March 21, 2018

Motivating, Engaging and Recognizing Employees

Show Notes
Transcript

People are the engine that companies run on. Yet, many companies struggle with their human capital practices as they are first established or as they grow over time. Creating an environment and job tasks that motivate employees to want to give their best is no small order. And finding ways to keep employees engaged and persisting even through organizational challenges or restructuring can perplex even the quite experienced executives. And finally, recognizing employees for their performance and contribution comes in many forms – which ones work well for your organization?

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Network. It's staff and management.
There are some people that make their work

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just another thing they have to do, and there are those that make their

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work something that they want to do. Welcome to Working on Purpose with your

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host, Elise Cortes. In our
program, we provide guidance and inspiration from

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those people who have found deeper meaning
and personal connection to their work life.

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It's beyond nine to five. It's
working on Purpose. Now. Here is

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your host, Elise Cortes. Welcome
back to the Working on Purpose Show.

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Thanks for tuning in again this week. I'm your host, Elis Cortes,

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joining you from Dallas, Texas,
which is home base for me. This

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program is all about helping people more
meaningfully and productively connect with their work and

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equipping organizations to do the same for
their employees. So I bring on guests

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of a particular perspective or experience that
I think expands this conversation, and I

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often draw on the meeting and work
research I've been doing over the last fifteen

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years, as well as from my
own consulting experience, including the work I

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do today at Insidium, which is
a global management consulting firm. I'll get

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to the program in just a moment, but let me thank my media partner

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and sponsor, jobbing dot Com.
Jobbing dot com is the leading local focused

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job board in the nation, and
they are dedicated to helping employers find quality

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talent in their own backyard and getting
job secers control with their search so they

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can find work close to home.
Great partnership. Thank you jobbing dot Com.

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Last week, if you missed the
show live, you can always catch

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it via recorded podcast. We were
on the air with cc Lions and up

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and coming author who addresses taboo topics
that others dare not embark She's the author

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of Alpha Female Unleashed From the Boardroom
to the Bedroom. We talked about what

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she means by the alpha female,
how alpha females can you need to contribute

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in the workplace, and how they
show up in relationships and communities. With

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us this week is Sharry Elliot Yery, who was an author, speaker,

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coach and trainer in the area of
human resources and talent management. She's the

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author of Ties to Tattoos, Turning
generational differences into competitive advantage and you can

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have it all, just not all
at once. And we will be talking

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a bit about really purpose in the
work that we do, recognition, and

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really what we can learn from millennials
and of generations in the workplace. Miss

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Sherriot. Shecherry joins us from Dallas, Texas today. Sherry, welcome to

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Working on Purpose yet again. Thank
you for having me. It's wonderful such

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a treat. I want to start
by talking really about purpose, as you

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know, that's one of my favorite
topics to talk about. This is why

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the show is called Working on Purpose. And of course most people who know

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anything about she do know you as
the generational guru, and you are a

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recognized expert across the globe on employee
recognition, motivation, engagement, among many

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other things. Of course, the
generations too, So I want to start

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our conversation by talking about your why, Sherry, Why the field of HR.

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I know you've been at it for
a long time. I know a

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lot of your story, but our
listeners don't. So why this field?

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That's a great question. I actually
was at an HR conference this morning and

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someone looked at my name TEG and
I said, oh, there's a generational

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guru, and I said, yeah, but there's more to me than just

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that. So sometimes when you get
known in one area, they think that

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that's all you've ever done. In
on my hold on a second. I've

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been in HR for twenty five years
and I've been working in the generational space

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for about ten out of those twenty
five years. And so I started out

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in payroll and I really saw that
personnel, which was what it was called

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back when I was first starting out, I thought you needed to have a

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personality to be in personnel. My
boss at the time did not have a

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personality. So I thought, you
know what, this is the kind of

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work I want to do. And
so I went back to school after getting

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an accounting degree and found my true
calling and purpose, and that was connecting

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with people, and that has taken
me all the way from HR into coaching

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and to writing and speaking. So
that's really been my purpose. It's the

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same purpose, it's just taken me
down multiple different roads. I want to

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chime in on that, Miss Shery, because you know that I've got a

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perspective on that, and you know
that I've been doing research around helping people,

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are discovering how people find meaning in
their work and how it's related to

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their sense of self or identity,
and so my fifteen Modes of Engagement has

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been out there for a while.
And what I finally discovered, and I

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don't know if you and I have
talked about this or not, but I

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finally realized that I am, after
all of these years, living my purpose

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in terms of the work that I
do, and that is it's just so

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important for me to be able to
help people find their passion in their life,

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ideally in the work that they're doing, and in a way that really

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helps them grow and learn and become
more of who they were than they were

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the day prior. So it took
me a while to get here. I

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didn't have the story that you do. It kind of happened organically over time,

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but I finally got there, and
that's great, that's all that matters.

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I mean, some people are doing
their second career and you know,

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they're getting to be fifty and above
and they're going, hey, I want

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to do something meaningful. And I've
done this all my life, but this

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really interested me. So I feel
very grateful and I'm sure like you do,

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that we found our purpose and are
calling a lot sooner because now we

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have that much more time to continue
and see where that road takes us.

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There's no doubt about that. And
you know, I know that a lot

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of people who listened to the show
sharing and by the way, I want

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to thank our listeners. We do
enjoy listenership from across the globe. I

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noticed when I looked at the stats
last week that Japan who had a lot

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of listeners, followed by China,
and then of course we've got lots of

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listeners across the United States as well. But I want to thank you all

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for for tuning in. And what
I do know about about people who listen

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to the show is many of them
are looking for tools to be able to

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improve the way that they do their
work or the way that they lead,

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or are looking for continuous leg up
and others are really out there just trying

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to figure out what is my purpose. I'd like to find it and I'd

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like to live it, and so
to that end, before we just talk

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about companies working in that space,
can you comment on what you've learned or

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seen and help people find their purpose. I think it's about paying attention to

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the clues. And when I was
younger, I was so focused on getting

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from an hourly paid job to a
salary paid job where I actually a paid

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vacation that I didn't have that blessing
of that opportunity to really look beyond anything

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other than making a living. And
now I look at it and I go,

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I follow the energy, and I
follow the clues. If I meet

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someone just like how you and I
met, and we've discussed this before,

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it was following that energy. We
went, oh, yeah, I liked

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you and we need to know each
other. And then as you say,

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love it first sight. That is
following me energy to me, and I

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go, that's what I want to
keep doing. So if something feels right

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or it's some interest to me,
I may not be able to actually use

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it in my business or my life
yet, but I know I will someday,

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and it's going to make me a
better consultant's, a better speaker,

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and a better person. I like
the way that you said that, Sherry,

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following the energy. I didn't really
think about it that way, but

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that is exactly what I mean when
I talk with people about paying attention to

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cues and such. So for the
benefit of our listeners our story really quick

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I reached out to you, and
I think it would have been I think

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we decided it was two thousand and
eight something like that, and I was

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when I had co founded the organization
Improved Experience, and I was reaching out

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to the hopes that we might partner
together and somehow be able to at least

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refer business to one or another,
if not somehow. You know, you

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came on the platform that we were
working on, which was which was It

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was an hr online feedback tool that
we had created, and when we met,

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just like you said, there was
instantaneous connection. We just got each

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other. Was like one of those
kind of things where we just knew that

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there had to be some way to
be able to do something together. And

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then not that long after that,
I called you up. I think it

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was two months later. And said, Hey, I'm hosting this conference in

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San Francisco. Don't have any budget
at all to pay you, but would

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you come and speak on something that
delights you? And you said yes,

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of course, and the rest is
history. So I think, you know,

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opting into those kind of energy sources
that fuel us, that make us

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see a possibility bigger than ourselves,
I think is part of what I would

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want our listeners to pay attention to
your thoughts. Oh absolutely, And like

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I said, the more you do
it, the more you get good at

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it. And even things that you
know may not seem important. For instance,

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I went to hear Gabrielle Bernstein at
her new book launch in Boston.

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It was like three days before the
event, and I went, why not?

