1. The Model Modern Manager
Recipe for the New Gen Workforce Managers

2. I . Synopsis about the New Gen Leaders.
II. Understanding how the New Gen Leaders think.
III. An Overview about New Gen Leadership style.
IV. Empowering the New Gen Mangers with Management Skills
V. Empowerment to handle New Gen Teams
Agenda :

3. The Arrival of the New Gen Leaders
Generation Born Between Aged Between
The early Baby Boomers 1946 to 1964 43-61
Generation X-ers 1965 to 1979 28-42
Generation Y-ers 1980 to 1994 13-27

4. Changing Nature of Workforce and Leadership Style
Industrial Economy
( to 1980)
Service Economy
( 1980 – 2000)
Knowledge Economy
( 2000 - )
Baby Boomers * * *
Xers * *
Y Generation *
Leadership Style Supervision/Control based
Leadership
Service /Conflict resolution
based Leadership
Knowledge based
Leadership

5. Differences between Baby Boomers and New Gen
Sl.No Work
Characteristics
Baby Boomers New Gen
1 Work Values - Work Hard
- Loyal to Employer
- Team Work
- Chain of Command
- Wants to manage
- Technically Challenged
- Personal Satisfaction
- Loyal to skills
- Prefer to work alone
- Individual is first
- No need to Lead
- Technically savy
2 Work Attitudes - Job Promotion
- Loyal to Employer
- Balance of work and family
- Steady and Rhythmic
- Formality ( Authority)
- Commitment
- Job Satisfaction
- Loyal to Skills
- Focus on Quality of Life
- Fast
- Informality
- Negotiation
3 Work
Expectations
- Money & Recognition Reward
- Focus on Job Security
- Step by step promotion
- Authority
- Happy as an Employee
- Education Reward
- Focus on Job Challenge
- Quick Promotion
- Flexible / Freedom
- Looks out for Ownership

6. How can you bridge this generation gap?
It all starts with understanding
- How the new generation of leaders thinks.
- What's important to them.

7. # 1
. Don't force them to work
under a management style
with the boss giving
orders.
Give them the freedom to
make their own decisions.

8. # 2
The New Gen love to learn
new things.
Opportunities to grow are
high on their list of priorities.
Offer training skills like
organization, time
management, leadership, and
communication.

9. # 3
Unlike the average employee;
the New Gen leaders
“seek pain to learn.”
They enjoy solving the deep
end of the worst problems.
These individuals are focused,
confident and driven to lead.

10. # 4
. New Gen leaders spend
more time building
relationships with their
teams than the boomers
did.
They expect their team to
work hard. They also know
when it's time to leave the
office and go play.

11. # 5
New Gen treat men
and women as equals.

12. The Model Modern Manager
An Overview about New Gen Leadership style.

13. Definition of a Manager
“Strength and Speed are useful but coordination is crucial”
- Manager’s role in organization is to ensure that everyone in the
organization works together in a coordinated manner

14. Traditional Manager VS New Gen Manager
The New Gen Manager represents one who is more of a team player than a boss

15. Five Styles of New Gen Manager
1. The Coach
2. The Mentor
3. The Truth Teller
4. The Buddy
5. The Relater
“Don't tell the NEW GEN leaders on how to do things, tell them what to do and let them surprise
you with their results.” George S. Patton

16. 1. The Coach
• Shows empathy by a mixture of tough love and strong support.
• Not afraid to push you because they see the best in you.
• Has a good sense of what’s going on in the rest of your life and isn’t
afraid to mention it as it relates to your performance and potential.

17. 2. The Mentor
• Makes you feel that your success matters to them and they guide you
along in your career.
• Will act as a confidante and won’t hold anything against you.
• Operates from a point of helping others.

18. 3.The Truth Teller
• Believes that you treat employees as adults who have a right to hear it
straight.
• Doesn’t sugar coat and let’s you know what you’re doing well and where
you can improve.
• You always know where you stand.

19. 4.The Buddy
• Seeks to be considered as a colleague first.
• Operates from the idea that we’re all in it together.
• Frequently socializes with the team.
• Can easily approach others with feedback as part of daily interactions.

20. 5.The Relater
• Has an intuitive ability to grasp the emotions of others.
• They tap into the hopes and fears of those around them and relate
what they see to their own experience.
• They are self-revealing through shared stories.

