Who are these people called the Millenials?

A robot woman head with internal technology

“The best crisis to manage is the one you prevent,” Dr. L. Darryl Armstrong speaking to the National Association of Environmental Professionals

You are hiring, like it or not, many members of the Millennial generation (The M-Generation). Most likely you are either a “Baby Boomer” or a “GenXer” doing the hiring. You are thinking that these people must not have grown up in the same world that you did. You think to yourself, we may have a crisis developing, and you have no idea why. You would be right in both assumptions.

Although some of what you read here will seem negative, try to maintain an open-mind. This description of the M-Generation is intended to be helpful and will show you how research and understanding is evolving to help us all better understand this generation.

Dealing with the M-Generation will be challenging, yet successful employers recognize the importance of learning as much about this generation as possible. Like it or not, they will be reshaping our world because by 2020 they will be 60% of our work force.

The basis of this series of six articles comes from the research, including “The M- Factor: How the Millennial Generation is Rocking the Workplace” by Lynne C. Lancaster and David Stillman (Harper Collins, 2010) and from the Internet site PWC’s report Millennials in the Work Place – Reshaping the World. We also have integrated the work from other consultants who specialize in the M-Generation and work with them daily.

Perhaps, just perhaps, if you get better informed about the M-Generation, you can prevent a major crisis from developing, or at the least, better understand how to deal with the crisis when it does. The idea is to understand and utilize the particular talents of the M-Generation because you will be hiring and/or working with people who have unique characteristics and challenging behaviors for years to come.

As a behavioral psychologist, I am fascinated by people’s behaviors and their responses to behaviors. The behaviors I see being exhibited by the M-Generation and the responses from the Baby Boomers and Gen X folks provide an extra dose of fascination.

Millennials are anyone of the 76 million young people who were born between 1982 and 2000. They are entering the work force at a rapid pace, and they are being hired by managers between the ages of 40 and 65 (the “Baby- Boomers” and “GenXers”). The hiring managers are somewhat bewildered by the people they are hiring, as well as learning that transitioning this generation into the work environment is rarely without issue and can be crisis inducing.

Why are there such generational differences between these three groups? Let’s look at the differences in the M-Generation’s cultural and historical memories. Just as World War II was only a textbook to those of us who grew up in the 1960s and 70s, the Vietnam War was is only a textbook memory to the M-Generation.

In our generation, we were just beginning to enjoy the benefits of such advanced technology as pocket transistor radios; the M-Generation is technologically savvy beyond any of our wildest expectations. Just stop and ask yourself, whom did you call to program your VCR just a few years ago?

I would suggest that there are three significant questions we must answer and understand to work with the M-generation:

  • How do they see their world and how do they process the information they see?
  • How do they expect and choose to operate in the world of work and why?
  • What do they expect to receive from their work and what do they perceive as rewards?

Research, surveys and analyses by many people more experienced than I am suggest that the good news is there are answers to some of these questions. The bad news is that many of our generation can’t relate to those answers and the M-Generation perspectives.

Some key findings to be sensitive to when dealing with the M-Generation:

  • They will share information of all types and of depth across many different platforms and with many different people – discretion is not part of their typical vocabulary;
  • They require – read – must have – personalized attention;
  • They must be always winning and be recognized for even coming to work on time;
  • They use a variety of social media and social networking, unlike any generation previously, and their knowledge and use of this technology can be impactful to an organization, as well as society at large;
  • They are talented in certain areas of endeavors and less so in others;
  • They are critical and don’t hesitate to voice their views and opinions.

Seniority and your feelings are irrelevant to many of the M-Generation. For example, they may understand how to use Microsoft Power Point, yet invariably would explain to you how to use Apple iPhoto to get better results on the presentation that you spent hours on developing.

They have trouble dealing with lines of authority, and command positions are simply irrelevant to many of them. In fact, they would without hesitation go straight to a CEO and argue their case against a change in the organization’s protocols without your knowledge.

And their parents, well, they also can be an issue. Fathers and mothers (think “Helicopter” parents) of the M-Generation have been known to reprimand employers at social engagements over incidents their children just mentioned in passing to them.