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This is something I want to learn
about, And so it was like

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get on a plane. So trying
not to let things limit you and go,

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well, you know it's only three
days away. Oh you know,

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if you can do it, make
it happen, because if it's pulling you

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and drawing you, there's something there
that you're going to learn and know that's

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going to make you a much better
professional and person. So just just do

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that. Just don't put a lot
of notes follow the esses. Now,

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since we're still talking about purpose,
I've wanted to also see if you could

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conjure any examples of companies that really
have organized themselves around purpose or they find

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a way to keep purpose alive for
their employees. So I have one example

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that I want to start with,
and I want to see if you can

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think of any others yourself. But
I recently, let's see, would have

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been last fall sometime went to a
conscious capitalism event here in Dallas, and

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the speakers for that event were executives
from a car resale company called Drivers Select,

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and I was immediately involved and in
love with with with what they are

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up to and essentially what they're doing, sharey is and what they are doing.

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I have since had them on my
radio show as well, and they

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were found fantastic. What they were
really up to is they have created a

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culture of purpose. Everything that they
do is about the heartbeat of the customer,

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delighting the customer. They've created processes
around how employees respond, and they

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recognize employees to respond quickly to a
customer's wishes and hopes, and so the

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whole culture is this vibrant thing of
passion and purpose and customer delight. So

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they're an organization that I would point
to as doing it well in terms of

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creating a purpose that's alive for their
employees. Can you think of any that

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you would want to call out and
show out as an example. Yeah.

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Actually, I worked for a nonprofit
quite a long time ago as head of

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HR and it was here in Dallas, and they really brought around and had

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us go a lot. It was
for domestic violence shelter and it's really hard

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work and so for them to find
a way and for us to have purpose

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and meaning to their work, it's
really difficult when you're taking phone calls.

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It's twenty four hours a day of
baggers and abused men and women. And

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to provide that opportunity for them to
see that they actually are making a difference,

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we spent a lot of time showing
them what they were doing in these

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people's lives, and people who graduated
through the program would come back and bring

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their children and show how they'd set
up their new life and thank the people,

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their caseworkers, their intake, their
hotline workers, you know, everything

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from the janitor. Because each person
made a difference and that difference and that

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connection is what kept the staff together
and wanting to work in a nonprofit environment

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for less than top wages and in
a very deep, difficult job. And

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I was really impressed with that.
And that's one of the reasons I stayed

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as long as I did, because
you knew you were making a difference in

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someone's life, and I really like
the way they didn't you just say Okay,

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it is hard instead and I said, this is hard, but look

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at the impactor making. And we
were able to honor employees and bring them

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together and celebrate the successes of the
people who were able to graduate the program

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and move on and have a better
life. I think that's a beautiful story.

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And I think so much of this
whole notion of purpose is really all

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about language, right. One of
the things that we know at Insignium is

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that there's real power in language,
and being able to articulate something means that

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you are declaring it into existence.
So even just simply organizations that in view

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and their culture and the way that
they hey start meetings or the way they

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talk around their purpose or their mission
can be so important in grounding people into

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that space. You know, for
example, I know that years ago I

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had a conversation with a woman who
was part of it. She was also

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nonprofits. So we don't want listeners
to think that you can only get purpose

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if you're a nonprofit organization, because
it's just not true at all, Right,

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But in her case, she had
the ability to look at every transaction.

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It was a supply chain organization supplying
various necessities to ravaged countries by that

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usually had some kind of a storm
or some kind of a crisis element to

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it, and she took delight in
being able to see that in her role,

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tracking every little piece of the supply
chain that got those supplies and materials

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to the needed location. That's really
what gave her. She knew that that

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was the purpose of the organization,
and she could actually track her own purpose

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individually to her performance to that and
it made her work just she felt like

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she was on fire every day going
to work. Yeah, And that's actually

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the reason that gives us the engagement
and makes it for want to come back,

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whether we're working for a nonprofit,
for ourselves or for somebody else,

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that's exactly the motivator. Well,
and so now to that end, there's

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one human being in that hole,
shall we say supply chain. Who can

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really make a difference, and that
is the boss, the supervisor, the

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manager, the person that maybe is
one level above an individual employee. So

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sometimes it's a little bit harder to
notice or recognize it as an individual employee.

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Just what is the purpose of this
organization and how am I connected to

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that? So are the leader can
have a really strong role in that?

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So do you? Can you comment, Sherry and all that stuff that you've

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been up to, how can leaders
help presence purpose for their employees to help

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motivate them and engage them. Yeah. One of the things that you know,

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and I love the way you transition
from manager and boss to the word

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leader because I think that's one of
the biggest things is, you know,

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boss just has such a connotation of
we're going to boss people and you know,

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we're managing you instead of leading you
to a place of performance, engagement,

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joy, you know, all of
those things and satisfaction. And I

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think it starts with one. Is
it's being a leader and walking the talk

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and being open and hearing feedback,
and that is more collaborative in the work

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environment most definitely. But they need
to be able to lead and to lead

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and show that they are human and
they have interests, not just what they

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do eight to five or nine to
five, whatever happens to be, that

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they have other things they do.
This is who I am as a full

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person. And so I think what
that does is also gives employees the opportunity

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to go, Hey, you know
what, this is my job? Stay

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in accounting or in customer service.
I think I might be able to do

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something else? Could I sit on
this project or this team. Leaders can

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help provide those opportunities and clear the
pathway for people to have the opportunity to

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learn something new. You know,
and as you're talking to Sharry, what

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I'm also remembering is, you know, just the way that a leader can

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go about working with individual people can
be so powerful in terms of helping to

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presence purpose. So, as an
example, right now, we're working with

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a client on what we call the
Inspirational Leader Program, And what that program

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is really all about is it's designed
to help leaders develop the skills to be

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really powerful listeners to their people so
that they can really understand who is this

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person Sherry who works for me,
what lights her up, what turns her

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on? Because if I can be
tuned into that then I know what inspires

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that person. And if I know
what inspires that person, I've got a

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pretty good chance of being able to
help connect them to something bigger of import

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that helps them stay motivated and engaged
and just alive in their work. Have

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you seen examples of that with somebody
doing that really well? Actually, you

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and I have worked with a client
and it's not nonprofit, so this is

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good. It's actually a PR agency
here in Dallas. And on my first

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tour around their office, I saw
on an each cubicle not only did they

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have their strength finder posted so you
knew what their top five strengths were,

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but you also knew who they were
and what their hobbies were and if they

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had a family. And I absolutely
love that I could walk into somebody's cubicle

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and not even know their name,
but I would know exactly what their strengths

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were, so I can even have
an idea without knowing what their position was

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and what they did, and then
who they were as a person. So

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how incredible to know that when you're
working or a new employee, or you're

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trying to connect with each other.
Oh wow, this person plays hockey,

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or this person's from India, I
mean, it just creates that instant connection,

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and you can do that with just
two simple pieces of paper up in

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your desk. I just thought that
was such a great idea, and unfortunately

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I wasn't the one who gave it
to them. And you could class what

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you want, but you know that
doesn't really matter as long as you can

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you can just recognize it in them, right. I think it's beautiful And

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it's really the import or the power
of seeing individual people is just so important

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in terms of being able to take
a stand for what they for what they

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stand for in life, who are
they, how do they come to work?

