"The Landscape of Multi-Generational Leadership"

Special Video Webcast from the MMANC Annual Conference3:00 – 4:15 p.m. PT, Saturday, October 16, 2010

Cosponsored by MMANC and the Cal-ICMA Coaching Program

Target audience: all employees and managers

Available:* live onsite at the MMANC Annual Conference – San Jose* recorded via webcast at www.cal-icma.org/coaching -- “Live Audio & Archives”tab (provided by Granicus)

Panelists:* Kelly Morariu, Assistant to the City Manager, Palo Alto* Gary Petersen, Airport Manager, Salinas* Phil Smith-Hanes, County Administrative Officer, HumboldtModerator:* Don Maruska, Master Certified Coach, Director, Cal-ICMA Coaching Program

Panel Topics:1. What do we know about the Builders, Boomers, Busters, and Bridgers?2. What challenges and opportunities arise?3. How can leaders leverage generational strengths to create stronger and moreinnovative organizations?4. What are some concrete examples of success stories?5. What is a solid Top 10 list of key steps for managers to put into practice?

Post Session Discussion Topics:Use this video webcast to stimulate constructive discussion in your agency aboutchange. Here are some follow up topics:1. What differences do we see across generations in our organization?2. How can the strategies and ideas from the webcast help us?3. What are some concrete steps that we can take to make progress?4. Where do we want to start?

CONNECT: There is no charge to connect to this video webcast and no advanceregistration required. Simply go to "Live Audio and Archives" tab at www.cal-icma.org/coaching for the digital recording (powered by Granicus).

The Cal-ICMA Coaching Program receives funding through the generosity of:ICMA, California City Management Foundation, Municipal ManagementAssociation of Northern California, Municipal Management Association ofSouthern California, the County Administrative Officers Association of California,California Communities Joint Powers Authority, California Redevelopment

Association, Bob Murray & Associates, CPS Human Resource Services,Granicus, Pacific Gas and Electric Company, Piper Jaffray, the Public AgencyRetirement Services, Keenan & Associates, Personnel and Employee RelationsDepartment, Davenport Institute (Pepperdine University), Aon, Brown & BrownInsurance, Corvel, and NATA.

MORE RESOURCES--See the "Coaching Corner" at www.cal-icma.org/coachingfor valuable resources to boost your career. These include listings of futureTelephone and Webinar Panels, recordings of past sessions (including a freesubscription to podcasts), the expanded "Dear eCoach" offering (that invites youto ask questions anonymously--check out some of the hot topics), expandedOne-to-One Coaching opportunities, Career Compass columns, andcomplimentary, confidential management style profile reports to be moreeffective and fulfilled in your work.

SIGN UP FOR FREE NEWSLETTER--Subscribe to the Cal-ICMA CoachingProgram email list to receive updates on events and the availability of recordedsessions. Go to www.cal-icma.org/coachingList.

Enjoy the resources and support to thrive in local government.

Don Maruska, Master Certified CoachDirector, Cal-ICMA Coaching ProgramSee "Coaching Corner" at http://www.cal-icma.org/coaching

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The LandscapeThe Landscape of Multiof Multi--Generational LeadershipGenerational Leadership

CalCal--ICMA Coaching ProgramICMA Coaching ProgramOctober 16, 2010October 16, 2010

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Coaching Program: 7th year

Preparing the Next Generation Committee

CA City Mgmt. Foundation CA Communities Joint Powers Authority

CPS Human Resources Municipal Mgmt. Assn. of S. CA

Int’l City/County Mgmt. Assn. Municipal Mgmt. Assn. of N. CA

Bob Murray & Associates Public Agency Retirement Services

County Administrative Officers Assn. California Redevelopment Assn.

Pacific Gas and Electric Company Piper Jaffray

Granicus Keenan & Associates

Personnel & Employee Rels. Dept. Davenport Institute, Pepperdine Univ.