Now, having laid this foundation, allow me to caveat it by saying not all M-Generation people are of this ilk.  However, research and experience show these generalizations are not that far from the reality of their behaviors in the work place. So then, how do we deal with the M-Generation at work?

As Dorothy said in the Wizard of Oz, “Toto, I don’t think we are in Kansas anymore!

Next: Part 2 – How do we deal with the M-Generation in our work place?

 

Sources: The M- Factor: How the Millennial Generation is Rocking the Workplace” by Lynne C. Lancaster and David Stillman (Harper Collins, 2010)

 

PWC.Com – Millenials in the Work Place – Reshaping the World https://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/assets/reshaping-the-workplace.pdf

 

Promoting a consistent message and visual identity is critical to success

branding-art

Art source: www.aboutbranding.co.za

Most companies simply will not allow haphazard uses of their logos or brands. Break those rules and you are in serious trouble.

Promoting a consistent message and visual identity is critical to “branding” and maintaining controls around variance of messages.In fact, once we have standardized our systems (think purchasing,hiring, interviewing, community outreach, media engagement, crisis and issues management, communications) we are able to be more efficient, effective and save time and money.

When variances show up on the bottom line, we can check them against our standardized processes.This is what our financial people do on a regular basis. This brings standardization to the organization.However, most companies still don’t standardize their leadership best practices.

 

They may have dozens of ways to interview and hire, solve the same problem in five different ways in various divisions, and simply spend a lot of time and energy needlessly identifying and solving the same problems repeatedly in many different ways.

Those companies who do standardize their leadership processes and training create a path forward map to help every leader in the company to be successful. In simple terms: Develop your road map and follow it, or as I tell clients who seek strategic planning assistance from me, “Write your plan based on best practices and work your plan.”

Why don’t companies do this?

Research shows that many companies don’t have a unified leadership process in place because:

  • The leaders don’t have the training they need to succeed.
  • There is no objective accountability system.
  • The “dots are not connected” for employees in respect to purpose, worthwhile work and making a difference.
  • The companies are not using a sequenced mapped approach.
  • There is no process for managing high- and middle-level managers.
  • There is no process in place to address the problems with low performers.

To determine if your company needs to standardize your leadership system, Quint Studer in his book, “Results That Last,” suggests we ask ourselves such questions as:

  • How many different ways do we have to interview a candidate?
  • How do we know that when our leaders have left a meeting we have accurately and completely conveyed the messages we want them to carry back to the employees?
  • When employees are asked tough questions, how do we know they are not giving us just the answers they think we want to hear?
  • How do we measure the performance of our employees in such a way as we can determine they are low, middle or high-level performers?
  • What process do we have in place to assess the performance of employees and their accountability against the overall organizational goals?

Six ways to improve our leadership programs

Leadership programs can be standardized and improved.

When we standardize our programs, we provide a path forward map for all our leadership, which saves time and money and makes organizations more successful.

How do we do this?

1. Use a common agenda. While Studer recommends that all agendas be organized around his “Five Pillars of Excellence,” (People, service, quality, finance and growth) even more important is that for every meeting there is a standardized agenda used by all leaders in the organization. By using such an approach, we can align all staff to our organizational goals, which then allows us to help them connect to the organization’s vision and mission. This approach also gives us the means to communicate to our team the critical success factors within the organization and in their individual work areas.

2. Align your evaluation process to Studer’s five pillars or the organization’s critical success factors. When developing goals for our organization, they must be objective, measurable, meaningful and aligned with the organization’s pillars or critical success factors. They must also be focused on results.

3. Provide consistent packets of information. When leaders leave meetings, they should have a prepared packet of information they can share with their employees so that everyone hears the same messages. Studer notes that many companies use “Flip and Tell” books to package the information.

4. Choose a single method of interviewing and hiring employees. All applicants should be asked the same three or four behavioral-based questions no matter what job they are applying for in the organization. It would be prudent to choose questions geared toward values and ownership.