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And especially right now, for example, Sharry, I'm working with an

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organization where they're conducting layoffs and I
reached out to one of the people who

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is the project lead that I've been
working with, and he said, guess

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what, at least I'm one of
them. So and I knew this about

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him because he and I had been
talking and I could stand in his presence

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and see him right. And so
there's something about being able to do that

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with someone that is so powerful.
So if a leader can do that with

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each one of their people, they
really know who they are and what their

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heartbeat. Is what a difference that
can mean in terms of helping them find

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and connect with their own purpose as
well as helping thread that back to what

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the organization does. Oh and it
creates an immense amount of trust when you

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know something about someone and you lean
in and be authentic and vulnerable and tell

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someone something that probably isn't well known
in your bio or on your website or

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something. I told the ladies sitting
next to me that I was from Canada,

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and you know, I joked and
told me who my first American job

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was twenty years ago was with Hooters, and she just laughed, Well,

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that's not in my bio. I
said, yeah, but it was an

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HR and so it just kind of
broke the ice, and now she and

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I knew and then she shared something, and then she and I knew more

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about each other. There was a
bigger connection after that. And it wasn't

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anything big except for it was our
way of creating a thread of connection so

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that we had an opportunity to want
to know more about each other. And

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it does It makes you real and
approachable, and that's really what it is

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for leaders When they can do that, there people feel like they're able to

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go to them, especially in difficult
times or with questions. Couldn't agree more

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and a beautiful way to take us
into our first break already. I'm Alice

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Cortez, your host. We run
the Air with Sherry Elliott Yury, who

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is an author, speaker, coach, and trainer in the area human resources

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and talent management. She's the author
of Ties to Tattoos, Turning generational differences

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into competitive advantage and also you can
have it all, just not all at

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once. She joined us today from
Dallas, Texas. We've been talking a

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bit about how we can bring purpose
alive in organizations, through individuals and to

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the organization. After RAAK, we're
going to talk about recognition. Stay with

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00:20:03.160 --> 00:20:15.680
us. We will be right back. Friend us on Facebook to keep up

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00:20:15.680 --> 00:20:22.559
with what's empowering the world. Voice
America Empowerment Alis Cortes is a speaker and

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00:20:22.759 --> 00:20:27.720
engagement and development catalyst. She designs
and delivers professional development, leadership and engagement

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00:20:27.759 --> 00:20:33.519
workshops and can bring her expertise to
your organization. She will help ignite meaningful

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00:20:33.599 --> 00:20:37.960
development within your workforce that will increase
employee engagement, performance and retention. To

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00:20:38.039 --> 00:20:41.960
learn more or to invite Elise to
speak to your organization. Please visit her

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00:20:42.000 --> 00:20:48.720
at www dot Elisecortes dot com.
She would welcome the opportunity to help get

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00:20:48.720 --> 00:20:55.519
your employees working on purpose. Follow
the Voice America Talk Radio Network on Twitter.

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We're at Voice America TRN. You'll
get the latest fix on what's happened

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with our shows, this week's featured
guests, and general happenings that you should

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miss anything when you're away from your
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dot com, forward slash Voice America
TRN or follow along with us at Voice

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America TRN. The Voice America Talk
Radio Network. We're on the cutting edge

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00:21:23.000 --> 00:21:30.279
of social media. Can you keep
up? Life can be confusing at times.

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00:21:30.440 --> 00:21:33.920
There can be uncertainty, disappointment,
and an inability to clearly see where

314
00:21:33.920 --> 00:21:37.000
you're headed. But it doesn't have
to be this way at all. If

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00:21:37.079 --> 00:21:41.880
you understand how to take the next
step in your life. Tune into Living

316
00:21:41.880 --> 00:21:45.559
the Miracle with your hosts Michael and
Raphael Tomora. We'll help you to find

317
00:21:45.559 --> 00:21:49.559
the deeper meaning that awaits you in
your life. Have certainty in yourself and

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00:21:49.640 --> 00:21:55.640
learn to be clairvoyant. Listen Wednesdays
at eleven am Pacific time two pm Eastern

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00:21:55.799 --> 00:22:08.240
on Voice America Empowerment. This is
Working on Purpose with Elise Cortes. To

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00:22:08.279 --> 00:22:12.279
reach our program today, please call
in to one triple eight three four six

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00:22:12.519 --> 00:22:18.200
nine one four one. Again that's
one triple eight three four six nine one

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00:22:18.279 --> 00:22:22.480
four one. You may also send
an email to Elise A. L i

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00:22:22.960 --> 00:22:32.680
Se at Elisecortes dot com. Now
back to Working on Purpose. Thanks for

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00:22:32.720 --> 00:22:34.759
staying with us, and welcome back
to Working on Purpose. You're just joining

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00:22:34.839 --> 00:22:37.680
us. My s is chery Eliot
Yuri, who is an author, speaker,

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00:22:37.720 --> 00:22:41.839
coach, and trainer in the area
of human resources and talent management.

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00:22:41.160 --> 00:22:45.920
She's the author of Ties to Tattoos, turning generational differences into competitive advantage.

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00:22:47.039 --> 00:22:48.559
And you can have it all,
just not all at once. I'm your

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00:22:48.559 --> 00:22:52.519
host, Elise Cortes. So before
the break, we were talking about purpose

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and the importance it plays in staying
motivated and engaged with the work that we

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do and being recognized as individuals.
For this sake, I want to talk

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about recognition Cherry. So I know
that it's been said that recognition has been

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proven to be one of the highest
drivers of engagement. Do you know where

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that comes from? Is that from
surveys? From feedback? How do we

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know this? One of the things
that I found interesting that you just said

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that the conference over that this morning
they pulled up a statistic that over seventy

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five percent of employees that are happy
and engaged at work has taken no time

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off in six months due to illness, and the remainder had taken over eleven

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days. So it's really interesting to
think about when people feel engaged and recognized,

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they're not needing to be gone.
They are much happier, healthier people.

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And so I just saw that fascinating
that that was a new twenty seventeen

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survey that they discussed this morning,
and I thought, wow, it just

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goes more and more to how we
treat people and we recognize them in a

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way that's meaningful to them as well
as their feeling engaged. You cannot put

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a dollar amount on that. Yes, we can look at costs the turnover

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and sick time and workers' combat accidents, but you know, really there is

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no amount of money you can pay
someone to be engaged. You can pay

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them to do their jobs, and
you can recognize them for doing their job,

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which is a paycheck. But there's
other things, those intangibles that are

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really critical. Honestly say two things
to that. So one I can say

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that doctor Bob Nelson, who will
have on the air at some point in

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the future, I know he also
sees that recognition is the biggest driver of

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engagement, and we'll find out what
he means by that when he comes on.

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But I will tell you from my
own experience. I had the wonderful

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experience of working with a company called
the Center for Talent Solutions for a couple

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of years. Derek Bartn is their
CEO. Hello Derek, if you're listening.

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They have a particular program that they
do where they've identified fifty talent variables

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that are drivers for employees and they're
broken into four different categories. The number

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one that they have found that it
seems to resonate as the most important,

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most commonly chosen as the number one
driver for engagement is value to be valued

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and appreciated. So that's I think
quite along the lines of recognition. How

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would they know that that unless somebody
recognized them as such. So that's one

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way that we found that, and
the way that they did. That was

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they had that fifty variable survey that
they used in the work that they did,

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and so that's how it was discovered. And just to quickly see what

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we mean by that, what does
that look like? I remember distinctly and

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one of the engagement consulting ASSIGNMU said
I was working on. It was with

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a hospice organization, and of course
what came up was that value and appreciation

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variable was really lowly scored, very
important to them, but scored low as

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their experience. And looking at the
open text comments to support of that,

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what employees were saying is that executives
and leaders who walk down down the hall

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and never even acknowledge or say hello
or good morning to other employees, and

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they felt belittled by that, not
seen, not acknowledged, not valued.

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So pretty simple action to be able
to correct, write Cherry, just add

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a good morning and look up for
a moment to your day. But can

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you can you talk about that what
you've seen in other organizations around how they

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practice recognition. Well, yeah,
that's a great question. When you said

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that about just looking up. I
remember working with one of the the tribal

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nations in Oklahoma and their CFO,
one of the three sixties came back,

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and the biggest thing is he wasn't
sound approachable because when he walked down the

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hallway, he walked with exceeding speed
and he looked straight down, never making

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eye contacts. It was because he
was thinking about his next meeting he was

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going to. The people were actually
afraid of him because he never looked up

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and engaged with them. His employees
wouldn't come to him. Nobody would want

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to walk into his office or dare
stop him in the hallway when he was

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walking with such definded it purpose because
they didn't want to bother them. So

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that's absolutely true. It's a very
small thing. And I was like,

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wow, just lift your head and
look at your employees. So it is

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amazing how that can make a difference. Can you first, let me let

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me back up and say that I
know because of the work that I've done

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in terms of our researcher and certainly
just being in organizations and doing various kinds

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of surveys, cultural surveys and other
kinds of surveys, that recognition is an

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individual thing. In other words,
people like to be recognized according to how

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they like to be recognized. Some
people want to be trotted across stage and

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given a trophy and everybody collapse.
And others want to see their name in

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a newsletter. Others want to you
know, they want something that they could

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take home that says their employee of
the year, whatever it was, right,

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and others just really it's more viable
just to hear from the boss.

