I am from Generation X, delivering workshops now to Millennials. What do I need to know? Do I believe all the stories about short attention span, lack of commitment and even the word “lazy”.
As a facilitator you guide the thinking in the room and you would never categorise people, so do I need to understand a Millenial. Always keen to upskill I attended a workshop delivered by Alice Burks of Adaptis and this is my summary of what I learnt:-
- What is a Millenial? = born between 1980 – 2000
- Interested in career waves not career ladders
- They develop themselves for industry not a company
- Very good at knowledge harvesting
- Ongoing learning is crucial
- Want to be developed and stay
- Project variety
- Top values for Millenials are:
- time off
- Don’t like being told
- Reverse mentoring – believe knowledge is everywhere
- Millenials want to lead
The list is refreshing as it is not that dissimiliar to our own generation and certainly as a Facilitator they would be the group you would want in the room.
In summary Millenials have come of age during a financial crisis, they are more connected with a global network and have been immersed in technological change. They want to be able to work in a way that suits their lifestyle and as leaders will encourage flexibility. Ideally they desire personal values to be aligned with company values.
Please do contact firstname.lastname@example.org for workshops and coaching in developing yourself or your team.
We all know what we do and we can be defined by how we do it, however do we ever think about the “why” behind it.
Why is the reason we exist and yet how much thought do we put into it. A lot of companies start their marketing message around what they do and yet the very centre of their existence is why they do it. Customers “don’t buy what you do they buy why you do it” Simon Sinek from the book, Start with Why.
Sinek writes that Apple’s success is built upon the law of diffusion of innovation. To achieve mass market success you want to sell to the 2.5% who are naturally drawn to innovation and then close the gap on the next 13.5% who are early adopters. The word spreads and then you can hit the mass majority at 34% and then the late majority the next 34%. There will always be a 14% who only purchase a touch phone as the bricks they bought before are now not available. Apple believed in innovation and their why was more powerful than their what or how.
The why has to be visionary – you never heard Martin Luther King say he had a plan – “I have a dream” takes people with you on the why.
A dinner guest on Saturday works with young rape victims there is no what or how driving her to work in this field it is just why it matters to her as a person.
nuggets is defined by how the workshops are delivered however why I work in learning overrides everything. To receive feedback on a change in behaviour due to a workshop is the greatest development and why I do what I do.
Please do get in touch if you wish to explore your why? email@example.com
Values are at the very heart of your culture, which in a nutshell is “the way we do things around here”.
They should be “how” you work with each other internally and also how you relate to your clients, suppliers and anyone externally.
You never want your values to be a glossy sign that is so intangible that none of your team relate to them. You need to breathe life into them, get everyone to visualise how they are played out everyday.
If you selected “excited” as one of your values, how can you demonstrate that on the tea rota, presenting to client and inputting data.
Integrity is the most common value selected by companies, which is a good thing for the UK culture as a whole. However without breathing life into the word and asking your team how they demonstrate it, are you just putting a corporate stamp on political correctness.
Ask your team to provide a scenario for each of your company values.
We know that a picture is worth a 1000 words, so display your values as pictures. They will be far more memorable and the selection of the images resonates with a group and becomes far more personal.
Values are not glossy corporate speak they are the very heart of your organisation and “the way we do things around here…” can lead to stunning results.
Breathe life into your values…
Please do contact firstname.lastname@example.org
The brain works like an electrical circuit. When we learn something new the brain creates a neurological pathway just as an electrical current travels through a circuit. The more we use the same pathway just as with electricity the stronger the signal.
If you have a daily ritual this will be a well trodden route, a neurological pathway that is comfortable and easy to follow. Driving your car everyday is a good example, you are not consciously aware of every stage as this pathway is embedded. This is the result of your brain circuitry being strengthened by daily repetition.
Therefore the more connections we make and the more we repeat the information the greater the retention. Creating your own personal circuitry is important using other peoples suggested connections will not stick.
For example:- If you needed to learn the dates of Queen Victorias reign…
24th May 1819 – 22nd January 1901
- (end of May near the Bank Holiday – 1819 – she came to the throne at 18 add a year to make 19).
- End of January although the start of a new year and only one year into the new century (and your Auntie Sheila’s birthday!!!)
Isolated facts are hard to register therefore make them easier for yourself by relating to any network of information in your brain as above.
