Five Ways to Engage Millennials

Five Ways to Engage Millennials

Summary
Millennials (also known as Generation Y) represent people born from about 1982 to 2000.1  These 17 to 35-year-olds are expected to represent 75% of the US workforce by 2025 and are technologically savvy and purpose driven. Yet business leaders have expressed frustration from this group of workers. How can they attract, hire and retain talented young millennials?   Leaders find millennials make challenging employees due to their sense of entitlement, impatience, and inattention to authority.2  Many millennials struggled to find good jobs during the 2008 recession and have been called “lazy, entitled narcissists who still live with their parents” by Time Magazine. Yet millennials are technologically savvy and purpose-driven. Companies that relate well to this age group can benefit greatly. Here are five ways you can engage the millennials who already…
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Radical Candor

Radical Candor

Lesson
  This is a summary of the 2017 book, Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott. Ms. Scott describes leadership lessons she learned while working in Silicon Valley for Google, Apple, and start-up companies. Her former boss at Google (and an accomplished author herself) Sheryl Sandberg writes, “Radical Candor will help you inspire teams to do the best work of their lives.” Great bosses have strong relationships with their employees. Three simple principles for building better employee relationships are: Make it personal Get (sh)it done Understand why it matters Scott shares the concept of Radical Candor on a 2X2 grid with one axis how much you care personally about the person and the other axis how much you challenge directly, (i.e. “be brutally honest”). Scott names…
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Immunity to Change

Immunity to Change

Lesson
Immunity to Change: How to Overcome it and Unlock the Potential in Yourself and Your Organization is a 2009 book written by Robert Kegan and Lisa Laskow Lahey. It has updated examples of their experience using their immunity to change concepts first introduced in their 2001 book, How the Way We Talk Can Change the Way We Work. This book was recently recommended by another experienced improvement consultant. Since I was unfamiliar with the book and change process, I decided to learn the process and share key points with my friends and colleagues. I typically work with teams and organizations, not individuals, and have not used the immunity to change process myself. It does provide a path to understanding root cause, so I see reasons why it could work well…
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Accelerating Change

Accelerating Change

Lesson
  Organizational improvement is becoming more and more important every year as the pace of change in technology, consumers, and competitors is accelerating. Twenty years ago, companies didn’t have websites since people were still sending email on their dial-up modems. Google search engines didn’t exist. It is just ten years ago that Apple introduced the iPhone. Remember when we rented movies from stores instead of streaming them? It is becoming rare for me to visit a store any more now that I can read product reviews online, order with one click from my phone, and have the item at my door in two days for free. I am learning to adapt, but my children are growing up in a world where they expect instant gratification: any item or information they…
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Leaders Eat Last

Leaders Eat Last

Summary
In our previous posts, we have discussed the importance of having a clear reason to change and explained that organizational culture and history matters when establishing a sense of urgency. Now we will look at some of the reasons why this is the case, truly “evolutionary” reasons related to our brain. Thanks to the trial-and-error process of evolution taking place over the past two-and-a-half million years, human brains have adapted to survive. In the 2014 book Leaders Eat Last: Why Some Teams Pull Together and Others Don’t, author Simon Sinek explains why a feeling of safety is necessary whether we are a caveman or an assistant in a large corporation. Sinek discusses five chemicals that our body has designed for evolutionary reasons that still impact all of us every day.…
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Establishing a Sense of Urgency

Establishing a Sense of Urgency

Lesson
People Don't Hate Change II Establishing a Sense of Urgency This is our second post reviewing why some teams and organizations struggle with change more than others. In our previous post, we share the need to create a burning platform – a clear reason to change. Unfortunately, many leaders struggle with this first important need. Consider these two scenarios: Leader A:         The leader meets with the team and shares recent performance results. The new initiative is not meeting goal, putting the future of the entire team at risk. A 20% cost reduction will need to be made, and each member of the team is asked to help identify and make the changes. Leader B:         The leader meets with the team and offers coaching and facilitation for team members to improve the process…
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People Don’t Hate Change

People Don’t Hate Change

Lesson
Improve your change process and people will enjoy change Change occurs all the time; how can you get better at it?     At Lean East, we coach teams on how to improve their processes. Most of the organizations we help have dedicated employees and smart leaders, yet they struggle to make changes. We often hear the excuse from individuals that they don't like to change, yet some teams and a few organizations don't have these same issues. Why do some teams and organizations struggle with change more than others? We have observed several causes for these struggles and grouped them into several themes. In our next several blog posts we will describe several common issues and give examples of each. We will then conclude by showing how each of these…
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Start with Why

Start with Why

Lesson
This month we discuss the 2009 book Start with Why: How Great Leaders Inspire Everyone to Take Action by Simon Sinek. In this favorite book of many leaders, Sinek asks why some companies are able to achieve things that defy all the assumptions. For example, why is Apple so innovative? Why did the Wright Brothers achieve flight before their better funded, better-qualified competition? Sinek believes that the great and inspiring leaders and organizations all think, act and communicate in the same way – and it is the opposite of everyone else. All leaders and organizations know WHAT they do (the product or service) and some know HOW they do it (the “differentiating value proposition,” “proprietary process” or “unique selling proposition.”) Very few companies can clearly articulate WHY they do WHAT…
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Leadership Lessons from Toyota

Leadership Lessons from Toyota

Lesson
This is part of an ongoing series of organizational and personal improvement book reviews. If you have read the book already use this as a reminder of key lessons. If you have not read the book and are looking to learn and grow as a leader, this summary will share some of our favorite quotes. Lean East recently read How Toyota Became #1: Leadership Lessons from the World’s Greatest Car Company, a book by journalist David Magee published in 2008. The book was written to review the history of Toyota’s growth from a Japanese start-up to the largest automobile manufacturer in the world. Magee interviewed many of Toyota’s senior executives to write the book and became amazed at the differences between Toyota and other auto companies. During his research, he realized…
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SWOT Analysis

SWOT Analysis

Lesson
Brainstorming to assess organizational strengths, weaknesses, opportunities, and threats (SWOT) The Lean East team was recently hired to facilitate several meetings for mid-large size organizations seeking managerial input to their strategic planning process. We conducted SWOT (strengths, weaknesses, opportunities, and threats) Analysis sessions with these teams to discover how the leaders perceived the organization’s strengths, weaknesses, opportunities and threats. We will share the process and agenda we used for this informative brainstorming technique to help you plan your own session. SWOT is an acronym for strengths, weaknesses, opportunities, and threats and can be used to study a person, product, service, team, or organization. SWOT analysis considers both internal and external factors; strengths and weaknesses consider the factors inside of the organization, while opportunities and threats focus on business and market…
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