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Wow. Do you know that without
your involvement, we would have never brought

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this thing home. Can you talk
a little bit about how you've seen organizations

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be able to tailor their recognition practices
to their employees. Yes, and it's

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very costly. It costs you a
four x six index card. That's it.

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That's as simple as this thing to
get. And I tell people,

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just sit down with your employees with
your four x six index cards and ask

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them how do they want to be
recognized? Wow, how do they want

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to be communicated with? And so
what? Like you said, some want

407
00:28:26.279 --> 00:28:29.519
a trophy and they're going to tell
you, oh, yeah, you know,

408
00:28:29.599 --> 00:28:33.000
annual service awards. And it's funny
because my husband said he had to

409
00:28:33.000 --> 00:28:34.200
move offices recently, and I said, well, did you have a lot

410
00:28:34.279 --> 00:28:37.680
to move? He goes no,
And I said what about those awards you

411
00:28:37.680 --> 00:28:38.640
got? And he said, they're
in the trash the minute I've been given

412
00:28:38.680 --> 00:28:44.960
them. And so you know,
it's just such a waste of resources if

413
00:28:45.000 --> 00:28:48.799
that's not really impactful to the person
you're giving it to. So if you

414
00:28:48.960 --> 00:28:52.839
ask them, for instance, I
worked with the college recently, and they

415
00:28:53.000 --> 00:28:59.200
would give awards for tenure or for
doing a great project. Most of the

416
00:28:59.279 --> 00:29:03.359
millennials I spoke to, for instance, they were up, stick to their

417
00:29:03.359 --> 00:29:06.640
stomach, i e. Throwing up, Bill wanted to call in sick the

418
00:29:06.720 --> 00:29:10.720
day before they had to get on
stage and accept an award because they were

419
00:29:11.000 --> 00:29:15.759
terrified. Now, if you'd ask
them what they wanted, they probably wanted

420
00:29:15.880 --> 00:29:18.680
an Amazon gift card and Apple gift
card. They might want a day off

421
00:29:18.759 --> 00:29:23.400
to go volunteer. Now, maybe
somebody more as a baby boomer, more

422
00:29:23.440 --> 00:29:29.680
in the forties to fifty five range, would want extra time off or a

423
00:29:29.720 --> 00:29:33.839
bigger paid increase, or yes,
a letter from the president or an email

424
00:29:33.880 --> 00:29:37.240
going out from the CEO to the
whole company touting their accomplishments. So I

425
00:29:37.279 --> 00:29:41.559
really think, honestly that four six
index card is so true. How do

426
00:29:41.559 --> 00:29:44.400
you want to be recognized? How
do you want to be communicated with,

427
00:29:44.880 --> 00:29:49.680
and that goes from verbal to written
to email to text. Even some of

428
00:29:49.720 --> 00:29:55.279
my providers that like my hairdresser,
for instance, I asked her, how

429
00:29:55.319 --> 00:29:57.920
can I make my appointments the quickest
Some people have online tool. She says,

430
00:29:57.920 --> 00:30:00.839
don't just text me. I love
that. Now I could spend all

431
00:30:00.920 --> 00:30:04.799
this time calling people, or if
they just tell me and you make that

432
00:30:04.960 --> 00:30:07.680
ask, then I'm going to be
able to connect with you that much quicker

433
00:30:07.720 --> 00:30:12.799
and we're to be more efficient.
Mm hmm. You know one of the

434
00:30:12.839 --> 00:30:18.079
things that I see, especially newer, newer leaders, newer managers, making

435
00:30:18.119 --> 00:30:21.759
the mistake of and I know I've
done a fair amount of work with management

436
00:30:21.799 --> 00:30:25.599
training and leadership training over the years
and just developing them as leaders in their

437
00:30:25.799 --> 00:30:29.480
along their journey. And it's it's
natural. It's nothing. This is not

438
00:30:29.519 --> 00:30:33.400
a knock on any of us,
but it's that thing of the natural thing

439
00:30:33.400 --> 00:30:34.599
when you step into a new space
is well, I'm going to do it

440
00:30:34.640 --> 00:30:37.720
like this because that's how I would
like it done for me. In other

441
00:30:37.759 --> 00:30:42.160
words, I'm going to create a
recognition system for my employees because this is

442
00:30:42.200 --> 00:30:45.480
what I would want, that would
be nice for me, And it's just

443
00:30:45.599 --> 00:30:48.839
so misguided and not again, not
in a bad way. I'm not trying

444
00:30:48.839 --> 00:30:52.359
to knock on them. It's just
misguided. It'd be like it would be

445
00:30:52.440 --> 00:30:56.279
sort of like me attempting to try
to talk with you in Spanish when your

446
00:30:56.319 --> 00:31:00.519
language is Russian, right, it
just wouldn't it just wouldn't connect. And

447
00:31:00.559 --> 00:31:03.400
so I like very much idea of
that little note card because if you then

448
00:31:03.480 --> 00:31:07.519
can understand what it is that matters
to someone, what really motivates them,

449
00:31:07.559 --> 00:31:11.519
because that's what you're getting down to
at the end of this thing, that

450
00:31:11.599 --> 00:31:18.519
recognition, that means of recognition is
the way to be able to motivate someone.

451
00:31:18.599 --> 00:31:22.279
So for me, for example,
I like responsibility, so I would

452
00:31:22.400 --> 00:31:25.920
like to have more responsibility heaped on
me. Of course, you know,

453
00:31:26.039 --> 00:31:29.119
the way that I earn my income
is important because I support myself. So

454
00:31:29.359 --> 00:31:33.119
those are important to me. And
like your husband, Cherry, I don't

455
00:31:33.160 --> 00:31:41.039
need a plaque. You want more
opportunity, like you said, and you

456
00:31:41.119 --> 00:31:45.079
want to learn, and you have
a zest for learning. And so when

457
00:31:45.119 --> 00:31:48.559
you're asking someone and they say that
to you and the next project that comes

458
00:31:48.640 --> 00:31:51.519
up, he goes, wow,
that's great. You know, here's an

459
00:31:51.559 --> 00:31:53.440
opportunity to work on this. If
someone tells you they have an interest in

460
00:31:53.480 --> 00:31:59.599
marketing or you know, in human
resources or something, you can actually provide

461
00:31:59.640 --> 00:32:01.759
that and it's an easy thing to
do. It's not like it costs a

462
00:32:01.799 --> 00:32:06.680
lot of money. But employees are
going to recognize that and they're going to

463
00:32:06.720 --> 00:32:12.559
still appreciate that you are actually speaking
their language m hm. And to that

464
00:32:13.440 --> 00:32:15.599
you'll get them. Yeah, that's
right. We goes back to what we

465
00:32:15.599 --> 00:32:20.599
were saying back on the previous segment
about actually seeing someone for who they are

466
00:32:21.160 --> 00:32:24.319
and allowing being able to see what
inspires and what matters and what motivates them

467
00:32:24.400 --> 00:32:29.519
is incredibly powerful and useful for the
connection, as you said before, the

468
00:32:29.559 --> 00:32:32.160
trust and for the motivation. And
to that end, one of the other

469
00:32:32.160 --> 00:32:35.839
pieces that I really like to talk
about, and it's something that I've done

470
00:32:35.920 --> 00:32:39.640
a lot in my consulting with leaders
along their developmental journey, is is the

471
00:32:39.680 --> 00:32:45.079
importance of articulating those still, even
if there's another way that employees want to

472
00:32:45.119 --> 00:32:49.039
be recognized, being able to tell
them in whatever formative is one on one,

473
00:32:49.440 --> 00:32:52.279
in a group, meeting, in
a department, meeting, across the

474
00:32:52.359 --> 00:32:58.039
organization, whatever it might be,
is finding a way to tell them why,

475
00:32:58.400 --> 00:33:01.039
what you appreciate about them, knowledging
them, and so what I mean

476
00:33:01.079 --> 00:33:02.720
by that, And I know you
know what this, but this is for

