Passing The Torch: Developing Tomorrows Leaders - - PowerPoint PPT Presentation

Passing The Torch:

Developing Tomorrow’s Leaders

Presenter/Moderator:

Christopher Lynch, PharmD, MEd, CPh CDR, MSC, USN (ret)

The American Pharmacist Association is accredited by the Accreditation Council for Pharmacy Education as a provider of continuing pharmacy education.

Christopher Lynch, declares no conflicts of interest, real or apparent, and no financial interests in any company, product, or service mentioned in this program, including grants, employment, gifts, stock holdings, and honoraria.

CPE Information and Disclosures

 Target Audience: Pharmacists and Pharmacy Technicians  ACPE#: 0202-0000-18-234-L04-P/T  Activity Type: Knowledge-based

CPE Information

Learning Objectives

Pharmacists and Pharmacy Technicians: At the completion of this activity, participants will be able to:

• 1. Define the values and workplace characteristics for each of the generations that

make up the current workforce.

• 2. State some of the common challenges current pharmacy leaders face with

preparing future leaders from a multigenerational workforce.

• 3. List some of the commonly perceived stereotypes of the millennial generation,

as well as the viewpoint from the ‘millennials’ toward older generations and leaders.

• 4. Describe a plan to prepare members from the current multigenerational

workforce for future pharmacy leadership positions.

Self-Assessment Question

• 1. Which of the following generations is considered to be the

most adaptable and thrives in chaos? A.) The Silent (Greatest) Generation B.) The Baby Boomer Generation C.) The X-Generation D.) The Millennial Generation

Self-Assessment Question

• 2. Which of the following in NOT one of the commonly

perceived stereotypes of the millennial generation? A.) “they’re lazy” B.) “they’re too reliant on technology” C.) “they act entitled” D.) “they’re tough, and very disciplined”

Self-Assessment Question

• 3. Which of the following are ways to help prepare the next

generation of pharmacy leaders? A.) Clarify successful leadership & management skills B.) Provide an actionable plan and regular feedback C.) Create two paths to leadership: managers specialists D.) Utilize various strategies & multimedia when mentoring

“If you want happiness for a lifetime, help the next generation.”

• Chinese Proverb

Overview of the Generations

Baby Boom Generation

Vietnam Generation, Boomers & Me Generation

Born 1946-1964

Generation X

GenX, Baby Busters & Twenty-somethings

Born 1965-1980

Millennial Generation

Millennials, Internet Generation & Generation Y

Born 1981-2000

AARP: Leading a Mult igenerat ional Workforce. ht t p:/ / asset s.aarp.org/ www.aarp.org_/ art icles/ money/ employers/ leading_mult igenerat ional_workforce.pdf

Baby Boomer

76M births1

44% 30% 27% 19%

Generation X

55M births1

33% 27% 27% 26%

Millennial

66M births1

15% 42% 44% 51%

Generations in the Workforce

20163 20173

• 3. Tulger, B. The Great Generat ional Shift : Updat e 2017. Rainmaker Thinking Inc.

ht t p:/ / rainmakert hinking.com/ asset s/ uploads/ 2017/ 02/ Gen-Shift -2017_Elect ronic.pdf

20062 20203(Projected)

• 1. Frye, R. Millennials overtake Baby Boomers as America’s largest generation. Pew Research Center. April 25, 2016

ht t p:/ / www.pewresearch.org/ fact -t ank/ 2016/ 04/ 25/ millennials-overt ake-baby-boomers/

• 2. AARP: Leading a Mult igenerat ional Workforce. 2007.

ht t p:/ / asset s.aarp.org/ www.aarp.org_/ art icles/ money/ employers/ leading_multigenerational_workforce.pdf

 The two youngest generations together will compose nearly 80

percent of global employees within the next four years.

 As Baby Boomers retire, there is not enough Generation X

leaders and managers to fill the vacuum left behind.

 Stellar individual contributors are being promoted into

leadership roles without being adequately prepared

 The need for younger generations (Millennials) to increasingly

assume leadership and management roles is critical.

 Current leaders MUST engage in this process now!