5. Collect tough questions from leaders. Every leader should be asked on a regular basis to share with the team the tough questions they hear from their staff. Then work with your leaders to develop a consistent set of answers that will be used by all leaders. This develops a consistent message that can be communicated by everyone. Consistency builds confidence and provides employees evidence that the leaders have the information needed to answer their questions.

6. Make sure your leaders are trained in basic competencies to perform. Many leaders are not comfortable delivering messages without appropriate training.

Those companies who annually train their leaders in such competencies as meeting facilitation, negotiations, conflict prevent and resolution and presentations skills are more successful because they are providing the essential training all leaders need.

Research shows that repetition is essential to build integrity and credibility within an organization. Great leaders never tire of repetition. When leaders become better at using their skills, they become more efficient and effective at doing it. They will get better with practice.

Organizations that use this six step approach have longer lasting results, improved organizational efficiencies and greater innovation.Key points to remember:

  • Stop the variances. When an organization has variance in its leadership approach it produces inconsistencies within the organization making it more difficult to achieve excellence. Alignment among the managers and employees improves performance and enhances customer and employee satisfaction.
  • Standardize behavior. Leadership behavior is challenging to quantify and many organizations find it a challenge to standardize behavior. Many organizations fear that by doing so they will intrude on the leader’s autonomy and creativity. However, organizational goals come down from the top and include clear visions and missions. Any single leader’s independence is less important than the organization’s mission.
  • Eliminate barriers. Barriers that can get in the way of standardizing leadership behavior include: Lack of critical mass; lack of a balanced approach; insufficient training; no objective accountability; no path forward map which connects the dots; no process in place to manage middle and high level performers; no system to address quickly and efficiently low performers; an inability or unwillingness to standardize best practices across the organization. These barriers must be systematically eliminated.n Identify and eliminate inconsistent practices.

Carefully scrutinize all your practices in interviewing systems, messaging to employees, leader responses to crises, varying leadership performances and ineffective leadership evaluations.

Every organization should strive to create a self-sustaining culture with energy and vision to achieve excellence, Studer says. This can be accomplished by renovating your leadership evaluation system, applying key leadership behaviors, which will inspire self-motivation (the most powerful motivator of all), and developing standardized processes which will hardwire excellence into your organization.

Sources: “Results That Last” by Quint Studer

Dr. L. Darryl Armstrong, Armstrong and Associates, is a consultant and counselor. He can be reached at drdarryl@aol.com or 1-888-340-2006 or http://www.ldarrylarmstrong.com

Active Shooter Planning: 6 Business Continuity Issues that Must Be Considered

In planning for active shooter table-top exercises an often overlooked area is that of business continuity. How and what do we do to ensure that the university gets back to the business as soon as possible. There are six major issues to consider and that law enforcement officials should collaborate with business continuity planning teams.

First, many administrators, faculty, staff and students fail to realize that when they are evacuated from a building they may not have access to that building for days, if not weeks depending on the nature of the situation. If shots were fired in the building or not, the building becomes a crime scene and appropriate protocols must be followed.

Second, if employees or students are advised they can do telework, what happens if their laptops that are required to access the virtual private network (VPN) remain in the facility and they don’t have access?

Third, even when there is a minimal loss of life, and let’s hope there is none, the psychological impacts on all parties can cause significant absenteeism. Human resources and employee assistance managers must take this into account. Post-traumatic stress disorder (PTSD) is not uncommon and must be planned for in advance.

Fourth, in the case of functions such as Information Technology Centers, facility heating and cooling operations, etc. facilities and operations that cannot be interrupted does your devolution counterparts know when to assume their support role in an Active Shooter event?

Fifth, recovery time objectives are always problematic. Twelve hours may seem like long enough time to resume business “as usual”, but what happens if a lockdown last for 8-10 hours?

Finally, do your business continuity relocation plans conflict with emergency management/public safety plans and often the need to keep everyone on-site?

Law enforcement, emergency managers, public safety, public relations, human resources, supply chain providers, logistical support and others involved in planning active shooter table-top exercises and planning must have business continuity planners at the table.

