1.
NEW BOOK RELEASE!
Order at: www.drannkappelministries.org
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2.
Leadership in an
Aging Workforce & Emerging Leaders
Dr. Ann Marie Kappel
Alpha Consulting & Empowerment
www.drannkappel.com
972-997-6238

3.
Changes across the United States
Work force demographics in the United
States are changing everyday.
As peoples life spans increase so do the
number of years they are expected
work.
This ‘Aging” Multigenerational workforce
and its impact on the economy is a
widely discussed topic throughout the
country.

4.
The Bureau of Labor Statistics (2007)
 In 2007 The Bureau of labor statistics
predicted that by 2010 over 50% of
the work force would be 40 years of
age or older.
 This aging trend would be expected
to continue for several more decades
 By 2030 millennials are expected to
out number the baby boomers in the
work force by 22 million

5.
Generational Traits of Employees
1922-1945
Traditionalists
Value logic
Discipline
Stability
Want a Legacy
1946-1964
Baby Boomers
Idealistic
Competitive
Questions Authority
Dislikes Change
Recognition
Stellar Career
1965-1980
Generation X
Work/Life balance
Career portability
Flexible
Some Anxiety
Dislike
Micromanagement
1981-1994
Generation Y/
Millennials
Value diversity
Technologically superior
Change
Want meaningful work
Embrace selected
technologies and don’t
let go
1995-2010
Generation Z/
I-Generation/
Linksters
Technology a part of life
Never lost
Multi-profiled
Multi-collaborators
Multi-personality
Multi-locations
The 5 Generational Traits
As seen in the chart below members of different generations have different values and attributes and
therefore work and behave differently than the generation before them

6.
There are at least 4 ways to think about
age and its relevance in the work place.
 Chronological age
 Life course
 Generation
 Career path
Age can also affect values, attitudes, and working styles, it can also hinder effective
communication by leading to misunderstandings which can lead to a drop in an organizations
effectiveness as a whole.
Age in the Workplace

7.
The work force is becoming more heterogeneous
(More diverse) in terms of:
 Age
 Gender
 Ethnicity
 Race
 Nationality
Managers and leaders need to consider how
varying perspectives can influence employee
motivation and job satisfaction.
The Time of Diversity

8.
The Present/Future
In the very near future companies will experience a
massive loss to their work force when the baby
boomers begin to retire, and yet very few of them are
at all prepared for this inevitability.
As technology continues to shoot forward companies
will have to remain on the cutting edge to:
1. Continue to be competitive
2. Motivate their employees
3. Turn employees into greater assets
4. Emphasize the technological skills of younger
workers

9.
As Companies begin to not only focus on extrinsic motivation for their older employees but also
intrinsic motivation for their young employees, they will be better equipped to hold onto their
older as well as their younger employees.
They will also begin to know how to keep both the younger and older generations motivated and
experiencing job satisfaction while being engaged at different career stages.
Bridging the Gap in Generations

10.
Self Awareness Working for You
In order to work with the changing workforce, you need to be aware of who you are.
Are you going to work with change or against it?
Some ways to find out is to determine where you stand on the following:
 Self-Aware vs. Self-Conscious
 Self-Affirming vs. Self-Degrading
 Self-Motivated vs. Self-Absorbed
 Self-Differentiation vs. Self-Pity
 Self-Love vs. Self Serving

11.
The Result of Self Awareness
Freedom
to
Choose
Imagination
Conscience
Independent
Will
Stimulus Response

12.
Ways to Proactively Work with
Generational Issues
1. Don’t confuse “work” with a location.
2. Provide leadership and feedback.
3. Give them the big picture.
4. Invest in their development.
5. Don’t confuse leadership with titles, positions, or flow charts.
6. Create a fun environment.

13.
Leaders can Transform Themselves
 “Successful leaders can transform themselves as the organization changes.”
 Many have a tendency to promote people to management because they are good
at a technical skill.
 The person is good at the skill, but they may not be good at the skills needed for
managing others.
 Take the time to invest in training.
 Training must be nurtured and sustained by leadership
 Leaders spending time as part of the team can boost the effectiveness of training
 Training works best with motivated and engaged staff

14.
Creative Hiring
 Determine how to identify and hire the best possible employees
 Go to the source that creates those kinds of employees
One CEO took part-time teaching jobs in engineering programs at a college and
university because the students who gain a degree and practical experience gave him
a good selection of people to choose from.

