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?