What Does This all Mean?

“A generation is a group of people that are programed at the same time in history…share a common set of formative events, heroes, music and mood, parenting style and education system.”

AARP: Leading a Mlutigenerational Workforce. http://assets.aarp.org/www.aarp.org_/articles/money/employers/leading_multigenerational_workforce.pdf

Overview of the Generations

 Identified by importance of duty and loyalty  Spend entire work career at one company  Follow rules  Embrace self-reliance and pragmatism  Least likely to report issues to management/helpline  Want opportunities to develop and learn  Love teamwork  Expect experience to be respected

The Silent Generation (born before 1946)

Bennet t , M. A Formal Int roduct ion t o t he Five Generat ions of Employees in Your Workforce. Et hics & Compliance Mat t ers: The Official Blog

• f NAVEX Global. February 7, 2017. ht t p:/ / www.navexglobal.com/ blog/ formal-introduction-five-generat ions-employees-your-workforce

 Baby Boomers are the largest 55+ generation in history!  Self-worth is tied to career  Seen by others as “workaholics” who are driven  Material acquisitions, titles and personal success are important  They have an optimistic outlook and youthful orientation  Embrace the latest technology  Direct person-to-person communication is still their preference.  Like the Silent Generation, they are also team-oriented.

Baby Boomer Generation (1946-1964)

Bennet t , M. A Formal Int roduct ion t o t he Five Generat ions of Employees in Your Workforce. Et hics & Compliance Mat t ers: The Official Blog

• f NAVEX Global. February 7, 2017. ht t p:/ / www.navexglobal.com/ blog/ formal-introduction-five-generat ions-employees-your-workforce

 Generation X’ers are the last Americans to have an old-time

childhood1

 Change and unrest in their families (e.g. “latchkey kids”)  Very independent and self-directed  Skepticism toward authority  Adaptable and thrive in chaos and change  Motivated by a need for security  Ask for feedback only when they need  They are very technologically literate2

Generation X (1965-1980)

• 2. Bennet t , M. A Formal Int roduct ion t o t he Five Generat ions of Employees in Your Workforce. Et hics & Compliance Mat t ers: The Official Blog
• f NAVEX Global. February 7, 2017. ht t p:/ / www.navexglobal.com/ blog/ formal-introduction-five-generat ions-employees-your-workforce
• 1. Cohen, R. Why Generation X Might Be Our Last, Best Hope. Vanity Fair. August 11, 2017.

https://www.vanityfair.com/style/2017/08/why-generation-x-might-be-our-last-best-hope

 Mr. John Santell, MS, RPh (Veteran’s Administration)  CAPT Brian LaPlant (USPHS)  LTC Leslie Walthall (Army)  LCDR Jason Foote (Coast Guard)  LT John Ganther (Navy)  CPT Jerline Hsin (Army)  SMSgt Chris Gibson (Air Force)  PO2 Shawnte Bryant (Navy)  SrA Shelby Winchester (Air Force)

The Panelists

Stereotypes of Millennials in the Workforce

Panel Discussion Topics

 Perceptions by older generations

 “they’re lazy”  “they act entitled”  “they seek attention and chase indulgence”  “they’re soft and undisciplined”  “they don’t respect authority”  “they’re too reliant on technology”  “they demand praise and question authority”  “they have poor interpersonal skills”

Stereotypes of Millennials in the Workforce

Liley, K. The Millennials Have Taken Over: A Primer for t he Generat ional Shift . Navy Times. 2016;66(21):16-17,20. Zimmerman, M. Millennials In The Workforce: What They Want , and How To Manage Them. White Paper. Smart CEO. Accessed August 11, 2017. ht t p:/ / www.smart ceo.com/ zimmerman-millennials-in-t he-workforce-what -t hey-want -and-how-t o-manage-t hem/

 1st Generation to grow up using the internet and information technology  Typically confident (sometimes over confident)  Early lives were overscheduled; comfortable with multitasking  Expect lots of feedback and rewards in the workplace  Work/life balance is more important to them than salary  Want to do work that improves society, sustainability and diversity  They crave more frequent learning and advancement