L. Darryl Armstrong PhD – www.ldarrylarmstrong.com

TOTAL SCREEN RECORDER – A software we can highly recommend

A SOFTWARE WE CAN HIGHLY RECOMMEND –

We present our “Golden Eagle Award” for a quality product

As a consultant in the field of crisis and emergency planning and management, a field where we build, develop and record numerous webinars, training and e-learning packages and videos, I am always looking for easier and better ways to develop videos and webinars.

I have searched and used a number of software packages over the years; recently when I had the time to do additional research for an “easy to use product” to capture webinars on screen I happened upon “Total Screen Recorder – Gold Version” available at http://www.totalscreenrecorder.com/

From the outset, I came to the opinion this would always be my first choice for future use. Here is why:

Ease of download and installation
High quality product from the results it provided us from the first use
Remarkably easy to use
Convenience
The options of fixed screen size, full screen
Ability to adjust playback rates
The variety of five output formats
The reasonable price
Totally hassle free screen captures

Simply, as video producers and developers of training, we all have the need to capture the content of our computer screens at some point. With Total Screen Recorder you can create creative and excellent video examples or demonstrations for our own applications. As a crisis and emergency planner, I am now able to rapidly capture breaking news and videos to use in our training programs.

Total Screen Recorder is a compact and affordable screen capture tool that enables you to record the content of your screen, or its specific areas into video files with soundtracks for subsequent playback and distribution.

We especially like that Total Screen Recorder supports 5 capture modes, AVI/WMV/SWF/FLV output with configurable A/V codecs, sneak mode operation, automatic recording at Windows startup, recording timers, hotkeys, recording of the mouse cursor and has plenty of other handy features.

Total Screen Recorder allows you to capture webcam video streams in AIM, ICQ, MSN/Yahoo Messenger, as well as streams from TV cards and web pages. Simply, every video or presentation you see on your screen can be captured quickly and easily!

Total Screen Recorder is an inexpensive, very powerful and flexible solution for screen capturing.

Preparing tutorials and e-learning series can be a time consuming activity specifically when you need to make step by step e-learning modules. Although written tutorials are acceptable when supplemented by video showing/telling all the steps you will it appeals to a broader and more visually-based audience.

Total Screen Recorder helps you to make professional e-learnings by capturing videos. The software has simple, easy to use features. When you start you have a small screen that allows you to set the configurations you choose.

To start, you will define the region that you want to capture; you can select whole screen, or any particular area of the screen.

You then set the configurations for the audio by selecting the audio device and related settings. Make the selection for the video and audio aspects for the captured file with the provided features ‘Encoder’.

Select the Hotkey to Start, Stop and Resume the capturing of video.

Enable or disable the Timer features, if you choose.

Select your file name and set the destination for saving the movie file that has been captured.

You can also hide the program when the recording is going on and the program goes to the system tray for easy access.

We are not computer geniuses and yet we were able to literally install and record our first video in less than 15-minutes!

On a scale of 1 to 5, with 5 being the highest we would Total Screen Recorder a 5-plus! We highly recommend this software. Congratulations to the developers, we will look forward to future software from your company.

L. Darryl Armstrong PhD APR CCM CAMT
Accredited Public Relations
Certified Crisis Management
Certified Aggression Management Trainer

1.888.340.2006
Cell 270.619.3803
http://www.ldarrylarmstrong.com
ldarrylarmstrong@gmail.com

L. Darryl ARMSTRONG and Associates
Behavioral Public Relations LLC
455 Hillside Trail, Eddyville, KY 42038
3 Moore Avenue Upstairs/Back Apt. Tybee Island, Ga. 31328

THE DELTA AIRLINES CRISIS

Let’s give DELTA AIRLINES the opportunity to investigate this situation BUT IF it even remotely seems close to what happened according to this Lt. Col. let us as consumers remember that we have options and let us exercise our rights. Customer service is the only thing that can set aside in either a positive or negative way our experiences on an airline any more. We will keep you posted as this story develops.

