is the Mentoring Agreement. There are a variety of different formats for Mentoring Agreements, but here are some standard category contents for a mentoring agreement:

Purpose
Responsibilities of the mentor and the mentee
Measures of Success of the mentoring relationship.
Barriers
Ground Rules
Meetings

Click here for a Mentoring Agreement Template (members only)

3 Things to Remember about how to mentor someone

1) Don’t bother if you are not committed. A mentoring relationship will take some time and energy. If you are unwilling to make that investment, you should decide early on NOT to do so.

2) It’s about accelerating development. Mentoring relationships are intended to advance the career of the mentee, and skill building. If you are uncomfortable in such a role, you should not volunteer.

3) Use a mentoring agreement. A bit of structure can advance the relationship significantly.

Watch the ‘3-Minute Crash Course’ about How to Mentor Someone (CLICK THE ARROW TO START THE VIDEO):

Looking for the Full-Length Podcast/Video? …

Managing the Balding and Grey

How did this happen? When you were a teenager, you were very clearly smarter than your parents. Then you went on, and got yourself a whole bunch of education, worked hard, and are now leading a team of people. Half of them are old enough to be your parents.

Managing your mom? You didn’t sign up for this.

Oh to be a Baby Boomer — The single most important demographic cohort in the history of the planet. The baby boomers have absolutely dominated the workplace since the 1960s, and are only slowly giving up their grip now. If you were born after about 1965, then it is a good news/bad news story for you.

The bad news is the Boomers racked up your “societal credit card debt”, that will take several generations to pay off. The good news is they’ve already cured erectile dysfunction, and they are bound and determined to stay youthful forever, which bodes well for all those that follow.

In the workplace, this has a number of ramifications. If you’ve got a boomer working for you, you might have to put up with the occasional tardy arrival, if you are to believe the Cialis commercials. It also means when you start talking about ISPs, ASPs and HTML, their eyes will glaze over faster than Paris Hilton’s would on Jeopardy.

Keep in mind that there is something to be learned from this generation. Yes they were financially reckless with your future, and made the planet into an environmental disaster, but that doesn’t mean they don’t know a thing or two about whatever business you are in.

The Boomers have seen several business cycles come and go, and will tell you (with certain credibility) that they’ve seen it all previously. Everything in business comes full circle – just the details are marginally different. If you listen carefully to the Boomers working for you, you just might get a jump on whatever is going to happen next.

They can’t manage email to save their life, and they think microwaves and fax machines are high tech, but if you discount their input and feedback, it is at your peril.

Baby Boomers: Managing People Older Than You

Learn how to lead and manage the balding and grey.

Watch the ‘Baby Boomers in the Workforce’ Video (13 mins 46 sec):

Download the ‘Managing Baby Boomers in the Workforce’ Cheat Sheet, Video, Audio, and Slides

Managing Baby Boomers in the Workforce

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Baby Boomers in the workforce are a force to be reckoned with. They are the single largest cohort in the history of the planet, and they have dominated culture, economics, and the workplace for the past half century in countries where the Baby Boom phenomenon exists.

Baby Boomers in the workforce are most pronounced in Australia, New Zealand, and Canada (presumably because the Second World War was six years long for these countries, but when they returned home, they did not have to rebuild their cities), followed by the United States and Western Europe.

First, we should define Baby Boomers in the Workforce:

Traditionalists: 1925 – 1945

Baby Boomers: 1946 – 1965

Generation X: 1966 – 1980

Millennials: 1980 – 1999

Who Cares About Baby Boomers in the Workforce?

Clashes between generations can directly affect turnover. If team members do not feel like they “fit in” or that their values are not reflected in the workplace, the there is a risk of unwanted turnover.
Baby Boomers in the workforce have been influenced by different life events than other generations and thus have different perspectives that can impact motivation and performance. Understanding this better ensures the capture of discretionary effort.
A 2011 Robert Half survey revealed that 72% of hiring managers find it challenging to manage teams composed of members of different generations. This is particularly challenging when younger generations are put in the position of managing Baby Boomers in the workforce.

