*

*Practically speaking, retaining good staff goes a long way to

increasing program effectiveness and keeping costs down. A great staff person needs to be inspired as they aspire to grow, learn and take on more responsibility in your organization. In this workshop we will examine several key activities executive directors, senior leaders and staff need to cultivate a leadership pipeline ESPECIALLY with staff in early their career continuum (e.g., millennial/Gen Y) as well as Gen X-ers, and Baby-Boomers.

Heres what well learn about

1. Learn about practices that create a leadership pipeline in

their organization

2. Examine characteristics of different generations, particularly 3. Examine what they are doing to develop a leadership

millennials/Gen Y, to understand their needs, attributes, and organizational expectations pipeline and craft practical activities in the form of a plan to begin this important organizational development tool

Turn to a partner-

*Who are great staff in your organization? *What are their behaviors? *What skills do they have that make them great? *Of these characteristics and skills, which ones fall
under developing leadership?

Create a group of 4

*How do you build these skills and characteristics? *Is it the same way for everyone? *What are some of the ways staff are different in
building these skills?

One way to generalize about people in the workplace can be generationally

*Millennial/Gen Y born: 1982-2000; age: 13-31 *Gen X born: 1965-1981; age: 31-49 *Baby Boomers born: 1946-1964, age: 49-67 *Great Generation/Traditionalists- born: 1902-1945; age
67 to 90

*
1. Create small groups 2. Go to easel paper w/ a label on it 3. Task:
*What history informs this generation? *What are some characteristics that they could adopt as a result of
this history?

*What else do you know about their characteristics in the workplace?

*B orn: 1946-1964, age: 49-67 *7 8.3 million *S egregation was real *T ech adopters; varying level of connection and
ability to update

*Fairly religious/spiritual, or radical 1960s influenced

*B orn: 1965-1981; age: 31-49 *6 2 million *L earned about diversity and difference *T ech informed and involved *S elf reliant, adaptable, cynical, distrusts
authority, resourceful

*Born: 1982-2000; age: 13-31

*92 million currently coming of age *Most ethnically and racially diverse *Global citizens *Politically progressive/tolerant (e.g., gay marriage,
immigration views, racial/gender equity, etc.) *Solution centered environment

*Social connectivity *Inclined to trust institutions more than previous

generations *Self organized *Open and transparent *Can be thought of as entitled, optimistic, civic-minded, close parent involvement, impatient,

1. Inquisitor

Discovery Phase

4. Peer Agents

2. Content Consumer

Engagement

3. Activist

*Involve them, dont ignore!!! *Tap their passions *Embrace and engage technology in your thinking,
programming, speaking, AND ask for ideas

*Use their peer networks and influence but dont do onefers. Create compelling engagement with peer networks

*Let them talk, be the spokesperson, trust with parameters *If not, ask forgiveness, instead of permission

*Be clear about what performance looks like for everyones job *Have staff assess their position description vs. the skills needed
to do what they need to do

*Be honest and tell staff how they are doing *Probe about operations, people, programs, evaluation &

financial issues to stay on top of them and address them

*Recognize that work and life do come together *Succession planning and managing in a transparent, inclusive
process vs. secretive, paternalistic

*If you dont youll be compared by your millennial staff to

those who do- the NEW peer influence

*Job rotation *Special assignments *Coaching &/or mentoring *Recognition is ongoing,

quarterly, & annually *Flexible job development *USE Action learning activities (DTF takes on a strategic or pressing issue) *Employee use of social media to do their work, yep!! *Assign partnership responsibilities or joint ventures or internal enterprise development *Provide cross-functional development opportunities *Succession management

*
Ellen Winiarczyk, President Win-ar-zic & Associates 303-808-8062 mobile ellenw@win-ar-zic.com

Conger, J.A., & Fulmer, R. M. (2003). Developing a leadership pipeline. Boston, MA: Harvard Business Review Saratovsky, K. D., & Feldmann, D. (2013). Cause for change: The why and how of nonprofit millennial engagement. San Francisco: John Wiley & Sons, Inc.