477
00:33:02.759 --> 00:33:07.720
our listeners right too. When we
acknowledge somebody, we do it in a

478
00:33:07.720 --> 00:33:14.440
way that really says that it presences
how you've seen that person and what you

479
00:33:14.480 --> 00:33:17.400
saw them do. So just simply
acknowledging you know, Sherry, I can't

480
00:33:17.400 --> 00:33:21.160
tell you the number of times that
I've seen you in action with a client

481
00:33:21.279 --> 00:33:22.680
and you move the dial, you
make a difference, You connect with them,

482
00:33:22.759 --> 00:33:27.319
you understand the heartbeat of their problem, you address it efficiently and effectively,

483
00:33:27.960 --> 00:33:30.519
and I can see that they're they're
connected to you. That's one way

484
00:33:30.559 --> 00:33:36.119
of acknowledging you. I could also
acknowledge you and say that I know that

485
00:33:36.279 --> 00:33:40.519
absent your your intervention or work with
a client, they probably maybe wouldn't still

486
00:33:40.519 --> 00:33:44.920
be in business. What a difference
that has made, Right So, being

487
00:33:44.960 --> 00:33:51.839
able to really articulate very squarely what
a person has done and why that performance

488
00:33:51.920 --> 00:33:55.079
is important to you and to the
organization is incredibly powerful as a motivator.

489
00:33:58.960 --> 00:34:01.359
And that's true, very important.
But where's it on the other side too?

490
00:34:01.599 --> 00:34:06.839
If somebody gets a customer service a
feedback. How great is it that

491
00:34:06.920 --> 00:34:09.039
a leader would take that and go, you know what, You've got some

492
00:34:09.239 --> 00:34:15.559
really good kudos from somebody who appreciates
what you did for them. Say it's

493
00:34:15.599 --> 00:34:19.119
a call center or whatever it happens
to be. If somebody takes the time

494
00:34:19.159 --> 00:34:22.320
to say, this person gave me
great service hotels, for instance. I

495
00:34:22.360 --> 00:34:25.760
love giving feedback when somebody's done a
really good job for me, believe it

496
00:34:25.840 --> 00:34:29.800
or not. All also do it
on the other way because I believe if

497
00:34:29.800 --> 00:34:32.400
we don't give the feedback, then
it's not going to change anything. And

498
00:34:32.480 --> 00:34:36.320
so if someone does a good job, I'm going to let the manager know,

499
00:34:36.719 --> 00:34:39.400
and I really want them to share
that with their employee because how cool

500
00:34:39.519 --> 00:34:44.239
is that when they know they've made
a direct difference for somebody else, and

501
00:34:44.280 --> 00:34:49.159
that even though it's their job,
they're making a difference. Well incumbent on

502
00:34:49.199 --> 00:34:52.800
the leader to pay attention to that, no question about it. Although I'm

503
00:34:52.800 --> 00:34:54.679
going to quickly say something really quick
to bring us back and thread us back

504
00:34:54.719 --> 00:34:59.480
to a previous show that I had
with doctor Norman Baldwin. We were talking

505
00:34:59.519 --> 00:35:04.920
about the importance of cultivating followership.
So employees, those of you who are

506
00:35:04.960 --> 00:35:07.880
individual contributors or who don't have people
that report up to you. Do you

507
00:35:08.000 --> 00:35:13.440
know that you too can acknowledge your
boss in ways that encourage his or her

508
00:35:13.480 --> 00:35:16.079
behavior the way that you want them
to. So keep that in mind that

509
00:35:16.079 --> 00:35:20.119
when your boss does something for you
the way that you like it, tell

510
00:35:20.159 --> 00:35:22.880
them so, because it will encourage
their behavior. I think that's an important

511
00:35:22.880 --> 00:35:25.239
thing to add at this point,
that that's a two way street. This

512
00:35:25.320 --> 00:35:31.679
recognition stuff so good for our personal
lives too, Right, that's exactly right.

513
00:35:31.679 --> 00:35:36.800
Who whoever our significant other is or
are people connected to us for sure.

514
00:35:37.719 --> 00:35:40.599
While we're talking about recognition, let's
go ahead and bring in the millennial

515
00:35:40.679 --> 00:35:45.320
part of this planned conversation here,
Sherry, So you clearly know a lot

516
00:35:45.320 --> 00:35:50.000
about the generations in the workplace.
Can you tell us a little bit about

517
00:35:50.159 --> 00:35:52.599
is there a difference in how that
the generations in the workplace like to be

518
00:35:52.719 --> 00:35:58.199
recognized? Maybe you could start first
by however you want to presence the generations,

519
00:35:58.239 --> 00:36:00.360
But is there a difference in how
they like to be a record ignized?

520
00:36:01.039 --> 00:36:05.920
Yeah, Typically, we don't have
a lot of traditionalists who were born

521
00:36:05.960 --> 00:36:09.000
before nineteen forty four are still in
the workplace, but that doesn't mean we

522
00:36:09.079 --> 00:36:15.039
don't have people with the traditionalist mentality. So I think that's really important first

523
00:36:15.199 --> 00:36:20.039
is to realize that just because someone
falls within an age range or they're called

524
00:36:20.039 --> 00:36:23.280
a certain generation, does not mean
that they are going to behave that way,

525
00:36:23.960 --> 00:36:29.800
especially with the differences in culture.
So I say, my generational DNA

526
00:36:30.239 --> 00:36:35.039
is that of a gen exer,
but my generational personality, based on life

527
00:36:35.079 --> 00:36:38.719
events and where I was raised,
I'm more like a baby boomer in my

528
00:36:38.800 --> 00:36:45.159
behavior. So I just I like
to put that little note out there for

529
00:36:45.199 --> 00:36:49.119
people, especially for the listeners who
are thinking, okay, well millennials,

530
00:36:49.159 --> 00:36:51.760
all they want is to be told
how great they are, you know,

531
00:36:51.920 --> 00:36:55.119
over and over and over again.
But that's not true of all millennials.

532
00:36:55.159 --> 00:37:00.239
So that's really important is to understand
the distinction and have the awareness to ask

533
00:37:00.320 --> 00:37:06.599
them mm hmmm hm, excellent.
I can appreciate what you said. You

534
00:37:06.639 --> 00:37:08.239
and I have talked about this before
that there's a lot that I tend to

535
00:37:08.360 --> 00:37:12.760
draw from terms of my values from
the traditionalists, though I behave I guess

536
00:37:12.760 --> 00:37:17.280
more like a gen xer. I
think that's a really important distinction, and

537
00:37:19.400 --> 00:37:22.800
one of the things that I have
heard some of the experts talk about,

538
00:37:22.880 --> 00:37:28.719
is that millennials seem to want more
frequent at least feedback. Let's never mind

539
00:37:28.719 --> 00:37:30.760
acknowledgment, but at least feedback.
Do you think that's true. Has that

540
00:37:30.800 --> 00:37:35.159
been your experience or is that your
knowledge? Oh? Absolutely, so.

541
00:37:36.480 --> 00:37:39.719
Envision a bank account and hopefully the
more money we put in it continues to

542
00:37:39.760 --> 00:37:45.000
grow. It's kind of the same
way with millennials. You put in the

543
00:37:45.440 --> 00:37:49.400
positive feedback. Eight strokes a day
is what I tell my audience, is

544
00:37:49.480 --> 00:37:52.920
my client, eight strokes a day
are positive feedbacks, and you need to

545
00:37:52.920 --> 00:37:59.760
build that bank account before you can
start having constructive conversations. Notice I didn't

546
00:37:59.800 --> 00:38:04.800
say you're telling them what they did
wrong. You're having a positive constructive conversation.

