Clash of the Generations

1 - Cover [Seite 1]
2 - Title Page [Seite 7]
3 - Copyright [Seite 8]
4 - Contents [Seite 11]
5 - Preface [Seite 15]
6 - Acknowledgments [Seite 17]
7 - Chapter 1: The New Workplace Reality [Seite 19]
7.1 - The Changing Nature of Leadership [Seite 22]
7.2 - The Changing Role of the Manager [Seite 23]
7.3 - The Changing Role of HR [Seite 26]
7.4 - The Changing Role of the Employee [Seite 28]
7.5 - Building on These Changes [Seite 29]
7.6 - Notes [Seite 30]
8 - Chapter 2: Defining the Generations [Seite 31]
8.1 - What the Experts Say [Seite 33]
8.2 - The Big Three-and a Newcomer [Seite 34]
8.2.1 - Baby Boomers (1946-1964) [Seite 35]
8.2.2 - Generation Xers (1965-1980) [Seite 36]
8.2.3 - Millennials (1981-1997) [Seite 37]
8.2.4 - Generation Zers (1998-present) [Seite 38]
8.3 - Generational Characteristics [Seite 39]
8.4 - The More Things Change [Seite 39]
8.5 - Notes [Seite 41]
9 - Chapter 3: Fostering a Culture of Inclusion [Seite 43]
9.1 - The Business Case for Diversity [Seite 46]
9.2 - The Role of Company Culture [Seite 47]
9.3 - Overcoming a Negative Culture [Seite 50]
9.4 - Creating an Age-Diverse Culture [Seite 51]
9.4.1 - Stimulate Idea Generation [Seite 52]
9.4.2 - Protect Idea Generators [Seite 52]
9.4.3 - Don't Slaughter Someone for Mistakes [Seite 53]
9.4.4 - Promote Good Ideas [Seite 53]
9.4.5 - Broaden Your Knowledge Base [Seite 53]
9.4.6 - Push Yourself beyond Your Comfort Zone [Seite 54]
9.4.7 - Employ Diverse Employees and Teams [Seite 54]
9.4.8 - Recognize and Reward Risk-Taking [Seite 54]
9.5 - Notes [Seite 55]
10 - Chapter 4: Setting the Stage for Great Performance [Seite 57]
10.1 - Goal Setting [Seite 60]
10.1.1 - Getting Started [Seite 61]
10.1.2 - Getting SMART [Seite 63]
10.2 - Evaluating Employee Performance [Seite 64]
10.2.1 - Effective Feedback [Seite 65]
10.2.2 - Effective Coaching [Seite 67]
10.3 - You Get What You Reward [Seite 70]
10.4 - Senior Leadership versus Peer-to-Peer Recognition [Seite 71]
10.5 - The Basics of Recognition [Seite 73]
10.6 - Intrinsic Motivators [Seite 74]
10.7 - Career and Development Recognition [Seite 75]
10.8 - Notes [Seite 78]
11 - Chapter 5: Being an Inclusive Manager [Seite 79]
11.1 - The Benefits of Inclusion [Seite 81]
11.2 - Breaking Bad Habits [Seite 82]
11.3 - False Thinking of New Managers [Seite 83]
11.4 - Lead by Example [Seite 83]
11.5 - Don't Emulate Bad Managers [Seite 84]
11.6 - Promoting Respect [Seite 84]
11.7 - Innovation at Both Ends of the Spectrum [Seite 86]
11.8 - Managing Workers Older Than You [Seite 87]
11.9 - The Consequences of Not Being Inclusive [Seite 88]
11.10 - Notes [Seite 89]
12 - Chapter 6: Promoting Growth Opportunities [Seite 91]
12.1 - The Power of Effective Delegation [Seite 94]
12.2 - Empower Your Employees [Seite 97]
12.3 - Accommodating Different Learning Styles [Seite 98]
12.4 - Experiential Training [Seite 100]
12.5 - Establish a Mentoring Program [Seite 102]
12.6 - Notes [Seite 102]
13 - Chapter 7: Managing Differences in Work Ethic [Seite 105]
13.1 - Defining Work Ethic [Seite 108]
13.2 - The Importance of Mission to Millennials [Seite 110]
13.3 - Connecting Company Mission to Social Goals [Seite 111]
13.4 - What Managers Can Do [Seite 112]
13.5 - What Companies Can Do [Seite 114]
13.6 - Notes [Seite 115]
14 - Chapter 8: Managing Different Work-Life Balance Expectations [Seite 117]
14.1 - The Birth of Work-Life Balance [Seite 119]
14.2 - Work-Life Blending versus Balancing [Seite 120]
14.3 - Performance versus Face Time [Seite 121]
14.4 - Managing Flexibility [Seite 123]
14.5 - Managing Virtual Teams [Seite 125]
14.6 - Notes [Seite 127]
15 - Chapter 9: Managing Differences in Career Development Planning [Seite 129]
15.1 - Expectations of Career Development by Generation [Seite 131]
15.1.1 - Baby Boomers [Seite 132]
15.1.2 - Generation X [Seite 132]