21. Ants never, ever give up
Put something in front of them, and they will get around it, over it , under it or through it.
Ants never, ever give up
Put something in front of them, and they will get around it, over it , under it or through it.
Ants are always getting ready for what’s next
They never rest on their laurels. In summer , they think about the winter and get ready for it.
Ants are always getting ready for what’s next
They never rest on their laurels. In summer , they think about the winter and get ready for it.
Ants are creatively industrious and resourceful
They never complain. Ants utilize whatever is available and find a way to make things work.
Ants are creatively industrious and resourceful
They never complain. Ants utilize whatever is available and find a way to make things work.
Ants are always hopeful
In the winter , when they are holed up in their little ant mound, they know summer is coming.
Ants are always hopeful
In the winter , when they are holed up in their little ant mound, they know summer is coming.
Ants don’t believe in the concept of enough
They store up all that they can for the winter. AYCE – All You Can Eat.
Ants don’t believe in the concept of enough
They store up all that they can for the winter. AYCE – All You Can Eat.
ANTS – The Best Example for Motivating New Gen Managers

22. Characteristics of a Leader
• Has Personal Integrity; Deals Honestly and Gains Trust
• Has Clear Long Vision; Executes First Things First; Inspires Others to Action
• Is Solution-oriented Creative; Makes Top Management Efficient; Empowers Others
• Is A Catalyst; Fosters Self Motivation
• Strives for Excellence Always; Is a Transparent Influence
• Balances Confidence with Caution; Adapts Management Styles for War & Peace
• Rejuvenates Self; Sharpens his axe; Transforms his Strengths into Talents

23. The Model Modern Manager
Empowering New Gen with Management Skills

24. Continuous improvement is the result of continuous involvement - Canon
Management Skills required for the New Gen Managers
Conceptual
Skills
Human Relation
Skills
Technical
Skills
Human Relation Skills
•Need to work well together
•Resolving conflicts
•Forming partnerships
Conceptual Skills
•Decision making planning & organizing
• Understanding how different business relate
Technical Skills
•Abilities used to perform their job
•Training people to use a new system

25. Japanese, American, and New Gen Model Management Style
- Toyota
- Nintendo
- Mitsubishi
- Nippon Steels
Japanese Style Management
- Walmart
- Amazon
- Hewllet Packard
- Protector and Gamble
American Style Management
- Apple
- Google
- Adidas
- Volkswagen
New Gen Style Management

26. Comparison of the Management Styles
Japanese Style ManagementJapanese Style Management
1. Management accessible to workers. Wear same uniform. Open office policy in plant.
2. Showed deeper concern for the personal well-being of their employees
3. Collective decision making and collective responsibility
4. Slow Evaluation and promotion
5. Life time employment
American Style ManagementAmerican Style Management
1.Management inaccessible to workers. Aloof. Offices separate from the plant.
2.Employees are given more freedom, allowed to make mistakes.
3. Individual decision making and Individual responsibility
4. Rapid Evaluation and rapid promotion
5. Short – Term employment
New Gen Style ManagementNew Gen Style Management
1. Constant Contact. Flexible to work anytime , from anywhere. No need to sit in the office 8 hrs a day.
2. Culture of Praise where effort is rewarded on a regular basis.
3. Participative decision making and Individual responsibility.
4. Extra Guidance ; Regular Feedback , slow evaluation and professional development.
5. Long – Term employment

27. Management Skills # 1 Improving Communication
EmployeesManagersManagers
Ideas
Results
Problems
Goals
Strategies
Policies
Procedures
Company Expectations
Communicate: Meetings, memos, e-mail, telephone conversations,
and informal encounters
“Managers cannot and should NOT make ALL decisions themselves.”

28. Management Skills # 2 Maintaining Authority
Ensuring Accountability
- The obligation to accept responsibility for one’s actions
- Allows managers to monitor the work of subordinates
Unity of Command
An employee should have only one immediate supervisor. Doing so,
- Eliminates confusion
- Eliminates conflict of expectations

29. Management Skills # 3 Delegating Responsibility
Why Delegate ?
Task is too time-consuming to handle alone
Task is too routine to warrant a manager’s attention
Task requires special skills that a manager may not possess
Benefits of Delegating
 Decisions are made by people with the most direct knowledge of issues
 Employees feel that management has confidence in their abilities
 Employees are more committed
 Increase employees’ job skills and knowledge of the organization

30. Contd.. Management Skills # 3 Delegating Responsibility
Learning to Delegate
1. Analyze how you spend your time as manager
2. Identify tasks that could be handled by subordinates
3. Determine which subordinates could best handle them
4. Make sure subordinate understands and accepts responsibility
for the task he or she is being given
5. Clearly define objectives of all tasks
6. Set standards
7. Provide appropriate training
Reasons Managers resist Delegating
1.Fear that subordinates will not perform the task well
2.Fear that subordinates will do the job too well, showing up the manager
3.The belief that it is easier to perform the task oneself than to delegate it to
someone else
4.The natural tendency to want to hold on to power
5.Comfort in performing the tasks one is used to performing

