Leadership development for an aging workforce
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Transcript of Leadership development for an aging workforce
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Leadership Development for an AgingWorkforce
Dr. Janet Hively Jeffrey Beeson
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Leadership Pipeline
Creating the Capacity for Optimal Performance
“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”
John Quincy Adams5th President of the United States
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5 President of the United States
“No wise man ever wished to be younger.”
Jonathan SwiftEnglish Satirist
“We are the ones we have been waiting for.”
Hopi Saying
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Leadership Needs
Level Key Skills Needed Values Needed
Contributor Technical proficiency, good relationships Quality, Professionalism
Leader of Others Planning, Delegation, Performance Monitoring, Coaching and Feedback, Rewards and Motivation
Integrity, Teamwork, Unit Success, Developing People
Leader of Selection and Development of People, Fairness, Transparency, Courage
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Source: Charan, Drotter and Noel, The Leadership Pipeline
Leader ofManagers
Selection and Development of People, Holding People Accountable, DeployingResources, Managing Boundaries
Fairness, Transparency, Courage
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Leadership Passages
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Source: Charan, Drotter and Noel, The Leadership Pipeline
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Leadership Passages
Every passage requires that a leader
• Learn Different Skills
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• Adopt New Values
• Shift both Thinking and Awareness
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Images from
Leadership Development Programs
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Training offerings for the older
workplace population
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Source: Cedefop
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Employment trends
among mature workers
Sweden
Germany
Employment rates for Adults aged 50-64
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0% 20% 40% 60% 80%
Eu - 27
Bulgaria
Italy2000
2005
2010
Source: Eurostat
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Population Development
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Stereotypes about
Mature Workers
Why we don‘t invest
Cost more
Less productive
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Slower
Miss Work
Greater risk of departure
Can‘t teach an old dognew tricks
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Cost less than external or new hires
Get higher performanceevaluations
Why we should invest
The Reality about Mature Workers
Cost less
Better performance
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Know the system, adept atmanaging breakdowns
Less short-term illness
Debunked by newbrain science
More committed tothe organization
Work Smarter
Reliable
Lifelong learning
Loyal
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Life Planning
0-25 25 - 50 50 - 75 75+
Age
Current Paradigm
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Youth Student Working Adult Retired Pensioner
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The Real Story
1. We‘ve added 20 years for active, healthy engagement in the middle of life
2. The majority of workers want to be employed pastretirement age
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retirement age
3. New ways of working match older worker‘s interests
4. The aging society demands extended employment
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Life Planning
Age
Paradigm Shift
0-25 25 - 50 50 - 75 75+
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Youth Student Working Adult Retired Pensioner
Youth Adult Worker Mature WorkerEncoreCareer
5th Age
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Leadership Roles
What new leadership roles are opening up for matureworkers ?
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workers ?
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Choices for Older Managers
� Shift down – new focus
1. Mentor / Team Coach
2. Specialist
� Shift out – phased retirement
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� Shift out – phased retirement
1. Teaching
2. Entrepreneurship
3. Community, non-profit
� Shift up
• Lead across Boundaries
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Leadership Needs
Level Key Skills Needed Values Needed
Leader acrossBoundaries
Communication, Negotiation, ConflictResolution
Integrity, longer-term view, impartial, ambition for the whole
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Source: Charan, Drotter and Noel, The Leadership Pipeline
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HR Practices for
Leading across Generations
� Interactive Performance Appraisal System
� Career Customization
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� Career Customization
� Succession Planning for Active Aging Management
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Leadership Incubator
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Contact Information
EntheosJeffrey Beeson, MBA/MAForging Leadership Strategy
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Forging Leadership StrategyDanklstrasse 30 � D-81371 München
T E L + 49 � 89 � 72 94 95 83MOB + 49 � 160 � 96 46 02 11FA X + 49 � 89 � 76 75 62 [email protected]
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