AON Brown & Brown Insurance

CORVEL NATA

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Overview of SessionOverview of SessionGenerational Dynamics and Local GovernmentGenerational Dynamics and Local GovernmentPhil SmithPhil Smith--Hanes, Hanes, County Administrative Officer, Humboldt CountyCounty Administrative Officer, Humboldt County

Managing in a MultiManaging in a Multi--Generational Work PlaceGenerational Work PlaceGary Petersen, Gary Petersen, Airport Manager, SalinasAirport Manager, Salinas

Top 10 Lists for Savvy MultiTop 10 Lists for Savvy Multi--Generational LeadersGenerational LeadersKelly McAdoo Morariu,Kelly McAdoo Morariu, Assistant to the City Manager, Palo AltoAssistant to the City Manager, Palo Alto

Don Maruska, Don Maruska, Master Certified Coach, ModeratorMaster Certified Coach, Moderator

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Generational Dynamics and Generational Dynamics and Local GovernmentLocal Government

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Who am I?Who am I?Youngest childYoungest childDog personDog personINTJINTJTwo graduate Two graduate degreesdegreesScorpioScorpioSmallSmall--town boytown boyThirtysomethingThirtysomething (for a (for a couple more weeks)couple more weeks)Gen. XGen. X

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So why talk about generations?So why talk about generations?

Demography: people live longer, more Demography: people live longer, more generational differences reflected in our generational differences reflected in our communities and workplacescommunities and workplacesItIt’’s the workplace: we dons the workplace: we don’’t have pret have pre--set set roles like in family or school, and there is roles like in family or school, and there is evidence that our generational identity evidence that our generational identity affects how we choose work rolesaffects how we choose work rolesPublic service: need to understand how to Public service: need to understand how to deliver services that others will want or deliver services that others will want or acceptaccept

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What do we call them?What do we call them?

SilentSilentBoomBoomGen XGen XGen YGen Y

TraditionalistsTraditionalistsBaby BoomersBaby Boomers1313thth GenerationGenerationMillennialsMillennials

AdaptiveAdaptiveIdealistIdealistReactiveReactiveCivicCivic

BuildersBuildersBoomersBoomersBustersBustersBridgersBridgers

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When?When?Mid 1920Mid 1920’’s to Mid 1940s to Mid 1940’’ss–– 1925 1925 -- 19431943–– 1927 1927 -- 19451945

Mid 1940Mid 1940’’s to Mid 1960s to Mid 1960’’ss–– 1944 1944 -- 19621962–– 1946 1946 -- 19641964

Mid 1960Mid 1960’’s to Early 1980s to Early 1980’’ss–– 1963 1963 -- 19811981–– 1965 1965 -- 19831983

Early 1980Early 1980’’s to Turn of the Millenniums to Turn of the Millennium–– 1982 1982 -- 20002000–– 1984 1984 -- 20022002

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WhoWho’’s Not Here?s Not Here?““The Greatest The Greatest GenerationGeneration”” a/k/a a/k/a ““Generation G.I.Generation G.I.”” –– old enough to fight in old enough to fight in WWII; 18 in 1945 = WWII; 18 in 1945 = 83 in 201083 in 2010““Digital NativesDigital Natives”” a/k/a a/k/a ““The Internet The Internet GenerationGeneration”” –– too too young to remember young to remember Y2K; 0Y2K; 0--3 in 2000 = < 3 in 2000 = < 13 in 201013 in 2010

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1936 1946 1961

When Kennedy was assassinated:When Kennedy was assassinated:–– McCain had been out of college for 5 yearsMcCain had been out of college for 5 years–– Clinton was in high schoolClinton was in high school–– Obama had just had his second birthdayObama had just had his second birthday

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Students entering college today Students entering college today (2010)(2010)

DonDon’’t remember Jack Kevorkian, Dan Quayle or Rodney t remember Jack Kevorkian, Dan Quayle or Rodney King in the news.King in the news.Most have never used a phone with a cord.Most have never used a phone with a cord.Russians and Americans have always been living Russians and Americans have always been living together in space.together in space.Know Clint Eastwood as a sensitive director, not Know Clint Eastwood as a sensitive director, not ““Dirty Dirty HarryHarry””..Ruth Bader Ginsburg has always sat on the Supreme Ruth Bader Ginsburg has always sat on the Supreme Court.Court.John McEnroe has never played professional tennis.John McEnroe has never played professional tennis.Woody Allen has always been with SoonWoody Allen has always been with Soon--Yi Yi PrevinPrevin..Czechoslovakia has never existed. Czechoslovakia has never existed.