Factors that Shaped Baby Boomers in the Workforce:

Birth of Rock n Roll.
Many Baby Boomers in the workforce are the former hippees of the 1960s.
Space exploration. Many Baby Boomers in the workforce can remember a time before regular space travel.
Baby Boomers in the workforce are the most affluent generation in history.
Unlike previous generations, Baby Boomers in the workforce grew up in peaceful times, and most of them have never gone to war.
Baby Boomers in the workforce were the first to reject traditional values, after having grown up during the Civil Rights Movement, and other significant social changes.

Expectations of Baby Boomers in the Workforce:

Baby Boomers in the workforce value peer competition.
Boomers started the “workaholic” trend. Where Traditionalists saw hard work as the right thing to do, Baby Boomers in the workforce see it as a way to get to the next level of success.
Baby Boomers in the workforce are committed to climbing the ladder of success. They are seeking status, prestige, and money.
Baby Boomers in the workforce don’t like restrictive rules and regulations.

How to Lead and Motivate Baby Boomers in the Workforce:

Position, Titles and Prestige. Baby Boomers in the workforce are achievement oriented, and respond to status represented by titles and position.
Provide Stability. Baby Boomers in the workforce are mostly a loyal group, so even though many are close to retirement, longer term incentives are important to this cohort.
Recognize Their Experience and Contributions. Baby Boomers in the workforce have a wealth of experience that younger generations have yet to achieve. Recognizing this allows other generations to learn from the Boomers, and also motivates Baby Boomers in the workforce.
Respect their knowledge and experience. Set up formal opportunities for Baby Boomers in the Workforce to share their expertise with younger workers.
Personal Relationships. Deal with Boomers face to face. Do not rely solely on email with this cohort.

Three Things that Frustrate Baby Boomers in the Workforce About Other generations:

Generation X has no company loyalty. They will jump ship quickly, and without regard for the organization.
Generation Y has no patience. They seem to be unwilling to “pay their dues”.
Traditionalists rules and values are out of touch with modern reality.

Watch the ‘3-Minute Crash Course’ about Managing Baby Boomers in the Workforce (CLICK THE ARROW TO START THE VIDEO):

Looking for the Full-Length Podcast/Video? …

Millennials in the Workplace: How to Lead and Motivate Generation Y

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“The Children now love luxury. They have bad manners, contempt for authority, they show disrespect for adults, and love to talk rather than work or exercise. They no longer rise when adults enter the room. They contradict their parents, chatter in front of company, gobble down their food at the table, and intimidate their teachers.” – SOCRATES (469 -399 B.C.)

So perhaps generational friction in the workplace is not a new phenomena. However, proactively managing Millennials in the workplace will reduce workplace conflict, improve productivity, and generally make your life as a leader more easy.

First, we should define the various generations currently at work:

Traditionalists: 1925 – 1945
Baby Boomers: 1946 – 1965
Generation X: 1966 – 1980
Millennials: 1980 – 1999

Who Cares About Millennials in the Workplace?

There are a variety of reasons a good leader will want to proactively manage Millennials in the workplace:

Clashes between generations can directly affect turnover. If team members do not feel like they fit in, or that their values are not reflected in the workplace, they are more likely to leave. Millennials in the workplace often have specific skills that can be difficult to replace.
Different generations have been influenced by different life events and thus have different perspectives that can impact motivation and performance. For example, Millennials in the workplace often have:
- Unique ways of viewing quality.
- Distinct and preferred ways of managing and being managed.
- Different priorities that effect how and when they show up for work.

What has Shaped and Influenced Millennials in the Workplace?

