Preface |
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xiii | |
Acknowledgments |
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xv | |
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Chapter 1 The New Workplace Reality |
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1 | (12) |
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The Changing Nature of Leadership |
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4 | (1) |
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The Changing Role of the Manager |
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5 | (3) |
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8 | (2) |
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The Changing Role of the Employee |
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10 | (1) |
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Building on These Changes |
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11 | (1) |
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12 | (1) |
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Chapter 2 Defining the Generations |
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13 | (12) |
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15 | (1) |
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The Big Three---and a Newcomer |
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16 | (5) |
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Generational Characteristics |
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21 | (1) |
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21 | (2) |
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23 | (2) |
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Chapter 3 Fostering a Culture of Inclusion |
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25 | (14) |
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The Business Case for Diversity |
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28 | (1) |
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The Role of Company Culture |
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29 | (3) |
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Overcoming a Negative Culture |
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32 | (1) |
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Creating an Age-Diverse Culture |
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33 | (4) |
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37 | (2) |
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Chapter 4 Setting the Stage for Great Performance |
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39 | (22) |
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42 | (4) |
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Evaluating Employee Performance |
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46 | (6) |
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52 | (1) |
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Senior Leadership versus Peer-to-Peer Recognition |
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53 | (2) |
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The Basics of Recognition |
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55 | (1) |
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56 | (1) |
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Career and Development Recognition |
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57 | (3) |
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60 | (1) |
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Chapter 5 Being an Inclusive Manager |
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61 | (12) |
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The Benefits of Inclusion |
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63 | (1) |
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64 | (1) |
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False Thinking of New Managers |
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65 | (1) |
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65 | (1) |
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Don't Emulate Bad Managers |
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66 | (1) |
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66 | (2) |
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Innovation at Both Ends of the Spectrum |
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68 | (1) |
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Managing Workers Older Than You |
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69 | (1) |
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The Consequences of Not Being Inclusive |
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70 | (1) |
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71 | (2) |
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Chapter 6 Promoting Growth Opportunities |
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73 | (14) |
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The Power of Effective Delegation |
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76 | (3) |
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79 | (1) |
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Accommodating Different Learning Styles |
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80 | (2) |
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82 | (2) |
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Establish a Mentoring Program |
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84 | (1) |
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84 | (3) |
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Chapter 7 Managing Differences in Work Ethic |
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87 | (12) |
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90 | (2) |
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The Importance of Mission to Millennials |
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92 | (1) |
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Connecting Company Mission to Social Goals |
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93 | (1) |
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94 | (2) |
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96 | (1) |
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97 | (2) |
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Chapter 8 Managing Different Work-Life Balance Expectations |
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99 | (12) |
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The Birth of Work-Life Balance |
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101 | (1) |
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Work-Life Blending versus Balancing |
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102 | (1) |
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Performance versus Face Time |
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103 | (2) |
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105 | (2) |
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107 | (2) |
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109 | (2) |
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Chapter 9 Managing Differences in Career Development Planning |
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111 | (14) |
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Expectations of Career Development by Generation |
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113 | (3) |
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Using Career Development for Succession Planning at All Levels |
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116 | (1) |
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Five Easy Steps to Creating a Career Plan |
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117 | (2) |
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Creating a Company-Wide Development Program Specific to Leadership |
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119 | (3) |
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Creating Your Own Career Development Plan |
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122 | (2) |
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124 | (1) |
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Chapter 10 Generational Give and Take |
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125 | (12) |
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127 | (1) |
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The How and When of Communication |
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128 | (3) |
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Appreciating the Contributions of Youth |
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131 | (1) |
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Valuing the Wisdom of Age |
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132 | (1) |
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Promoting Positive Interactions |
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133 | (2) |
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The Challenge of the Young Leading the Wise |
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135 | (1) |
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136 | (1) |
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Chapter 11 You as the Motivating Force |
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137 | (12) |
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Expectations of Today's Manager |
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139 | (2) |
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141 | (2) |
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143 | (2) |
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Moving from Tactical Doer to Strategic Thinker |
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145 | (2) |
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147 | (2) |
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Appendix A Case Study - Chegg |
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149 | (6) |
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149 | (1) |
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150 | (1) |
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150 | (1) |
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Physical Work Environment |
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151 | (1) |
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152 | (1) |
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153 | (2) |
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Appendix B Case Study - Consultants: Leadership Development Services, LLC, and RGP |
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155 | (6) |
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155 | (1) |
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156 | (2) |
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158 | (1) |
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158 | (1) |
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159 | (2) |
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Appendix C Case Study - Electronic Arts |
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161 | (6) |
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161 | (1) |
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162 | (1) |
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163 | (2) |
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165 | (1) |
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165 | (2) |
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Appendix D Case Study - Hy-Ko Products |
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167 | (4) |
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167 | (1) |
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168 | (1) |
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169 | (1) |
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170 | (1) |
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Appendix E Case Study - TECT Corporation |
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171 | (6) |
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171 | (1) |
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172 | (1) |
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172 | (1) |
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173 | (2) |
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175 | (2) |
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Appendix F Case Study - The Andersons |
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177 | (6) |
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177 | (1) |
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178 | (1) |
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Physical Work Environment |
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179 | (1) |
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180 | (1) |
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181 | (1) |
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181 | (2) |
About the Author |
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183 | (2) |
Index |
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185 | |