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Managing A Managing A MultiMulti--Generation (Complex) Generation (Complex)

Work ForceWork Force

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Your ThinkingYour Thinking Must Shift Must Shift With a Constantly Changing RealityWith a Constantly Changing RealityChange is happening faster than you may Change is happening faster than you may understandunderstandItIt’’s not just when you were born that s not just when you were born that makes you who you aremakes you who you areMuch bigger differences than generations Much bigger differences than generations are emergingare emergingSome Things Never ChangeSome Things Never Change

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Generations are One CategoryGenerations are One Category

GenderGenderEthnicityEthnicityEconomicsEconomicsPhysicalityPhysicalityRegionsRegionsCultureCultureInterestsInterestsHabitsHabits

HealthHealthEducationEducationReligious or SpiritualReligious or SpiritualPoliticalPoliticalRelationship Relationship SkillsSkillsPersonalityPersonalityTemperament Temperament

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Life IssuesLife Issues

Dependent Care Dependent Care Elder CareElder CareRelationshipsRelationshipsFamilies Families Working LongerWorking LongerExtended Extended Childbearing YearsChildbearing YearsMultiple CareersMultiple Careers

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Personality and Learning StylesPersonality and Learning Styles

Myers Briggs or other Myers Briggs or other inventoriesinventoriesIntrovert vs. ExtrovertIntrovert vs. ExtrovertVisual (See It)Visual (See It)Auditory (Hear It)Auditory (Hear It)Kinesthetic (Do it and Kinesthetic (Do it and touch it)touch it)Adult Learning StylesAdult Learning Styles–– ChoiceChoice

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We All Want the Same We All Want the Same ThingsThings

Values Save The Values Save The DayDay

(Once Again)(Once Again)

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What are ValuesWhat are ValuesRules which allow us to Rules which allow us to trust one another and trust one another and work together (norms)work together (norms)Drivers of how we think Drivers of how we think and behave. (Moraland behave. (Moral–– Ethical Right & Wrong)Ethical Right & Wrong)Elements of decision Elements of decision making (developing making (developing acceptable alternatives)acceptable alternatives)Filters for evaluating Filters for evaluating people and situations people and situations

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Values Everyone WantsValues Everyone Wants

Treated with respect and valued for Treated with respect and valued for contributions contributions Given the real truth Given the real truth Trusting environmentTrusting environment–– Trust and Be Trusted Trust and Be Trusted Viewed as equal regardless of titlesViewed as equal regardless of titlesProvided meaningful work and understand Provided meaningful work and understand contribution to overall successcontribution to overall success

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Values Everyone WantsValues Everyone Wants

Opportunities to grow and developOpportunities to grow and developAllowed to operate by self motivation Allowed to operate by self motivation (intrinsically) as opposed to being (intrinsically) as opposed to being controlled (extrinsically)controlled (extrinsically)Work in a positive environment (even in Work in a positive environment (even in the toughest of times)the toughest of times)Be able to say what is on their minds Be able to say what is on their minds without retributionwithout retribution

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Elements of SuccessElements of Success

Hire employees with Hire employees with similar value systems similar value systems Understand people as Understand people as unique individualsunique individualsSupport growth and Support growth and developmentdevelopment–– Hard Skills and SoftHard Skills and Soft

Evolved CommunicationEvolved CommunicationChoose love over fearChoose love over fear

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Continuing Education for Continuing Education for Public Officials (CEPO)Public Officials (CEPO)

30 years of Leadership Training for Mid 30 years of Leadership Training for Mid Career Employees of Local GovernmentCareer Employees of Local Governmenthttp://www.cepoweb.com/http://www.cepoweb.com/

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In the end no matter In the end no matter who we are or what we who we are or what we want, the job must get want, the job must get

donedone

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Top 10 Lists for Savvy Top 10 Lists for Savvy MultiMulti--generational Leadersgenerational Leaders

Kelly McAdoo MorariuKelly McAdoo Morariu

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Top 10 Strategies for Working with Top 10 Strategies for Working with TraditionalistsTraditionalists

1. Use recruiting 1. Use recruiting messages that speak messages that speak to traditional valuesto traditional values

2. Flexible employment2. Flexible employment3. Emphasize 3. Emphasize

organizational historyorganizational history4. Spend time on 4. Spend time on

orientationorientation5. Stress long term 5. Stress long term

visionvision

6. Technology training6. Technology training7. Use a personal touch7. Use a personal touch8. Traditional 8. Traditional

perks/symbols perks/symbols importantimportant

9. Be respectful when 9. Be respectful when coachingcoaching

10. Tap into their 10. Tap into their knowledge/storiesknowledge/stories

Adapted from “Generations at Work,” by Zemke, Raines and Filipczak.