547
00:38:05.199 --> 00:38:07.519
Because it's quite a shock when a
millennial is typically in their first job

548
00:38:07.639 --> 00:38:12.320
and they hear from their boss that's
not right, go back and fix it,

549
00:38:12.320 --> 00:38:14.440
And they're like, well, what
do you mean go back and fix

550
00:38:14.480 --> 00:38:17.039
it? You know, they haven't
built that maturity in that time in the

551
00:38:17.039 --> 00:38:22.639
workplace to know how to do things
differently. So they need a lot of

552
00:38:22.719 --> 00:38:25.559
positive strokes. And so if you're
not putting money in the bank, you

553
00:38:25.599 --> 00:38:30.480
can't take it out. And that's
really the important point that I want to

554
00:38:30.480 --> 00:38:34.519
make about millennials that they do they
need to know. They've grown up being

555
00:38:34.519 --> 00:38:37.320
told how great they are and all
are the positive things they're doing by their

556
00:38:37.360 --> 00:38:40.800
parents and a lot by society,
that by the time they get to their

557
00:38:40.800 --> 00:38:46.519
first job or in the workplace,
they need that affirmation before you can start

558
00:38:46.559 --> 00:38:52.400
as their boss or their leader giving
them constructive feedback. That is one of

559
00:38:52.480 --> 00:38:59.119
the most unique pieces of feedback that
I've heard about the millennials. And I

560
00:38:59.159 --> 00:39:01.480
want to comment on that, Sherry, but let's cut to a break first,

561
00:39:01.519 --> 00:39:05.320
and I'll do it after the break. I'm Elise Cortez, your host.

562
00:39:05.559 --> 00:39:07.880
We are on the air with Sherry
Elliott Yery, who is an author,

563
00:39:07.960 --> 00:39:09.719
speaker, coach, and trainer in
the area of human resources and talent

564
00:39:09.800 --> 00:39:15.960
management. She's the author of Ties
to Tattoos, Turning generational differences into competitive

565
00:39:15.000 --> 00:39:19.360
advantage, and also the book called
You Can Have It All, just not

566
00:39:19.440 --> 00:39:22.519
all at once. She joins it
today from Dallas, Texas. After the

567
00:39:22.519 --> 00:39:24.519
break, we'll finish our conversation on
millennials and the rest of the generations in

568
00:39:24.519 --> 00:39:37.199
the workplace. See what this will
be right back. Friend us on Facebook

569
00:39:37.239 --> 00:39:44.719
to keep up with what's empowering the
world. Voice America Empowerment. Alice Cortez

570
00:39:44.840 --> 00:39:50.159
is a speaker and engagement and development
catalyst. She designs and delivers professional development,

571
00:39:50.360 --> 00:39:54.159
leadership and engagement workshops and can bring
her expertise to your organization. She

572
00:39:54.239 --> 00:40:00.800
will help ignite meaningful development within your
workforce that will increase employee engagement, performance

573
00:40:00.880 --> 00:40:05.079
and retention. To learn more or
to invite Elise to speak to your organization,

574
00:40:05.280 --> 00:40:09.480
please visit her at www dot Elisecortes
dot com. She would welcome the

575
00:40:09.519 --> 00:40:15.519
opportunity to help get your employees working
on purpose. We're making it easier to

576
00:40:15.559 --> 00:40:20.599
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584
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585
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Channel. Tune into the Power Party
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586
00:41:15.239 --> 00:41:31.320
radio. Visit Starstyle Radio dot com. You follow us on Twitter for more

587
00:41:31.320 --> 00:41:45.119
great ideas at Voice America Empowerment.
This is Working on Purpose with Elise Cortes.

588
00:41:45.559 --> 00:41:50.119
To reach our program today, please
call in to one triple eight three

589
00:41:50.159 --> 00:41:53.960
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590
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also send an email to a lease a

591
00:41:59.639 --> 00:42:10.119
l s at Alisportes dot com.
Now back to Working on Purpose. Thanks

592
00:42:10.119 --> 00:42:14.000
for staying with us, and welcome
back to Working on Purpose. If you're

593
00:42:14.039 --> 00:42:15.719
just tuning in. My guest is
Sherry Elliot Yui, who is an author,

594
00:42:15.800 --> 00:42:19.639
speaker, coach, and trainer in
the area of human resources and talent

595
00:42:19.719 --> 00:42:23.719
management. She's the author of Ties
to Tattoos, turning generational differences into competitive

596
00:42:23.719 --> 00:42:27.800
advantage and also you can have it
all, just not all at once.

597
00:42:28.039 --> 00:42:30.159
I'm your host, Alis Cortes.
So before we went on break, I

598
00:42:30.159 --> 00:42:36.760
said that I would comment on what
you said there about why millennials like to

599
00:42:37.039 --> 00:42:39.239
have so much positive feedback, And
what you had said, if I can

600
00:42:39.280 --> 00:42:44.199
paraphrase, is that they had spent
most of their life hearing about what they

601
00:42:44.199 --> 00:42:46.039
were doing well, and so they're
not a custom yet. They don't have

602
00:42:46.039 --> 00:42:50.639
but they don't have a bank built
up yet of being able to presence constructive

603
00:42:50.639 --> 00:42:54.320
feedback against what maybe is positive.
And that is the first time I've ever

604
00:42:54.360 --> 00:43:00.239
heard an expert talk about why millennials
need that in such a you know,

605
00:43:00.599 --> 00:43:05.320
I would say neutral or even positive
way, and I really appreciate that.

606
00:43:07.440 --> 00:43:09.800
Is there anything else that you want
to help us understand about why or how

607
00:43:10.880 --> 00:43:16.239
millennials specifically like to receive feedback or
recognition. Well, part of it is

608
00:43:16.320 --> 00:43:22.320
they've been raised by baby boomer parents
who wanted to do things different, and

609
00:43:22.400 --> 00:43:27.599
how they were raised by their traditionalist
parents who were very frugal and had a

610
00:43:27.639 --> 00:43:30.639
ton of respect and did at the
same job all the time. So baby

611
00:43:30.639 --> 00:43:35.920
boomer parents were gifting and technology was
coming up, so they were giving things

612
00:43:35.920 --> 00:43:39.039
to make their children happy, which
are now on millennials and to keep them

613
00:43:39.079 --> 00:43:44.960
connected. And so they are so
tethered from their their phones, to their

614
00:43:45.000 --> 00:43:49.320
iPads, to their smart watches,
et cetera. That they're used to instant

615
00:43:49.360 --> 00:43:52.679
gratification, and so that's one of
the biggest reasons that when they get into

616
00:43:52.719 --> 00:43:57.840
the work world it's really difficult because
they can sit at their desk and go,

617
00:43:57.920 --> 00:44:00.719
hey, I just did something and
nobody here to thank me. A

618
00:44:00.760 --> 00:44:06.440
friend of mine did a survey with
a large a very large organization, and

619
00:44:06.519 --> 00:44:09.480
they were looking at onboarding and one
of the young ladies had been there one

620
00:44:09.599 --> 00:44:14.159
day and she came at the end
of the day dinner survey about what she

621
00:44:14.239 --> 00:44:16.400
thought about her first day, and
she's like, there wasn't so long.

622
00:44:22.960 --> 00:44:25.719
In other words, nobody celebrated me
because I showed up to work on time.

623
00:44:29.360 --> 00:44:32.800
You know what. That's the idea. Yeah, I can tell you.

624
00:44:32.840 --> 00:44:37.639
One of the reasons I continue to
teach. I teach for Southern Methodist

625
00:44:37.719 --> 00:44:42.239
University in a communication department. And
one of the reasons I liked doing that

626
00:44:42.280 --> 00:44:45.199
One it's a great experience. It's
a great school. The kids work so

627
00:44:45.320 --> 00:44:50.119
hard. Two, the intellectual part
of my life is really important to maintain

628
00:44:50.159 --> 00:44:54.199
in Stoke, and three I want
to stay connected to that youngest generation coming

629
00:44:54.239 --> 00:44:59.000
into the workforce, to understand who
they are, what they want, and

630
00:44:59.079 --> 00:45:02.280
help bridge them with what's currently in
the workforce, because I do see a

631
00:45:02.320 --> 00:45:08.039
lot of managers exasperated with how do
I get these youngsters to want to come

632
00:45:08.039 --> 00:45:10.480
to work, to work at the
level that I want them to to be

633
00:45:10.519 --> 00:45:14.519
engaged, et cetera. And it's
kind of going back to our example before

634
00:45:14.559 --> 00:45:20.639
I think of, well, they're
speaking Spanish and I'm speaking Russian, or

635
00:45:20.719 --> 00:45:24.239
yeah, exactly, and we're speaking, you know, we're actually speaking versus