15.1.3 - Millennials [Seite 133]
15.1.4 - Generation Z [Seite 133]
15.2 - Using Career Development for Succession Planning at All Levels [Seite 134]
15.2.1 - To Train or Not to Train [Seite 134]
15.2.2 - Tying Succession Planning to Career Development [Seite 134]
15.3 - Five Easy Steps to Creating a Career Plan [Seite 135]
15.3.1 - Step 1: Start with Company Goals [Seite 135]
15.3.2 - Step 2: Involve Your Employees [Seite 136]
15.3.3 - Step 3: Decide What Competencies Are Missing [Seite 136]
15.3.4 - Step 4: Create an Action Plan [Seite 137]
15.3.5 - Step 5: Monitor, Measure, and Make Adjustments as Needed [Seite 137]
15.4 - Creating a Company-Wide Development Program Specific to Leadership [Seite 137]
15.4.1 - Determining What Matters [Seite 137]
15.4.2 - Identifying Candidates [Seite 138]
15.4.3 - Assessing Current Leadership Skills [Seite 138]
15.4.4 - Developing Employees' Skills [Seite 139]
15.4.5 - Assessing Progress [Seite 139]
15.5 - Creating Your Own Career Development Plan [Seite 140]
15.5.1 - Getting Honest Feedback [Seite 140]
15.5.2 - Identifying Training Opportunities [Seite 141]
15.5.3 - Staying on Track [Seite 142]
15.6 - Notes [Seite 142]
16 - Chapter 10: Generational Give and Take [Seite 143]
16.1 - Communication Is Key [Seite 145]
16.2 - The How and When of Communication [Seite 146]
16.3 - Appreciating the Contributions of Youth [Seite 149]
16.4 - Valuing the Wisdom of Age [Seite 150]
16.5 - Promoting Positive Interactions [Seite 151]
16.5.1 - Example 1 [Seite 152]
16.5.2 - Example 2 [Seite 152]
16.6 - The Challenge of the Young Leading the Wise [Seite 153]
16.7 - Notes [Seite 154]
17 - Chapter 11: You as the Motivating Force [Seite 155]
17.1 - Expectations of Today's Manager [Seite 157]
17.2 - Focusing on You [Seite 159]
17.3 - Finding a Mentor [Seite 161]
17.3.1 - Determine What You Hope to Achieve [Seite 161]
17.3.2 - Search for a Mentor [Seite 161]
17.3.3 - Make the Initial Contact [Seite 162]
17.3.4 - Make a Good Impression [Seite 162]
17.3.5 - Getting the Most out of Mentoring [Seite 163]
17.4 - Moving from Tactical Doer to Strategic Thinker [Seite 163]
17.4.1 - Step 1: Delegate the Small Stuff [Seite 164]
17.4.2 - Step 2: Block Time for Strategizing [Seite 164]
17.4.3 - Step 3: Evaluate Strategic Issues [Seite 164]
17.4.4 - Step 4: Make a Plan [Seite 165]
17.5 - Notes [Seite 165]
18 - Appendix A: Case Study - Chegg [Seite 167]
18.1 - Background [Seite 167]
18.2 - Benefits [Seite 168]
18.3 - Company Culture [Seite 168]
18.4 - Physical Work Environment [Seite 169]
18.4.1 - Employee Reviews [Seite 170]
18.5 - Recruiting [Seite 170]
18.6 - Summary [Seite 171]
19 - Appendix B: Case Study - Consultants: Leadership Development Services, LLC, and RGP [Seite 173]
19.1 - Interviewees [Seite 173]
19.2 - Leadership [Seite 174]
19.3 - Flexibility [Seite 176]
19.4 - Work Ethic and Style [Seite 176]
19.5 - Benefits [Seite 177]
20 - Appendix C: Case Study - Electronic Arts [Seite 179]
20.1 - Background [Seite 179]
20.2 - Company Culture [Seite 180]
20.3 - Career Development [Seite 181]
20.4 - Recruiting [Seite 183]
20.5 - Summary [Seite 183]
21 - Appendix D: Case Study - Hy-Ko Products [Seite 185]
21.1 - Background [Seite 185]
21.2 - Benefits and Recruitment [Seite 186]
21.3 - Career Development [Seite 187]
21.4 - Summary [Seite 188]
22 - Appendix E: Case Study - TECT Corporation [Seite 189]
22.1 - Background [Seite 189]
22.2 - Recruitment [Seite 190]
22.3 - Company Culture [Seite 190]
22.4 - Career Development [Seite 191]
22.5 - Summary [Seite 193]
23 - Appendix F: Case Study - The Andersons [Seite 195]
23.1 - Background [Seite 195]
23.2 - Company Culture [Seite 196]
23.3 - Physical Work Environment [Seite 197]
23.4 - Career Development [Seite 198]
23.5 - Benefits [Seite 199]
23.6 - Summary [Seite 199]
24 - About the Author [Seite 201]
25 - Index [Seite 203]
26 - EULA [Seite 210]