Much has been spoken and written on this subject, however I still meet very often with frustrated managers facing this challenge, and the costly reality it represents for many companies.
Considering that today Millennials are more than 40% of the active population and in 2025 will be 75%, it is paramount that companies can engage and develop these workers, potentiate their forces and be able to retain them for larger time, as this will mean financial gains at various levels (more productivity, more efficiency, fewer employee turnover costs…).
Statistics show that this generation stays between 2 and 3 years in a function/company, which means that on average they will have about 20 jobs during their active life, building what is called “portfolio career”. The continuous development and learning of new competencies is therefore critical, so that they can stay professionally active and able to respond to new realities that arise. Companies should identify what is needed and be the facilitators of this learning. Short-term specific trainings and certifications will increasingly be the trend, so that these multitasking collaborators can actively contribute at professional level and feel that they can make a difference.
To engage and retain Millennials, companies need to create a strong culture where openness, transparency and collaboration are active values, and where managers exercise an inspiring leadership by clearly establishing the vision, the why and the meaning of what they do. This generation wants to believe that they contribute to create a better world and there is a reason to be in the company than just the salary.
It is also very relevant to create flexible work environments and policies, allowing them to manage well the work-life balance, as for Millennials the end results are the most important (not working hours). In this sense, regular follow up by managers, with more frequent feedback, ensures that employees are motivated and aligned with the company’s objectives. They are not interested in bosses, rather in managers that are coaches/mentors who listen actively, identify opportunities for development and establish plans for learning new competencies that enable progress and advancement in the company.
The presence of Millennials in companies is inescapable, and these need to adapt to this reality. Creating conditions to make the best out of opportunities that surface has to be the new mindset of business managers. Working with a generation for which purpose, flexibility and constant development is fundamental brings new challenges, but there are solutions.
Developing a Leadership through Coaching culture, enabling internal Coaching and Mentoring, and the design & planning of new training strategies based on the continuous development of new competencies and generation of opportunities for experiential learning are a must!
What about you? Do you regularly share your company’s vision and values with your employees? Already have the training and development plan for 2019?
Business Director & Associated Coach
January 4th, 2019
In order for us to inspire you and develop a community with more commited and initiative people, we want to give you great examples. That is why we challenged a few of our customers that we admire as the leaders they are by bringing excelent results in their companies, to share their experiences. Take a look at the video:
In the previous post we introduced you the Lead to Engagement & Results program (English brochure / Portuguese brochure) that we are organizing on June 20 and 21 in Lisbon. Now, let’s present you with 7 of the reasons you are going to want to sign up:
- The two days of training will be conducted and energized by the only two trainers in Portugal credited by Partners In Leadership to deliver this international program.
- If you only have one free day you can choose the workshop that is the most important for you.
- You will get the books “The Oz Principle” and “How did that happen?” both of them New York Times and Wall Street Journal best sellers.
- Exclusive online monitoring 24/7 for 45 days on PILtools.com, platform developed by Partners In Leadership, which offers the benefits and expected flexibility of a blended learning solution.
- Enjoy the wonderful Hotel Ollissippo in Lisbon with its spectacular view of the Tagus River.
- Appreciate the opportunity for networking and meet new professionals from HR area in Portugal and abroad.
- Sole opportunity to enrol 1 or 2 people in your company.
What do you think? Are you going to participate?
Guarantee your place in this program through the email email@example.com
Grab this opportunity … after all
It’s in you
Do you have employees who just don’t care? Do you ask yourself “How can I get my employees to achieve better results?” Answer that question and others by applying to our “Lead to Engagement & Results” Program.
Discover how to foster your employees engagement and inspire them to reach better results. Encourage your employees to take ownership in everything they do. Discuss what is Engagement, how to achieved it and how to create a sharing environment that will allow you to obtain Key-results within your team’s.
This program will allow you to:
- Develop your team’s Engagement using an international methodology;
- Create a clear path for your team’s success;
- Construct a new mind-set.
By fostering engagement within your team you’ll get employees that will stick around through thick and thin, take pride in being a part of the team, give it their all each and every day, and will contribute actively to the results you want from your business.
The program is structured within 2 workshop days, with:
- Small presentations of the topics;
- Individual exercises;
- Group exercises;
- Feedback between participants and the coach;
- Excerpts of films for reflection.
Join us on June 20th – 21st, in the lovely and charismatic Portugal capital city – Lisbon, in one of the most well know areas of the city – the Parque das Nações. Enjoy the Tagus river views while making this journey with us.
This time it was at Microsoft’s premises in Lisbon, as one of the companies that invests more in the Accountability and Engagement of their collaborators.
After taking their breakfasts all the guests had the opportunity to share and discuss their practices and experiences in the Engagement area through a game. Guests from various sectors were present, particularly in the Banking, Insurance, Telecommunications, Retail, Construction, IT, Transportation, Media, Hospitals, Law Offices and Research sectors.
First Bright Concept presented the meaning of engagement, the small percentage of engaged employees on average in 148 countries (13%), the various results of studies on the impact on the organization and the employees, and what impacts the most employee engagement. For each of the levels of intervention, Bright Concept told what it has done in Microsoft and what it had been done in other companies.