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Top 10 Strategies for Working with Top 10 Strategies for Working with BoomersBoomers

1. Change agent 1. Change agent challengechallenge

2. Show them how to be 2. Show them how to be a stara star

3. Focus on challenges 3. Focus on challenges and their roles and their roles

4. Develop the personal 4. Develop the personal relationshiprelationship

5. Show them how they 5. Show them how they can make a differencecan make a difference

6. Coach on soft skills6. Coach on soft skills7. Focus on 7. Focus on

developmental developmental experiencesexperiences

8. Lots of public 8. Lots of public recognitionrecognition

9. Involve them 9. Involve them –– get get consensusconsensus

10. Reward work ethic10. Reward work ethic

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Top 10 Strategies for Working with Top 10 Strategies for Working with Gen XGen X

1. 1. ““We want you to have We want you to have a lifea life””

2. Meritocracy not 2. Meritocracy not seniorityseniority

3. Fun at work3. Fun at work4. 4. ““Hands offHands off””

managementmanagement5. Make it easy to ask 5. Make it easy to ask

questionsquestions

6. Avoid internal politics6. Avoid internal politics7. Training/development 7. Training/development

is importantis important8. Enable juggling8. Enable juggling9. Access to latest 9. Access to latest

technologytechnology10. Mentors as parent 10. Mentors as parent

figuresfigures

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Top 10 Strategies for Working with Top 10 Strategies for Working with Gen YGen Y

1. Visuals and symbols 1. Visuals and symbols resonateresonate

2. Emphasize 2. Emphasize innovationinnovation

3. Faster processes3. Faster processes4. Create sense of 4. Create sense of

purposepurpose5. Roadmaps for their 5. Roadmaps for their

successsuccess

6. Clear career paths6. Clear career paths7. Flexibility7. Flexibility8. Mentoring, coaching 8. Mentoring, coaching

and formal and formal developmentdevelopment

9. Instant feedback9. Instant feedback10. Team projects10. Team projects

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And this affects workAnd this affects work……

When I need to look up a phone number, When I need to look up a phone number, II……

When my boss asks me for a copy of a When my boss asks me for a copy of a document, I give herdocument, I give her……

When a new policy is introduced in my When a new policy is introduced in my department, I feel like itdepartment, I feel like it’’s my duty tos my duty to……

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The keys are The keys are ……

Be flexible Be flexible –– treat everyone as an treat everyone as an individualindividualCreate/foster a workplace that respects Create/foster a workplace that respects and values differencesand values differencesFind new and creative uses of technology Find new and creative uses of technology to support employeesto support employeesRemember to listen carefully Remember to listen carefully –– sometimes sometimes the Golden Rule wonthe Golden Rule won’’t always apply at t always apply at workwork

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Upcoming sessionUpcoming session

What Would You Do? Case Studies, Team What Would You Do? Case Studies, Team Responses & Audience PollingResponses & Audience Polling

Interactive webinar with MMASCInteractive webinar with MMASC2:00 2:00 –– 3:30 p.m., PT, Thursday, November 43:30 p.m., PT, Thursday, November 4

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ResourcesResources

Go to Go to ““Live Audio & ArchivesLive Audio & Archives”” tab at web tab at web site for recordings of this webcast, site for recordings of this webcast, presentation materials, and other presentation materials, and other professional development resources.professional development resources.

www.calwww.cal--icma.org/coachingicma.org/coaching

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Contacts for TodayContacts for Today’’s Sessions SessionKelly McAdoo MorariuKelly McAdoo Morariu,, Assistant City Manager, Assistant City Manager, Hayward Hayward kelly.morariu@haywardkelly.morariu@hayward--ca.govca.gov (eff. 10/25)(eff. 10/25)

Gary PetersenGary Petersen, Airport Manager, Salinas , Airport Manager, Salinas garyp@ci.salinas.ca.usgaryp@ci.salinas.ca.us

Phil SmithPhil Smith--HanesHanes, County Administrative Officer, , County Administrative Officer, Humboldt CountyHumboldt CountyPSmithPSmith--Hanes@co.humboldt.ca.usHanes@co.humboldt.ca.us

Don MaruskaDon Maruska, Director, Cal, Director, Cal--ICMA & CSMFO Coaching ICMA & CSMFO Coaching CalCal--ICMA@DonMaruska.comICMA@DonMaruska.com