Writing this blog every week has become a circuit and whilst the content is new every week the route of writing something every Monday has become a comfortable pathway.
Please do get in touch email@example.com
Small drop of kindness
I was early for a coaching session last week, so I grabbed a free coffee from Waitrose. I was browsing their entertaining brochure contemplating whether I could cook a whole salmon or was it beyond my culinary expertise.
I was perched quite precariously on a bar stool when I was tapped on the shoulder. My instant reaction was one of alarm, that something was wrong. In fact when I turned to face the individual it was a smiling lady with a young child.
“I just wanted you to know that your dress is really pretty and you look good”
“I thought you were going to say something really bad”
This act of kindness was so unexpected I did not make the thank you as gracious as possible. How brilliant to compliment a complete stranger.
Although I know “it is as gracious to receive as to give” – the stranger/danger tripped into my psyche all too quickly. My other negative thought was that some other malfunction may have happened with dress and barstool (which we have all done).
To the lady in Waitrose Rickmansworth Thursday 15th September, huge thank you. It was a wonderful thing to happen and I did go into my coaching session on a high. Created some great outcomes with my client obviously boosted by the drop of kindness. At the weekend cooked the whole salmon!
Please do contact nuggets for private coaching to develop you…
Working as a coach I ask my clients to look to the future as to what they want to achieve. Framing the conversation so that they feel safe and supported is very important for them to believe the goals can be achieved.
Using laminated cards I ask that they walk the timeline so that they are moving forward with their thoughts and stepping into the date time and place.
It is really important to take them to the future first, one year from now. Set the date and ask them what they and see as if they are there. Ensure that you don’t look at them so that it does not become a chat in the present day. They have arrived they are a year ahead in their business and they have achieved several things and you want to hear how proud and excited they are by all that they have worked on.
You then ask them to walk all the way back to the current space they are in at the moment. You spend half the time here that you spent in the future as often there are blocks to their thinking, absorbed in reasons why things are not happening.
Half way there
This is a great place for them to go they are half way through the year and still have the expectation that all can be achieved. They will have had some successes along the way and will visualise their goals taking shape.
Intermediate steps and actions
You are now 3 months before the end of the year so it is the finishing touches stage to a great year and almost planning the next. It is the final hurdle and you might have seen a new finish to your race, squeeze in some extra work or meet some new clients.
Immediate steps & actions
Bring them back to a space where things are reality, what will they do now, tomorrow and in the next few weeks. Everything becomes tangible and actionable.
Please do not hesitate to contact nuggets to walk your own timeline.
“Learning from mistakes and reversing fortunes for success” – Black Box Thinking – Matthew Syed
Failure can be exciting and liberating, you have to be supported by a culture that accepts mistakes and actively encourages the learning attached to them.
At my son’s school the Head is constantly saying the children need to understand how to fail, which I fully support however they need the framework and safety to do this. Heather Hanbury a former Head of Wimbledon High used to hold “Failure Week”. Speakers were invited to talk about learning from mistakes and the girls were encouraged to look at failure differently and positively.
The book “Black Box Thinking” explains the culture of the airline industry where every mistake is investigated and seen as new knowledge. The comparison to other industries and sectors is startling. The health sector where there is a great deal of hierarchy and fear attached to failure does not embrace the analytical approach to mistakes.
To begin to create a culture that embraces failure you can use the main themes of the book:-
- Marginal gains – Use a systematic approach to identify small and often unnoticed weaknesses and then improve each of them. Google tested the colours on their website to see if it increased click through – the result was an additional $200 million dollars per annum. Imagine an accumulation of gains…
- Closed loops – never have the mindset of failure, don’t lose ability to face up to the fact you have made a mistake. Often miscarriages of justice are because people will not believe they were wrong.
- No blame no shame – fear of blame is a dangerous obstacle to success. Create an environment where mistakes are accepted. Take away social hierarchy so that everyone is comfortable in admitting misdemeanours. Nurses are inhibited from correcting a surgeon due to the formality and structure of the health service.
- Try and try again – fail a lot to win a lot. James Dyson created 5,127 prototypes so therefore he failed 5,126 times.
Please do contact firstname.lastname@example.org for a workshop around culture and teams working together.
Failure can be exciting and enriching…