Every generation or cohort has been affected by its life experience. It is important to understand cultural influences when managing Millennials in the workplace:

The Trophy Generation. Millennials in the workplace often expect their work lives to be similar to their upbringing. They have constantly been acknowledged and reinforced their entire lives. They expect the same at work.
Millennials in the workplace can baffle other generations because they were raised with an entitlement and “rights” perspective.
Millennials don’t really remember a time without the internet
They have not known a world without microwaves, cell phones, CD’s, laptops and iPods.
Millennials were raised on reality television. They believe anyone can be a star.
Many Millennials in the workplace were in high school during the Columbine tragedy.
They know never ending war, and don’t remember a time without terrorism.
Scandals – OJ Simpson, Monica Lewinsky

Expectations of Millennials in the Workplace

Lot’s of positive feedback. Millennials in the workplace expect the same reinforcement they were brought up on. Feedback is not optional to them.
Millennials in the workplace expect to win and are optimistic.
Millennials in the workplace expect a work/life balance. They will work hard, but also expect to play hard as well, and will quickly leave an employer that insists on constantly interrupting their work/life balance.
Millennials in the workplace expect to be listened to and collaborated with.
Hierarchy doesn’t matter to Millennials in the workplace. The pursuit of titles and status has far lower value than it does for other generations.
They expect to be able to work with the latest technology.

How to Lead and Motivate Millennials in the Workplace

Not every workplace can achieve all of the suggestion below, but serious consideration should be given to how to best manage and motivate Millennials in the workplace:

Make the workplace fun. Provide an informal, digital, multi-tasking, team oriented workplace.
Make the workplace flexible. Focus on the work outputs; not when, or even how it gets done.
Give them guidance and some structure. Millennials in the workplace are used to listening to others for advice and input. They are used to following schedules and having routines laid out.
Leverage their comfort with collaboration and multi-tasking. Give them a wide range of projects to work. Use project teams.
Positive feedback is especially important to this generation. Give them on the spot recognition and public praise.
Give answers to all of their questions. They expect to be well informed and they expect to be able to question you.
Let them know that what they do matters. They expect to make a difference “You and your coworkers can help turn this company around” can be an effective way to motivate Millennials in the workplace.

Three things that Frustrate Millennials about other Generations:

Traditionalists’ hierarchy means nothing. Often older managers cannot understand why the promise of a title and promotion fails to motivate Millennials in the workplace. They are far more interested in being listened to, and collaboration than they are with a title.
The Boomers’ resistance to technology. Millennials in the workplace have little patience with those that cannot perform the simplest of technical functions. Email, text messaging and social media are not optional to the Millennials; they are critical business tools.
Generation X needs to lighten up. Millennials in the workplace don’t have much patience for the doom and gloom that characterizes many Gen Xers. They were not privy to corporate downsizing, and other challenges the Xers endured, and even if they were, they would suggest the Xers “get over it”.

Watch the ‘3-Minute Crash Course’ about Millennials in the Workplace (CLICK THE ARROW TO START THE VIDEO):

Looking for the Full-Length Podcast/Video? …

The Trophy Generation Invades the Workplace

OK… so I know I’m supposed to treat these ones differently. They’ve never received anything but continually positive feedback, and their Mum’s and Dad’s loved them so much, they got a cake and a parade every time they didn’t wet the bed.

Unfortunately, some one has to break the news to the more entitled of this generation that:

Life is Just Not Fair.

If you are living and working in a society of more than one, sooner or later someone who is not as smart as you, not as hardworking as you, and maybe not even as good looking as you, is going to get something that you feel entitled to. It’s horribly unfair.

It’s called “life”.

Prince Charles got himself into trouble a few years ago because he suggested that maybe it wasn’t the best idea to tell everyone they could do or be anything they wanted to. On the surface, it is highly offensive to have a guy that was born into fame and riches lecturing people to accept their lot in life and make the best of it. On reflection however, he is the perfect person to say so: he never had a choice as to his vocation or ambition. It was pre-determined for him, and few sane people would want to trade places with him.

In reality, people of all generations should try to reach beyond their grasp. The folly is when achieving things beyond your humble origins becomes an entitlement, rather than a bonus. There are lots of smart people out there who have worked very hard to exceed their natural circumstances, who only do marginally better than their parents or peers did. Those that have risen above tremendous adversity go on to get their own television networks (good for you, Oprah), or have movies of the week made about their story are the exception, not the rule.