636
00:45:24.440 --> 00:45:32.119
texting, right right, right,
yeah, yes, And where I shared

637
00:45:32.199 --> 00:45:36.119
yesterday on my social media I thought
was, you know, as a parent

638
00:45:36.159 --> 00:45:38.800
and as somebody who works in the
field, was very disturbing to me that

639
00:45:39.960 --> 00:45:44.840
there's a new survey out that between
two thousand and nine and two thousand and

640
00:45:44.880 --> 00:45:51.039
fifteen, the number of students visiting
counseling centers has increased over thirty percent when

641
00:45:51.079 --> 00:45:57.159
it comes to dropping out of colleges
and because of anxiety, depression, et

642
00:45:57.239 --> 00:46:00.960
cetera. Because they are so used
to having their parents hold their hand,

643
00:46:00.000 --> 00:46:04.800
the helicopter parents. Now they're in
college, they don't have their parents with

644
00:46:04.920 --> 00:46:07.159
them. They are so very accomplished
and they get to school, and now

645
00:46:07.239 --> 00:46:12.320
record numbers of college students are seeking
treatment and dropping out of school for depression

646
00:46:12.320 --> 00:46:17.079
and anxiety, and it's causing a
huge problem for schools obviously because they've got

647
00:46:17.079 --> 00:46:21.559
so much funding and etc. That
they need. But we also need this

648
00:46:21.679 --> 00:46:25.159
generation to be trained and ready to
take over for us, and that's really

649
00:46:25.199 --> 00:46:29.920
really important. So we need to
set them up for success as much as

650
00:46:29.960 --> 00:46:35.519
we can. Yes, and boy, talk about going back to you know,

651
00:46:35.639 --> 00:46:37.880
seeing back in the first step that
we were talking about the importance of

652
00:46:37.960 --> 00:46:43.920
IF leaders being able to see and
understand what it is that inspires or matters

653
00:46:43.920 --> 00:46:46.119
to their individual employees. Boy,
if you step back for a second and

654
00:46:46.239 --> 00:46:51.400
understand that millennials are having that kind
of experience and that level of anxiety stepping

655
00:46:51.440 --> 00:46:53.880
into the workplace, I think it
might change your context as to how to

656
00:46:53.960 --> 00:46:58.400
interact with them. Instead of seeing
them as you know, what's wrong with

657
00:46:58.440 --> 00:47:00.599
these people, it's oh my god, how can I help usher them in

658
00:47:00.719 --> 00:47:05.400
and you know, make this easier
for them and pull out and draw out

659
00:47:05.400 --> 00:47:10.000
their best talents and contributions. See
that's the reason I just finished writing this

660
00:47:10.079 --> 00:47:15.880
new book series on millennials because even
though ties the tattoos covers all four generations

661
00:47:15.920 --> 00:47:20.320
and we talk about collaboration, it's
a collision. Millennials are getting such a

662
00:47:20.400 --> 00:47:24.320
negative wrap and yet they are positioned
as you know, the largest consumer,

663
00:47:24.400 --> 00:47:29.440
coming up with the most disposable income, as well as in the workforce,

664
00:47:29.920 --> 00:47:35.280
that it's really important we understand not
only how to manage them, but how

665
00:47:35.320 --> 00:47:38.599
to attract them and then how to
motivate them so that we are speaking the

666
00:47:38.639 --> 00:47:42.599
same language. And that means,
you know, as leaders, we need

667
00:47:42.639 --> 00:47:45.519
to give a little in the way
we're used to doing things so that we

668
00:47:45.559 --> 00:47:49.519
can meet them and that helps them
learn from us as well, and so

669
00:47:49.800 --> 00:47:54.119
that cross mentoring is really critical.
Had a client recently complained that one of

670
00:47:54.159 --> 00:47:59.400
their employees was outsick and called into
their benefits department and said, hey,

671
00:47:59.440 --> 00:48:00.800
you know, I didn't know that
I had to pay money and I'm here

672
00:48:00.840 --> 00:48:05.519
at the office. Can you help
me at the doctor's office. There's this

673
00:48:05.559 --> 00:48:09.239
thing called it's copay, and you
know, chances are and it makes a

674
00:48:09.280 --> 00:48:14.679
benefits manager really upset that this person
called, well, didn't you know read

675
00:48:14.760 --> 00:48:19.039
the explanation of benefits? Will know
if you handed it to them paper probably

676
00:48:19.079 --> 00:48:22.639
not. And you know, you
have to realize this is probably the first

677
00:48:22.639 --> 00:48:27.719
time they have gone to a doctor's
or to get a prescription without their parents'

678
00:48:27.800 --> 00:48:31.360
credit card or on their parents' insurance, because once they're twenty six or they

679
00:48:31.360 --> 00:48:35.880
have their first job, they have
to be on their own benefits. And

680
00:48:35.960 --> 00:48:39.840
so even if something as simple as
holding forums or doing little videos as an

681
00:48:39.880 --> 00:48:45.280
employer to help connect with them and
say hey, if you need this,

682
00:48:45.280 --> 00:48:47.440
this is how to do it,
or refer to this video and make it

683
00:48:47.559 --> 00:48:52.920
fun and interactive and really quick,
because they need to know that. And

684
00:48:52.960 --> 00:48:57.639
if you make them wrong for not
knowing, that takes away a whole lot

685
00:48:57.679 --> 00:49:00.320
of that bank account that you're supposed
to be building from a trust perspective.

686
00:49:00.760 --> 00:49:05.760
Instead, understand their point of view
instead of just going, well, shouldn't

687
00:49:05.760 --> 00:49:08.119
they know that already? I mean, Gene, Or shouldn't they know to

688
00:49:08.159 --> 00:49:12.800
show up at eight o'clock instead of
eight ten? Well, maybe there's some

689
00:49:12.840 --> 00:49:15.679
work that needs to be done on
time management, but it comes from a

690
00:49:15.719 --> 00:49:22.239
place of being support instead of looking
at them from a negative place. Two

691
00:49:22.280 --> 00:49:24.039
things that come to mind. First, can you share with this a little

692
00:49:24.079 --> 00:49:29.760
bit to help us understand I've heard
it said that millennials are the largest generation

693
00:49:29.800 --> 00:49:34.320
in the workplace today. Do you
know what's the segmentation breakdown right now for

694
00:49:34.360 --> 00:49:36.880
the generations in the workplace? Do
do you have that hand at the top

695
00:49:36.920 --> 00:49:38.960
of your head by chance? Yeah? Yeah, Actually, I'm just finished

696
00:49:39.000 --> 00:49:44.280
writing a blog on that before generations
and so it was I'm looking at it's

697
00:49:44.280 --> 00:49:46.719
projected over the next two years.
So within the next two years, traditionalists

698
00:49:46.719 --> 00:49:51.599
will make up less than one percent
of the workforce, baby Boomers less than

699
00:49:51.639 --> 00:49:57.559
twenty two percent, gen Xers will
make up twenty percent, and we've got

700
00:49:57.559 --> 00:50:01.199
approximately fifty percent of the workforce will
be millennials, and then Gen z will

701
00:50:01.199 --> 00:50:07.599
be coming in the youngest generation that'll
be seven percent, and so they're going

702
00:50:07.639 --> 00:50:10.239
to be within the next two years
making up over half our workforce. So

703
00:50:10.679 --> 00:50:17.000
we really only have not even enough
Baby boomers who have knowledge capital to train

704
00:50:17.199 --> 00:50:22.400
and pass on that information that's so
needed. And it's really difficult to get

705
00:50:22.440 --> 00:50:25.480
gen xers to want to work for
a company. A lot of gen Xers,

706
00:50:25.559 --> 00:50:30.000
like yourself and myself, we want
to work for ourselves because we have

707
00:50:30.000 --> 00:50:34.679
a lot of flexibility, and the
gen xers are the smallest generation that can

708
00:50:34.719 --> 00:50:38.880
actually bridge the gaps between baby boomers
and millennials. And when I talk with

709
00:50:38.920 --> 00:50:43.239
my clients, I explain to them, this is the time get your gen

710
00:50:43.360 --> 00:50:46.840
xers in here to make the shift
and the movement to help connect with millennials