Thus, at the business level, it was briefly explained and then offered exercises about the intervention of
- Creating a culture of Accountability and Corporate Responsibility
- Promoting a feedback and recognition at real-time with an App
- Assessments for recruitment and promotions of managers
At the leadership level, Bright Concept showed a number of ways to develop it, as leaders are responsible for up to 70% of their team Engagement results. Thus, it was described some forms of development in the area of
- Emotional intelligence
- Leadership for Accountability
- Strategic thought
- Coaching to employees
Employees also have responsibility in their own engagement, which explains the wide variety of engagement results within a team with the same boss. In this area, Bright Concept is strongly committed to the development
- Accountability and Corporate Responsibility of all employees.
In a game the guests had the opportunity, in teams, to present and discuss the various solutions that their own organizations use to ensure greater engagement of its employees.
Each team also raised an issue that they would like to see resolved. We highlight two of the issues that have emerged the most in the promotion of greater engagement:
- How to ensure that Executive Committees or General Management are more involved in the ongoing promotion of engagement?
- How to overcome the 18-month barrier to turnover of younger employees?
The game teams also voted for the team that gave the best ideas and asked the best questions and the prize to the pronounced winner was a discount in the value of the participation in the next Accountability Leadership Open Program to be held in Lisbon on June 20 and 21.
According to the guests it was a very good and inspiring start to the day!
Businesses ask for team coaching usually for 3 reasons. It may be because they have a crisis or a conflict within a team. Or because they have a motivation or team productivity problem. Or the team has a bigger challenge, a new big strategic project, and realizes that with the current way of thinking and acting it will not be able to meet the challenge.
In the first case we work on the positive skills of the team. These include communication, respect for diversity, trust and optimism. To work in this area we use the Collective Emotional Intelligence model, the Positive Intelligence model and the MBTI Personality model. The team focus on how its members treat each other and how they interact. The impacts of team coaching in this area are very noticeable, increasing the performance of the team through the team climate. ROI is high and can be calculated, for example, through the profitability of previously delayed projects in the team, retention of talent or increased innovation in the team.
In the 2nd case, we work the forces for productivity.
These forces focus primarily on goals and strategy, alignment, accountability and engagement, and we rely heavily on the Partners In Leadership Accountability model. With these interventions the results are even more noticeable and easy to measure, since in addition to improving the social climate, there is a very significant impact on production and sales.
In the 3rd case the goal is usually even more ambitious, and team coaching is designed to make the impossible possible with the current way of thinking and acting. The Coach’s work is wider because it is usually intended to make a change in the various teams of the organization and is deeper because they have to change beliefs. It is now an intervention at the level of culture. For these situations we use the Partners In Leadership culture change model where we alternate between Team Coaching and Team Facilitation. In these interventions the ROI is even higher because the ambition of the team is greater and what is at stake is of a generally very significant value.
Note that in all these formats, team coaching only has these results if the team leader accepts that the change also involves him and if there is a collective desire to improve the team.
When these conditions are met one can expect a surprising collective focus and energy and transformational results. It’s a valuable investment that becomes even more noticeable when measuring the Program’s ROI. The kind you have to see to believe it!
Isabel Freire de Andrade – CEO Bright Concept
Culture is always working, 24/7, sending clues to people about how they should think and act at work. Culture tends to be hard to change and generally is only put into question when new results are needed. Makes sense: the same old mindset will only get you the same old results.
If your organization needs to accelerate growth, make a fast change, merge or expand, reinvent itself to seize an opportunity or simply have more positive results, you will have to manage the culture to get there.
What do you do when you have to make changes to achieve new results? Do you introduce new action plans, new rules, new procedures? Or do you restructure? Restructuring is the path most managers take but mostly they end up realizing that nothing has changed in the way people think. That happens because restructuring processes tend to focus on the surface – in changing the way people act. But when we focus only on actions we end up using a “coercive” change strategy based on forcing people into doing what we want them to do. And they do it – until the pressure if off and everything goes back to how it used to be.
Do you think you can force someone to change their thinking or their beliefs? Of course not. You have to change their experience so they can choose to change their beliefs.
Changing the way employees think and act seems impossible for most managers but with the Partners In Leadership methodology it isn’t. This methodology has been responsible for quick culture changes and results boosts for many organizations worldwide and we represent it exclusively in Portugal.
According to this methodology, to change people’s actions we have to change their beliefs about what they should do and how they should do it. These beliefs or ways of thinking originate in experience. To simplify: experiences create beliefs, beliefs drive actions, and actions produce results. Therefore to change results we have to start by changing people’s beliefs, according to the Partners In Leadership model. Unlike what happens when we focus in actions, when focusing on beliefs and experiences we tend to use a “persuasive” strategy of change based on helping people to fully invest in and take ownership of change.
When this happens a transformational change is achieved. You will no longer have to tell people what to do. They will have internalized the change and will be able to put their heart and mind into it. When people only change actions, it is only a transitional change, which will not last long.
Are the changes you need in your organization transformational or transitional? If you need a transformational change, dedicate yourself to managing the culture or the culture will be managing you.
Isabel Freire de Andrade
Partner da Bright Concept