The rest of us need to be content with what fate conspires to deliver to us for our efforts.

I have a creepy feeling about a whole generation of trophy-kids entering the workplace, when their parents and society have failed to expose them to unbridled competition or at least some understanding of the harsh reality of life. Far too many parents would storm into the principal’s office when Susie didn’t get an “A” in chemistry.

What’s going to happen when Susie’s dad wants to storm into the boss’s office when Susie gets fired?

Retention of Employees

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“Good help is hard to find”

This quote is as true in hard economies as it is in good economies. The retention of employees is something that all managers and all organizations must deal effectively with regardless of their current bench-strength. If you current don’t have a problem with the retention of employees, it won’t be long before you do again.

Why Should I Care About the Retention of Employees?

There are a variety of reasons why organizations and individual managers should care about the retention of employees:

Poor retention of employees will leave to turnover, and turnover is expensive. The Journal of Compensation and Benefits estimates the cost of unwanted turnover to cost between 1.5 and 2.5 annual salary.
Efforts to improve the retention of employees will allow you to capture discretionary effort.
Recruiting is difficult and time consuming. Your life as a leader will be much easier with better retention of employees.
For the individual manager, it is worth noting that the retention of employees is not as much an organizational issue as a leadership driven one. Most people “quit” their boss, not their employer.
Many individual managers assume that the retention of employees is usually drive by compensation or other organizational factors. In fact, employee surveys show that these issues are usually secondary.

The Three-Step Process to Improved Retention of Employees

1. ASK. Not everyone values the same things, or the things that you value. The only way to understand what will motivate people to stay or leave your organization is to ask.

2. Tell them they’ve been HEARD. It is useless to ask, unless people know they have been heard. The improved retention of employees requires you report back to those asked with what you’ve heard.

3. ACT. You now need to act on the information you have gathered to improve the retention of employees

Step 1 to the Improved Retention of Employees: ASK

Figure out what people value. A common mistake is to assume that all your people value the same things you do. They do not.
Do not discount inter-generational issues. If you are managing people of a different generation then the things that would motivate you to stay or go, will almost certainly be different than the retention of employees of a different generation.
The improved retention of employees requires that you ask people both collectively and individually:
- Collectively: Use surveys or focus groups to establish collective data and anonymous comments.
- Individually: The informal conversations you have with your people will give you insight into the things that they value, and whether you at risk of losing them.
Don’t just ask once. Organizations that are particularly good at the retention of employees are continually asking their people for feedback. Sometimes this is done via rotating focus groups, while other organizations survey their people once every 12 or 18 months to get a pulse of the organization.

Step 2 to the Improved Retention of Employees: Tell them they’ve been HEARD

Respond in a timely manner with what you have learned. The best way to sabotage better retention of employees is to ask people’s opinion, and then give them the impression they have been ignored.
Communicate the collective list of what people value but don’t betray confidences. If surveying an employee group, report back on high level themes and trends. It may be easy to single individual comments out, but you need to resist the urge to do so.
Based on the feedback given for the improved retention of employees, articulate the one or two things you intend to act upon.

Step 3 to the Improved Retention of Employees: ACT

Below are some standard things for improving the retention of employees. They are not intended to be a prescription, but rather thought starters for your own organization:

Offer constant feedback. People can never get enough, so the more feedback you offer, the more likely to improve your retention of employees.
Role clarity and reinforcement. People are most content when they have clear idea of what they are supposed to do, and this is continually reinforced in a positive way.
Connect people to the big picture. Nobody likes to toil in obscurity. Connect people to the larger, organizational goals, and let them know how their contribution is important.
Promote a deeper sense of cause. Many organizations attempt to change the world in some small way. Try to leverage this, if it applies to your organization.
Build a community. If people have a community at work, it makes it harder for them to leave. If their social network is largely tied to work, then they would lose that if they chose to leave.
Provide skill-building opportunities to improve the retention of employees:
- Training and skill building can be motivating factor to stay with an organization.
- Mentoring opportunities can help fortify relationships and build competence
- Special assignments can build new skills, and improve the retention of employees.