711
00:50:46.840 --> 00:50:52.519
as your baby boomers are getting ready
to retire because gen xers embrace diversity and

712
00:50:52.639 --> 00:50:59.159
technology and they can speak the millennial
language as well. Great so that the

713
00:50:59.280 --> 00:51:02.480
other isn't It was coming in my
mind is you're starting to say this already,

714
00:51:02.480 --> 00:51:06.360
but I want to really bring it
forthright for our listeners. Is I

715
00:51:06.360 --> 00:51:09.679
don't know too many generations that don't
often look at the one that's coming after

716
00:51:09.719 --> 00:51:13.599
them and saying, oh my gosh, everything's going to heck in a hand

717
00:51:13.639 --> 00:51:16.320
basket, Oh my goodness, is
what's coming up next? And very seldom

718
00:51:16.400 --> 00:51:21.480
do I hear people say, wow, you know so much promise with the

719
00:51:21.519 --> 00:51:24.519
next generation. There's always the tendency
to judge, it seems to me in

720
00:51:24.559 --> 00:51:29.880
my limited perspective. And what I
would like to really encourage, of course,

721
00:51:29.960 --> 00:51:32.880
this is a show that really is
designed to help people get some different

722
00:51:32.920 --> 00:51:37.039
tools and adopt a different mindset is
I'd really like to encourage people to embrace

723
00:51:37.719 --> 00:51:42.599
what can these other generations do for
us? Where can we find some not

724
00:51:42.719 --> 00:51:45.679
just commonality, but synergy. And
I like very much the way that you're

725
00:51:45.679 --> 00:51:49.480
talking about that, Sherry, And
I know that when you do talk about

726
00:51:49.480 --> 00:51:52.480
generations, you tend to look at
what they each bring. So could you

727
00:51:52.480 --> 00:51:58.960
say a little bit about just how
might these generations really work together to synergize

728
00:51:59.000 --> 00:52:02.639
a better future for us in the
workplace? Yeah, And I think it's

729
00:52:02.679 --> 00:52:07.000
about honoring the differences. And I
was talking to someone the other day about

730
00:52:07.159 --> 00:52:09.639
a new speech, and I said, I said, this is what I

731
00:52:09.639 --> 00:52:13.760
talk about, and I made this
statement, it's not right, it's not

732
00:52:13.920 --> 00:52:15.679
wrong, We're just different. She
goes, Oh my gosh, that's it.

733
00:52:16.440 --> 00:52:20.480
But it's true. It's not right
or wrong the way each other does

734
00:52:20.519 --> 00:52:24.639
things, just it's different. So
acknowledging it's different and then sharing how we

735
00:52:24.679 --> 00:52:30.480
can work together and bring those strengths
is really the way that we can collaborate

736
00:52:30.559 --> 00:52:35.320
into the future. But first it's
a matter of no more pointing fingers and

737
00:52:35.360 --> 00:52:37.760
saying, but you don't like to
have meetings, and you like to have

738
00:52:37.800 --> 00:52:40.880
too many phone calls, and you
meet us in our seats, hold on

739
00:52:42.320 --> 00:52:46.039
how can we take what we all
have is strengths and bring those to the

740
00:52:46.119 --> 00:52:51.679
table, and that is our pool. That is the magic for an organization

741
00:52:51.800 --> 00:52:58.280
when they recognize people are not their
job descriptions. People are people and working

742
00:52:58.320 --> 00:53:01.599
from their place of strength. The
most important thing leaders can do to make

743
00:53:01.639 --> 00:53:07.400
a collaborative, engage work environment.
So to that end, just something to

744
00:53:07.519 --> 00:53:10.800
make it even more specific for our
listeners. I did a show probably about

745
00:53:10.840 --> 00:53:15.079
almost two years ago now on reverse
mentoring, and what we talked about was

746
00:53:15.559 --> 00:53:19.840
one way to go about uniting and
synergizing the generations in the workplace is to

747
00:53:19.880 --> 00:53:24.480
bring in the younger millennials and have
them paired specifically with someone in the organization

748
00:53:24.519 --> 00:53:30.039
that's maybe more of a boomer or
even a gen xer. The millennial is

749
00:53:30.119 --> 00:53:34.440
helping that person to really adopt and
embrace technology in a way that empowers them,

750
00:53:35.000 --> 00:53:38.519
and the boomer or ex or even
traditionalist is helping the millennial learn about

751
00:53:38.559 --> 00:53:44.360
strategy, learning about developing relationships,
learning about tenting through the organization, about

752
00:53:44.360 --> 00:53:47.519
the past history of the organization,
and together they're each mentoring the other and

753
00:53:47.559 --> 00:53:52.519
everybody wins. Yeah, I'll give
a quick story to that. When I

754
00:53:52.559 --> 00:53:55.519
was doing research for ties to tattoos. That had the opportunity to work with

755
00:53:55.559 --> 00:53:59.880
the Dallas Mavericks and their sales force, and I thought, what are they

756
00:54:00.480 --> 00:54:04.360
for. I'm Canadian, I know
hockey, I don't know basketball. But

757
00:54:04.400 --> 00:54:07.880
it was actually it was more about
their sales team and what they were seeing

758
00:54:07.960 --> 00:54:10.599
is they were having such a huge
turnovers. They were hiring for the look

759
00:54:10.679 --> 00:54:16.519
and the education, but nobody took
the time to train millennials and to go

760
00:54:16.599 --> 00:54:22.119
with them. So when somebody got
a no and a millennial got to know,

761
00:54:22.320 --> 00:54:25.800
they're like, ooh, that no
hurt their feelings. Nobody explained to

762
00:54:25.880 --> 00:54:30.400
them that the no men no,
I don't want to buy your product,

763
00:54:30.639 --> 00:54:35.559
not know, I don't like you. So they internalize that and without that

764
00:54:35.960 --> 00:54:39.719
ability to have reverse mentoring and to
have somebody who's been doing it for a

765
00:54:39.760 --> 00:54:45.960
long time share the difference, that
made a huge turnover in what their numbers

766
00:54:46.000 --> 00:54:52.159
look like, just by shadowing and
explaining that one thing. Because millennials are

767
00:54:52.199 --> 00:54:55.280
highly confident, but typically not in
sales, because they take it personally,

768
00:54:57.119 --> 00:55:01.760
and because they don't like phone calls. We are almost entirely at a time,

769
00:55:01.760 --> 00:55:05.599
but in about twenty seconds, Sherry, what would you like to leave

770
00:55:05.639 --> 00:55:09.639
our listeners with That was a beautiful
point. All I want to say is

771
00:55:09.800 --> 00:55:15.920
just be open, follow your path, be interested and share who you are,

772
00:55:15.000 --> 00:55:19.320
vulnerable, and you're going to make
a difference in the world, especially

773
00:55:19.360 --> 00:55:23.079
in your workplace, and be a
positive leader. How gorgeous is that?

774
00:55:23.119 --> 00:55:25.320
Thank you, Sherry, Thank you
so much for joining me yet again and

775
00:55:25.320 --> 00:55:29.559
sharing your passion and your talents with
us. Great to have you back.

776
00:55:30.519 --> 00:55:32.679
Thank you for having me. If
you want to learn more about Sharry eliot

777
00:55:32.760 --> 00:55:36.440
Uri and the work she does,
or the books that she's writing or have

778
00:55:36.599 --> 00:55:40.360
out there in the universe, go
to her website. It's generationalguru dot com.

779
00:55:40.760 --> 00:55:44.480
We will see you next week for
you another interesting, engaging conversation.

780
00:55:44.800 --> 00:55:46.360
Remember that work is at least one
third of our life, so let's work

781
00:55:46.360 --> 00:55:57.840
on purpose. We hope you've enjoyed
this week's program. Be sure to tune

782
00:55:57.840 --> 00:56:02.480
into Working on Purpose featuring your Home
Elise Cortes every Wednesday at six pm Eastern

783
00:56:02.519 --> 00:56:07.119
Time three pm Pacific time on the
Voice America Empowerment Channel. This week,

784
00:56:07.360 --> 00:56:09.400
find your life's purpose at work

Motivating, Engaging and Recognizing Employees

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