FiveBooksforLeaders–EmpoweringMillennialEmployeesDr.LarryDake,AssistantSuperintendent,Union-EndicottCSD_____________________________________________________________________________HowtoWinFriendsandInfluencePeople,byDaleCarnegie Originallypublishedin1936,thistimelessclassicspeakswelltotheleadershipattributesvaluedbyMillennials:listeningmorethantalking,motivatingthroughpraiseratherthancriticism,andappealingtonoblervirtues.Constructedinseveralshortchapters,Carnegieusesstoriesfromhisself-improvementclassestoillustratehispoints.Theresultisahighly-readable“Howto”guideforunderstandingothers,diffusingconflict,andmotivatingemployees.TheFourObsessionsofanExtraordinaryExecutive,byPatrickLencioni Utilizingafable-stylenarrative,thiseasy-to-readstorycanbeconsumedoveraweekend.LencionicontraststwoCEOswithdifferentleadershipstyles:oneultra-competitiveandbrashandtheotherteam-focusedandhumble.ResearchsuggeststhatMillennialswillbeattractedtoleaderswhoresemblethelatterstyle;thosewhobuildacohesiveteam,reinforceclarityatallturns,andtrustteammemberstousetheirexpertiseforthegreatergood.AnimportantlessonfromLencioniisclarity:researchsuggeststhatMillennialssucceedmorereadilywhenmissionandgoalsareclear,reinforced,andclearlyreinforced.TheAdvantage:WhyOrganizationalHealthTrumpsEverythingElseinBusiness,byPatrickLencioni Yes,anothershamelessLencioniplug.Hisbooksaresoreadable,yetworthwhile,thatseveralofhisotherworkscouldeasilyappearhere(i.e.,TheFiveDysfunctionsofaTeam).Moreover,hisbooksspeakdirectlytoleadershipattributesnecessaryforthosemanagingMillennials.Here,Lencioniarguesthatpastadvantagesnolongerexist:allorganizationshaveaccesstothesameinformation.Inthisera,therefore,organizationalhealthandemployeeengagementmatter.Manager3.0:AMillennial’sGuidetoRewritingtheRulesofManagement,byBradKarsh/CourtneyTemplin. Thisisamorenuts-and-boltcompaniontothestories-basedbookslistedabove.TheauthorssuggestthatMillennialswillthriveunderconditionswhereclarityisreinforced,boundariesaredefined,andautonomyisprovidedwithinanorganizationalstructure.AllthreedynamicsarebackedbyresearchontheMillennialgeneration.Especiallynoteworthyisthetimespentonautonomy;assistingMillenniaisinaligningtheirownpersonal/professionalgoalswiththoseoftheorganizationiscrucial.LeadersEatLast:WhySomeTeamsPullTogetherandOthersDon’t,bySimonSinek Sinekisaproductofthe“TEDTalks”GenerationandhismessagewillfalluponreceptiveearswithMillennials.Hemovesbeyondaresults-onlymindsetandembracesleadershipasameansofmakingtheworldabetterplace.Moreover,empathyisattheheartofhismessage.Millennials,whooftenseektofindmeaningintheirwork,proveareceptiveaudiencetoleaderstoleadwithintegrity,respectemployeesaswholepersons,andpromoteacultureoftrustalongsideacultureofresults.
TheMillennialsareComing!Implica)onsforSchoolsandLeadership
October24,2016SAANYSConference–LakeGeorge,NY
Presenta(onOutcomes&OutlineOutcomes
1. DescribecurrentresearchonMillennialgenera(on’sdynamics&a<ributes.
2. Iden(fyimplica(onsforschoolsandleadership.
3. Outlinesugges(onsforschoolsforempoweringandretainingtopMillennialtalent.
Outline1. WhoaretheMillennials?
Popularpressandcurrentresearch.
2. Millennialsinyourschools–whatmaytheyneedtothriveandgrow?
3. HowschoolscanadapttothegrowingMillennialworkforce.
WhoaretheMillennials?
Ages16-36 “Me,Me,MeGeneraAon”
Researchersfocusonuniqueexperiences
GeneraAonalTheoryKowske,Rasch,&
Wiley,2014
2013TimeMagazineCover
TimecovernotedthefollowingamongMillennials:• 3xaslikelytodemonstrate
Narcissis(cPersonalityDisorder• 40%ofMillennialworkersexpect
tobepromotedeverytwoyears,regardlessofperformance
• 60%ofMillennialsreportthattheywilldo“whatfeelsright”inanygivensitua(on
However…lifeexperiencesaredifferent…
Whattheresearchsays…
Internet(1990s)
WirelessInternet(2000s)
MobileWirelessInternet(2010s)
TechnologicalImmersion
Whattheresearchsays…
Zebratechies.com Huffingtonpost.com
Whattheresearchsays…
Meaning
Balance
Peakon.com
THREESUGGESTIONSFORENGAGINGANDRETAININGTOPTALENT
MillennialsandSchools
Sugges(on#1:EnhancedMentoring
CurrentPrac(ces(inGeneral):• Focusedonprogramma(c
introduc(ons– i.e.,BullyPreven(on,Mandated
Repor(ng,CommonCoreoverview
• MeetsStateRegula(ons(minimumoneyear)
• Emphasizes“nutsandbolts”oftheteachingprofession
SuggestedPrac(ces:• Onboardingac(vi(estoalignnew
teacher’svisionwiththedistrict’s• “Beingapublicfigure”andwhatthat
meansforsocialmediapresence• Includes“nutsandbolts”concernsbut
alsoestablisheslong-termrela(onshipwithmentorteacher.
EnhancedMentoring&theResearch
Brandeis.edu
Turkfuniture.com
Amsi.com
Sugges(on#2:Incen(vizeCollabora(on
Inaperfectworld…• Thiswouldhappennaturally…but…
• Centrifugalforces…– “TeachersofRecord”– Scheduling– Buildinglayouts– APPR– Culture
Whatwouldincen(veslooklike?• Possibles(pendsfor:
– Flippedclassrooms– Cross-curricularendeavors– Classroomcommunityserviceprojects
• Non-monetaryincen(ves:– Collabora(veventure->NoDuty– ConferenceA<endance
Incen(vizingCollabora(on&theResearch
ThefiscalAmes.com
Eschoolnews.com
Sugges(on#3:Fla<enHierarchies
Tradi(onalLeadershipModels:• “Commandandcontrol”• Administra(onas“boss”ratherthan
“mentor”• Reinforcechainofcommandand
communica(on• “HelpfromPrincipal”ratedlowon
preserviceteacherneedsscales
FlatLeadershipModels:• Collabora(onratherthandicta(on• Administratoras“mentor”ratherthan
“boss”• Opendoors,opencommunica(on,
andtransparency• Directsupervisoraskeyplayerin
employeeengagement
FlatHierarchies&theResearch
Textbook.stpauls.br
Cio.com
plus.math.org
ToReview:ThreeSugges(onsforLeaders
Fla<enHierarchies
Incen(vizeCollabora(on
EnhancedMentoring
NextSteps:RecommendedTexts
NextSteps:RecommendedTexts
Thankyouforyour(meanda<en(on!
QuesAons?