Flexible work or flexible hours. This can be very important to some people. Don’t rule it out, just because your organization hasn’t done it before.
Provide career planning. People want to progress, and if they have some idea of future opportunities, they are less likely to look elsewhere.
Allow for project ownership. Giving people authority and accountability for specific projects or initiatives can be a motivator to stay.
Recognize personal needs. Everybody wants to be treated as an individual with unique values and needs. Where these can be accommodated, they can act as retention strategies.

3 Things to Remember about Improving the Retention of Employees:

Don’t wait for HR or the organization. Individual leaders need to take this upon themselves – particularly when the larger organization fails to do so.
People may not value the same things as you. Don’t project your own values on to others. They may not care about an inflated title and a corner office.
Don’t commit to anything you’re not prepared to do well. You make people cynical when you say you will do something and then don’t follow through. Ensure you can live up to any commitments you make.

Watch the ‘3-Minute Crash Course’ about Retention of Employees (CLICK THE ARROW TO START THE VIDEO):

Looking for the Full-Length Podcast/Video? …

All Employees are NOT Created Equal

OK… maybe they are created equal, but after their first day of work, they are no longer on an equal footing.

So before the letters start, let me be clear that I would never suggest inequality due to gender, race, sexual orientation or any of the other usual culprits. I am a firm believer that once you take the time to get to know a person, there are so many other reasons to dislike them, that normally defined prejudices need not apply.

But I read in the business press that I need to install a hot tub in every other office at work to make sure that no one quits. Here’s the thing: I desperately want a few of them to quit. I don’t exactly have grounds to fire them, but I know that if a vacancy comes up, I can do better. So the last thing I want to do is make it too comfortable for them… then they’ll never quit.

The HR people hate this part: some people are simply more valuable to organizations than others. It doesn’t mean that we don’t value all people, nor does it mean that we don’t treat all people with respect. It does mean that we will work harder to keep some people on board than others.

Many of the employee retention programs out there are horribly misguided in this regard. They are well intentioned in so far as wanting to create a positive working environment, but these programs miss the mark by not identifying and targeting those employees that we especially want to keep.

Yes, I know it’s problematic to only put the hot tubs in some offices, but not others. However, the very best employee retention tactic is investing in, and developing high quality leadership within an organization. Most people that leave a company actually “quit their boss”, rather than resign from the organization.

Interestingly, a high quality leader can also raise the performance of that employee I talked about earlier that I would rather part company with. If the employee can’t be saved, then a high quality leader will steward the employee’s departure out of the organization in a professional and respectful manner.

The bottom line is that if organizations are serious about retaining high quality employees, they should save the investment in air-hockey tables, hot tubs, and concierge services, and funnel those resources into the attraction and development of high quality leadership throughout the organization.

You’ll get better returns, retain more high quality employees, and won’t have water damage from the steam of the hot tub.

I’m Not a Manager. I’m a Babysitter

Well, that’s kind of harsh – even if it is true for many leaders. How did it come to this? How did you manage your career so you could end up mediating between two employees who are applying death-threats to each other because one used the other’s Arthur Fonzarelli commemorative coffee mug, and never washed it?

None of us stood up in the first grade and announced to the world that we wanted to be a middle manager. Yet, there are far more middle managers than there are police officers, fire-fighters and ballerinas combined. And here you are a generation later with the title, “Manager” which entitles you to:

10% more pay than the two idiots arguing over the coffee mug
longer working hours
hypertension.

I remember being the manager of a supermarket, where I’d have to mediate such disputes as who had to check through the groceries. Yep, that’s right – we had hired over 100 people into the job description, “cashier”, and I was constantly involved in battles over who had to check. Weren’t we paying all of you to perform that function?

Or another employee who made a career out of torturing other people with comments such as:

“I think you’ve put on weight”
“You’ll probably be bald in another couple of years”
“Why do you think it is that people don’t like you”

Of course, he always phrased these in such a way that he couldn’t be taken to task for harassment, but that didn’t stop the line-up of complaints about his behaviour.

