Here is an interview with regular Management Sushi Guest Blogger Gina Abudi.
Today, we look at the burning question of how to plan in the workplace for the ultimate exodus of the baby boomer era. Training up high potentials is of critical importance right now, particularly in such difficult and challenging times for businesses around the globe.
You can access a detailed paper on this topic which Gina has authored here. We discuss the subject further below. Take a look and see what YOU think! Gina is a highly experienced project management and strategic consultant with a strong grip on today's tough management topics.
Q1: What are the Top Three Factors that you think differentiate top notch high potentials in your view?
A: First - creativity. You can differentiate your high potentials by their creativity in their thought process. These are individuals who consistently think outside the box and look for creative, but still practical, solutions to problems. They are innovative individuals, looking to take on new challenges and responsibilities to continue to grow and develop their skills.
Second - adaptability. They embrace change. They are not afraid of change and frankly are always looking for better ways to do things, how to improve processes, etc.
Third - they have a "take charge" attitude; but I don't mean forcing themselves on others, rather by showing leadership in meetings and on projects through the knowledge they bring to the table. They are individuals who are interested in understanding the business and the industry and to that end look to learn how each of the components of the organization works as a whole. I have a friend who works for a top management consulting firm and employs many younger generation people. They think nothing of banding together to go up the chain to the head of the organization to provide the CEO their thoughts on the direction of the company. This is not something a baby boomer is likely to do. He/she would follow the chain of command.
Q2: Do you think that Leadership Training for High Potentials will be in any way different to Baby Boomer Leadership Training?
A: Yes - assuming we are thinking of "high potentials" as coming from the younger generation. Today's generation is much more versed in technology and social media. I believe a component of the training will need to include social media - such as Twitter, LinkedIn, and blogs and wikis. Today's generation is not willing to sit in a classroom for a few days for training - they want to learn, they just want to learn differently. They enjoy simulations and the use of gaming technology to learn. They want to learn in small "chunks" - through YouTube videos, Twitter "hash" tags, wikis and other social media methods. They also want to learn every day - they just don't want to do it by sitting in a classroom and listening to an instructor lecture to them. That being said, we should just throw out current learning programs that are successful, we just need to "tweak" them to work for a newer generation.
Q3: In your mind, what key leadership traits define the Baby Boomer and High Potential? How do they differ?
A: Baby boomers believe there are specific ways to accomplish tasks and a set protocol to follow for accomplishing the end result. They tend to prefer a more stable environment with a hierarchy and protocols/ways of getting things done. Whereas high potentials (the younger generation) tend to be more creative and open to different ways of getting to the end result. They are self-sufficient and independent and don't want to be managed - they have a high need for autonomy. They want to try new things and tend to look at different avenues to achieve their goals.
High potentials tend to be more creative in their solutions looking at options many of us from the "baby boomer" may not even have ever considered. High potentials tend to be focused on "knowledge work," and they want to collaborate with others around them and they do so through social media outlets, blogging, and instant messaging. Unlike leaders of the baby boomer generation - the high potentials will be much more collaborative with all employees at all levels to reach goals.
Q4: In the post Baby Boomer management landscape, what risks do you think might arise during the High Potentials leadership era?
A: This is a difficult question to answer and I know I don't have a perfect answer here. It would be great to hear what the readers think! [What are YOUR thoughts?!Click below to let us know!] But let me take a stab at it based on what I have experienced with some clients as well as my own organization. The younger generation tends to like more "trial and error" to reach an end result - they are willing to try different approaches and it is fine if it fails. The baby boomer generation tends to be more analysis-oriented and review all options before reaching a decision. They are in many cases more risk averse than the younger generation. There may be cases where analysis is required before anything is attempted especially in high risk situations where failure may be of concern. So there is a potential risk.
The younger generation had the opportunity to grow up in a society where technology allowed for much easier and faster dissemination of information, as well as the self-sense that anything is achievable through technology. While this may be true from a technology perspective, as a society we have yet to be able to handle the social and cultural issues with a technology solution - we are not that mature yet. Baby boomers may be more hesitant to jump into technology to solve issues and meet goals, while the younger generation would not be. A potential risk is that there is no sufficient long term experience of the use of technology to solve major issues and meet goals.
Q5: How would you prioritise the core competencies that a High Potential should be able to demonstrate with ease?
A: Collaboration, creative problem solving and decision making, adaptability/flexibity - to name a few. Additionally, the younger generation has a much broader depth of cultural experience than many generations before them. It provides them an ability to understand and appreciate global impact more readily than their predecessors. Given today's global environment, this is a definite strength they bring to the workplace.
Q6: How well do you believe the GenY brigade will be able to fit into current High Potential leadership training schemes when their turn comes? Or, do you believe a far more radical leadership training scheme would be required at that time?
A: Likely adjustments will need to be made, as adjustments should be made for leadership training on a regular basis to ensure effectiveness. I imagine more social and informal learning methods will be integrated into programs using wikis, blogs, instant messaging, and other social media tools and technology. In fact, maybe informal and social learning will replace much of the standard classroom learning programs at some point in the future.
Q7: As a high flyer yourself, what are the three key critical leadership behaviours, that you believe professional individuals must possess?
A: First - the ability to adapt to changing business conditions and changes to the environment around the individual. If leaders can do this, they are able to seize opportunities to ensure growth and prosperity of the organization.
Second - listening and observation skills. This is often underrated. Too often people want to come out with a solution prior to really understanding the problem. Every good leader must have the ability to sit and truly listen and observe their surroundings to understand what is happening around them.
Third - the ability to be strategic and focus on long term goals and ensure that vision is communicated and shared with the organization as whole. Leaders need to know when they need to change course to meet the long term goals of the organization - which means recognizing if you are on the wrong path and correcting the direction.
That being said, there are so many other skills that a leader must have to be effective; especially in today's current environment. These in particular that I mention I do so because I see a tremendous need for these skills today.
GINA : Thanks for allowing me this opportunity to share my thoughts with others.
BERNIE : A pleasure Gina - and thank you very much for your insights and ideas. It's always great to chew the cud on some tough topics. It will be interesting to watch the impact of the baby boomer exodus from the job market and how fully trained High Potentials begin to step up the mark
Watch this space!
Gina Abudi has a broad range of consulting experience in strategic planning, business impact and ROI, project management, general management/leadership and needs assessments. She works with clients to develop strategic learning and development programs for all levels of employees, including high potentials and executives.
Gina has been honored as one of the Power 50 from PMI® - one of the 50 most influential executives in project management, working to move the profession forward. She serves on the PM Summit/BA World Advisory Board and is Chair of the Leadership Committee for PMI®'s Global Corporate Council.
Gina has presented at various conferences on Business Impact and ROI Analysis of Project Management Training Programs, Developing a Project Management Best Practice, and Assessing Project Management Skills.
Gina received her MBA from Simmons Graduate School of Management. She blogs at: http://www.ginaabudi.com/.
Blog Image courtesy of the New York Times Laugh Line Section, December 2007