15.
Self-Assessing your Leadership
Performance
 Your emotional intelligence directly
affects your leadership qualities
 Leaders who embody these traits are
more successful and build more
revenue for their companies
 Interpersonal Skills
 High Stress Management
 Adaptability
 Empathy
 Problem Solving Skills
The Four Pillars of Leadership
Authenticity
• Be a trusted
role model who
inspires moral
behavior and
confidence
Coaching
• Help train and
inspire others
to be a mentor
Insight
• Communicate
with a purpose
and offer hope
and inspiration
Innovation
• Recognize the
importance of
risk and let
staff complete
projects that
fail

16.
FOUR DOMAINS OF EMOTIONAL INTELLIGENCE
 SELF-AWARENESS
 Know your story
 Make peace with your past
 Know your emotions and your
behavior patterns.
 SELF-MANAGEMENT
 Develop relaxation skills
 Develop self-motivation skills
 Maintain good physical health

17.
FOUR DOMAINS OF EMOTIONAL INTELLIGENCE– cont’d.
 SOCIAL AWARENESS
 Understand nonverbal communication
 Develop a positive view of others
 Understand the basic emotional needs and
personal integrity
 RELATIONSHIP-MANAGEMENT
 Develop skills for listening and empathy
 Develop skills for assertive communication
 Learn conflict resolution skills
 Learn skills for support and affirmation of
others

18.
Strategies for Integrating Emerging Leaders
What Some Companies Did:
 Eliminate the “Corporate Ladder”
approach to management
 Authority passed around team leaders
 People have sense of equality and
involvement
 Offer more weeks of vacation to every
new hire and classes on how to reduce
working hours.
 Allowed people with families to remain
loyal to the company
 Make office hours flexible
 Allowed people to come in when they
choose and work when it was best for
them
Strategies to Keep Emerging Leaders:

19.
What Attracts and Motivates Today’s
Emerging Leaders
 Values quality of life
 Flexible hours
 Vacation time
 Continuous training
 Telecommuting options
 Leveraging technology to work efficiently
instead of staying late
 Rewarding, intellectual stimulating work
 No Micromanaging
 Independence, Creativity, and Forward
Thinking
 Individualized approach to management
 Teamwork and networking

20.
Be an Effective Manager for People
“The majority of communication about business is funneled through your managers.
When employees resign, the top reason … is their relationship with their manager.
People leave managers, not jobs or employers.”
Value People
Believe in 2-way, Effective Communication
Create an Empowering Environment
Hold People Accountable and Responsible
without Punitive Measures
Demonstrate Leadership and Clear
Direction
Believe in Teamwork
Place the Customer at the Center of their
Existence and Regard Reporting Staff as
Customers

21.
Leadership Style Preferences
1922-1945
Traditionalists
“Leaders should have
integrity”
Comfortable in command and
control leadership systems
Like leadership to offer structure
and certainty
Prefer leadership decisions to be
anchored in precedent where
possible
Leadership decisions should be
made with logic and discipline
Good leadership minimize risk
1946-1964
Baby Boomers
“Leaders should be
humane”
Leaders should describe a vision
of what the future could be
Leadership should establish
direction clearly
Leaders should focus on the big
picture and then let followers
work out the details
Leaders should be democratic
and authentic
Good leadership maximizes
opportunity
1965-1980
Generation X
“Leaders should be
credible”
Leadership should be highly
situationally dependent
Leaders should minimize
organizational policies
Prefer leadership to be relatively
open and informal
Leaders should prescribe loose
guidelines and a framework (not
rules) to encourage
entrepreneurship
Good leadership is balanced and
fair minded
1981-1994
Generation Y/
Millennials
“Leaders should have
competence”
Leaders should create room for
as much autonomy as possible
Leadership should focus on
setting broad and challenging
targets and milestones
Leaders should operate within flat
reporting structures
Prefer to allow a lot of individual
freedom and independence
Good leadership is creative and
inclusive

22.
Know Yourself and Others
“Better understanding of (yours and) other’s thinking, motivation, and resultant
behavior can help you become a more effective and emotionally mature leader, coach,
and workplace contributor.”

23.
?Q&A?
Thank you for your time!
Dr. Ann Marie Kappel
Drannkappel.com
972-997-6238