I finally developed a coping strategy for these petty complaints that made me tremendously unpopular with everyone, but I enjoyed my job much more, and had way more time on my hands. Unless I deemed the complaint to be something that would effect the viability of the business, or lead to an unacceptable amount of risk, I would tell people, “You need to sort this out on your own, because if you try to involve me, I guarantee no one is going to like the result”.

A threat? Probably.

A survival strategy? Definitely.

I’ve spoken in this space before about “the burden of leadership” that some managers have thought is a bit harsh. I won’t back away from those comments, but I will say that petty complaints and conflicts are not part of any manager’s job – it’s a baby-sitter’s job.

The Manager’s job is often a thankless one, but it doesn’t have to be trivial, unless you allow it to be so. This aspect of the manager’s job is timeless.

How to Manage Conflict

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How to manage conflict is a core management skill that is seldom developed for many leaders. Below we discuss some easy steps for managers to be able to effectively manage conflict.

A survey conducted by Accountemps in 2011 concluded that leaders on average spend 16% of their time trying to manage conflict. Given this amount of effort, organizations already spend a great deal of time and money to manage conflict. Presumably those organizations and the leaders there would want to ensure that they manage conflict well.

The Avoidance Myth

Many leaders erroneously believe that avoidance is the best way to manage conflict. This is not true. In fact, avoiding and yielding responses to manage conflict can be extraordinarily harmful. Conflict is inevitable in any workplace, and is neither good nor bad, but rather how people manage conflict can make the situation better or worse.

4 Keys to Properly Manage Conflict

Below are four key elements to effectively manage conflict.

Know when to act.
Focus on specific behaviours, not individual person(s)
Be self-aware
Move forward

Know When to Act to Properly Manage Conflict

Sometimes leaders need to take decisive action when attempting to manage conflict. Other times they should ignore a situation:

Respond to serious conflict, and avoid petty grievances. People should be told to sort out their own problems when they are of a minor nature.
If there will be a significant affect on morale or productivity – deal with it.
Certainly act if there is any potential for harassment or violence.

Focus on Specific Behaviours, not Individual Person(s) to Properly Manage Conflict

As a leader, you must rise above personality clashes when attempting to manage conflict:

You need to deal with problem people, but in the context of their behaviour or the situation.
Take note of observable or measurable behaviours.
Be aware of both active and passive responses to conflict. In other words, in some cases, you may be better off to take note of a situation, and deal with the conflict when you have more and better information.

Be Self-aware

You are a leader who has a responsibility to manage conflict, but you are also a person who is subject to thoughts and emotion. Make sure you are self-aware:

What is the impact of this conflict on you?
What people or situations are likely to “push your buttons”? (The Conflict Dynamics Profile will help you figure this out)
Attempt to understand how and why the conflict is occurring.
Know there is a “moment of choice” that will either resolve or escalate the conflict

Move Forward

In order properly manage conflict, there must be some resolution. In other words, something must occur differently going forward than has happened in the past:

Ensure everyone understands what will be different going forward.
Who will do what by when to achieve resolution?

3 Things to Remember to Properly Manage Conflict

Deal with conflict – do not avoid it. It won’t resolve itself, and the longer you leave things, the worse it will get.
Don’t minimize the impact on you. Be aware of what emotions are at play when dealing with conflict, and how they may impact your judgment and action.
Don’t make it personal. Always deal with the situation, rather than attacking the person, and conversely remember that someone who is attacking you, is likely not attacking the person.

Watch the ‘3-Minute Crash Course’ about How to Manage Conflict (CLICK THE ARROW TO START THE VIDEO):

Looking for the Full-Length Podcast/Video? …

How to Mentor Someone

Managing the Balding and Grey

Baby Boomers: Managing People Older Than You

Managing Baby Boomers in the Workforce

Millennials in the Workplace: How to Lead and Motivate Generation Y

The Trophy Generation Invades the Workplace

Retention of Employees

All Employees are NOT Created Equal

I’m Not a Manager. I’m a Babysitter

How to Manage Conflict

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