31. The Model Modern Manager
Empowerment to handle New Gen Teams

32. Tips to Manage the New Gen Teams
Be Available
Organize regular
meetings with both
individuals and the
whole team
Encourage
Informal
Conversations
Don’t Play
Favourites
Set Processes
Align team goals
with
Organisational
goals
Give Credit
where due
Don’t provide
all the answers.
Make them think
Trust your
people and let
them know it
Move your Team
from
Complacency to
Urgency

33. 7 types of Difficult People that a Leader should Know
7 types of Difficult People that a Leader should Know are :
# 1 Bob the Bully
# 2 Know it all Nancy
# 3 Carol the Complainer
# 4 The Workhorse
# 5 The New Best Friend
# 6 Flash in the Pan
# 7 Quinn the Quiet One

34. “I will not move; you will move for me”.
“I will sneak up on you, and you won't know it”.
“I will attack when threatened by others”.
# 1 Bob the Bully
Responses to conflict :
The “Bully” likes to take control and do things quickly. They are not afraid to make decisions.
They are usually good at what they do, and know it.
Just make sure they do not try and control you. They can produce a lot of good work for you, but every
once in a while you need to make sure they know whose boss.
Be direct, straightforward, and use a no-nonsense approach to business.
Make sure you give this person a lot of praise when praise is due. If you don’t, they will be upset.

35. “I know more than you”.
“I think I am better than you”.
“I will tell you anything you want to know”
# 2 Know it all Nancy
Responses to conflict :
The “Know it all ” will always try to find flaws/ critical about the system.
They influence team to procrastinate when making decisions.
There might indeed be a better solution however most of the time it’s just someone being too critical.
Listen to what they have to say, but if you feel it is going nowhere, take their suggestions and move
quickly onto the next subject.
Don’t waste your time to chat about subjects of little importance.

36. “I don't like it, and I won't change”.
“I will make them feel guilt or blame”.
“I won't be part of the solution; I'll be part of the problem”.
# 3 Carol the Complainer
Responses to conflict :
They have a strong interest about people and are usually the “social butterfly” of the department.
You need to get your point across by being very direct.
You might want to humble this person every now and then.
Make them repeat exactly what it is they are supposed to be doing.
Give them projects that can easily be tracked to make sure they are not headed in the wrong direction.

37. “I’ll do that if you don’t have time.”
“I am highly valued for the large amount of
work which I consistently deliver”.
“This is really important “.
“It’s easier if I just do it by myself”.
# 4 The Workhorse
If you notice somebody volunteering to take on the work of his fellow team members a little too much, you
should step in.
By allowing the team to take advantage of one member, there is a risk of letting the entire team fall apart.
A leader should be a guide to the work-horses to prioritize their work better, create systems and process to
streamline their work.
Responses to conflict :

38. “I'll do it later ”����
“I'll let somebody else do it”.
“Hey, man, can you do me a big favor?”
# 5 The New Best Friend
Responses to conflict :
The new best friend is the popular kid who takes advantage of the unpopular kids.
Everybody recognizes this team member.
If you suspect that one team member will take advantage of other (less popular) members, it may be
necessary to have every team member keep notes.
It requires that your team email individual progress reports every few days.
By doing so, they’ll be less tempted to dump their work.

39. (On the first day) “Do you mind if I stay late tonight?"
This is a superb idea. When are we implementing this ?
# 6 Flash in the Pan
A flash-in-the-pan starts out full of energy and optimism at the team’s initial meeting, then disappears from
sight. He volunteers a lot--then doesn’t follow through. These are people who lack self confidence.
They may disappear from sight because he’s convinced he/she will let everybody down.
The flash-in-the-pan wants to be liked, and that is why he comes across with lots of promise.
Make sure the job assignments are equitable and manageable.
keep an eye out for somebody who volunteers for too many roles on the first day.
Responses to conflict :
I can do this , and that , and everything !

40. “I have nothing to say”.
“I respond with a yes, no, or a grunt”.
“I keep my thoughts to myself”.
# 7 Quinn the Quiet One
Responses to conflict :
The “Quiet” is one who very rarely talks at meetings, seems to have low self-esteem, and is continually sub-
conscious of their actions.
There can be power in the quiet person as they might be the ones with the most compelling ideas.
Try to bring this person out of their shell as they just might have some brilliant ideas that you can
incorporate.

41. "We are what we repeatedly do. Excellence, then, is not an act, but a
habit"
--Aristotle

42. The End