MARINE DOUBLE AMPUTEE ‘HUMILIATED’ TO POINT OF TEARS ON DELTA FLIGHT GETS HELPING HAND FROM FELLOW VETS

http://www.theblaze.com/stories/marine-double-amputee-humiliated-to-point-of-tears-on-delta-flight-gets-helping-hand-from-fellow-vets/

I am really proud of the Ky Press Association and its leadership …

David Thompson at the Ky Press Association has just announced they now have an app – the cost $0.00 – want to know more?

A few years ago, I had the opportunity to work with the Ky Press Association on a strategic planning initiative.

We had worked with the Ky New Era for several years and KPA asked for our assistance. Anytime we engage a client in strategic planning I have my trepidations and concerns.

This uneasiness comes from the fact that we have a very engaging, collaborative and highly-intensive discovery and strategic planning process.

Our process requires front-end “therapy,” individual member and unanimous Board agreement to be actively engaged in each step to maximize the effort and it requires them to hear the good, the bad and the ugly that we find.

Then they must ensure us they didn’t just hear what we found but also are willing to work with us to correct the deficiencies, develop an agreed upon plan of action and then implement that plan while being held accountable to their membership and to themselves to excel at the implementation of their plan.

You can see where such an intensive and extensive process can be threatening and easily meet resistance at various steps. Many Boards and executives, we have found over the past 20-years simply “go-along” with such an effort with no real intention of doing much with the plan afterwards.

Not so for the Kentucky Press Association.

When David Thompson and his team and Board engaged with us we never expected them to have such great successes from their efforts.

Why did they have such success – they not only thought outside the box, they not only listened to the criticisms and suggestions of their members and the public, they not only engaged in alignment and brainstorming they also methodically set out to “brainstorm solutions”, then to  take action and to be held accountable for implementing the plan and continually revising it and updating it. That is quite the commitment!

The process re-energized the KPA staff and executives and their Board. Their latest app development demonstrates that once again planning your work, working your plan and engaging your team collaboratively to solve problems – not just pontificate and complain about them – can lead to great success.  This is where understanding the strategic planning process pays benefits for the long-term.

The KPA team and its Board has far exceeded what many clients can and will do with such a planning effort. They continue to break new ground, find new ways to solve problems and are not hesitant to travel different paths to get to their success.

Their latest achievement is an example of such a commitment to excel and be a model for their industry.

David Thompson at the Ky Press Association has just announced they now have an app – the cost $0.00 – want to know more?  Here goes from David at KPA:

THERE’S AN (KPA) APP FOR THAT AND FUNCTIONING

We have our first KPA App, courtesy of New Media Director David Spencer. We had gotten proposals to spend $5000 to $8000 for a KPA App and David was able to design one that didn’t cost anything

It’s website-based but when you “Add to Home Screen” on your iPhone, it looks, feels and acts like an App. David has a friend with an Android and had him test it. He says it functions the same as the one on the iPhone though it’s slightly cosmetically different.

Our first one is the Reporter’s Guide to Open Meetings and Open Records. That’s the long piece, folded up that we’ve done for reporters to keep in their billfolds. Now they will have it on their phone.

To put it on your iPhone:

a. go to http://www.kypress.com/foi in your iPhone’s browser

b. when that shows up, save it as “Add to Home Screen”

c. then check where your other apps are located and you should see KPA/FOI. That’s it!!

Be sure to share this with all your reporters so they have everything they need to know about Open Meetings and Open Records on their cell phone.

Questions?

Feel free to email David Spencer at dspencer@kypress.com or call him at 800-264-5721.

NAM MEMBERS LIKE IT

Davis says, I sent an email to editors yesterday and also shared the app with my NAM colleagues around the state and U.S.

Some comments:

That is fantastic.  I’m going to copy you.     Thanks, David.

Laurie Hieb – Executive Director
Oregon Newspaper Publishers Association

Wow – that is plain awesome!!!!

Beth Grace – North Carolina Press Association

CONGRATULATIONS to KPA, David T and David Spencer and most importantly to all your Board members who are continuing to pursue your strategic plan to accomplish these “out-of-the-box” ideas to benefit the association and its membership!!!

Until next time …