• pportunities

 They are technology experts

Millennial Generation (1981-2000)

Bennet t , M. A Formal Int roduct ion t o t he Five Generat ions of Employees in Your Workforce. Et hics & Compliance Mat t ers: The Official Blog

• f NAVEX Global. February 7, 2017. ht t p:/ / www.navexglobal.com/ blog/ formal-introduction-five-generat ions-employees-your-workforce

Stereotypes of Millennials in the Workforce The Millennials’ Point of View

Panel Discussion Topics

“We respect authority, but NOT authoritarianism.” “We value direction, leadership, and the authority that is

based in know-how and experience.”

“We resist the type of authority that originates in a ‘because

I said so’ attitude.”

“We want to know why things should be done a certain way.” “We want leaders who will take us somewhere, not authority

figures who will keep us where we’ve been.” The Millennials’ Point of View

Piper, B. Aut horit y, Aut horit arianism, and The Millennial Generat ion. LifeWay Leadership. February 19, 2015. ht t p:/ / www.lifeway.com/ leadership/ 2015/ 02/ 19/ aut horit y-aut horit arianism-and-the-millennial-generat ion/

“We will follow people of passion, intelligence, and vision.

But we won’t follow someone, or their ideas, just because we’re told to.”

“We want authorities over us who will give reason and

explanation and direction, not just orders or propositional statements.”

“We might acquiesce outwardly to certain authority figures

because that’s what a job or a role calls for, but we follow leaders who are leading not demanding. The Millennials’ Point of View

Piper, B. Aut horit y, Aut horit arianism, and The Millennial Generat ion. LifeWay Leadership. February 19, 2015. ht t p:/ / www.lifeway.com/ leadership/ 2015/ 02/ 19/ aut horit y-aut horit arianism-and-the-millennial-generat ion/

Stereotypes of Millennials in the Workforce The Millennials’ Point of View How to Prepare The Next Generation of Pharmacy

Leaders

Panel Discussion Topics

 Clarify successful leadership & management

Convey/Teach skills and traits which are often standard in

successful leadership & management

 Provide an actionable plan and regular feedback

Helps identify high level individual contributors who have

leadership and management potential

 Create two paths to leadership: managers and specialists

Offering these two paths for high-potential employees, you end

up with better leaders/managers, and retain the value of incredibly talented individual contributors

How to Prepare The Next Generation

• f Pharmacy Leaders

Behera, J. 3 Ways to Prepare Millennials for Leadership Roles. Chief Learning Officer-CLO Media. http://www.clomedia.com/2017/06/01/3-ways-prepare-millennials-leadership-roles/

Stereotypes of Millennials in the Workforce The Millennials’ Point of View How to Prepare The Next Generation of Pharmacy

Leaders

Challenges With Preparing Future Pharmacy Leaders

Panel Discussion Topics

Understanding they don’t think like you do Learning to love the “Why?” Taking the time to be a mindful mentor Showing them the bigger picture Going hands-off Embracing technology… but choosing it wisely Not buying into the stereotypes

Challenges Preparing Future Pharmacy Leaders

Liley, K. The Millennials Have Taken Over: A Primer for t he Generat ional Shift . Navy Times. 2016;66(21):16-17,20.

 “Conform more to them, and they’ll conform more to you!”  Millennials: Most diverse generation to teach and mentor; so

teaching and mentoring must be diverse and engaging with interaction (they are not good passive learners!)

 Utilize various strategies and multimedia:

One-on-one encounters Computers, iPads & Smart Phones (preferred device) Internet-WWW Podcasts

Mentoring Millennials

Nort hern Illinois Universit y, Facult y Development and Inst ruct ional Design Cent er facdev@ niu.edu, www.niu.edu/ facdev http:/ / www.niu.edu/ facdev/ _pdf/ guide/ st udent s/ millennials_our_newest _generat ion_in_higher_education.pdf

 Nexters are digital natives!  They seem to have shorter attention spans and limited

interpersonal skills (time will tell)

 They are creative and open-minded with a desire for opportunities to

use their many skills

 They expect feedback and rewards  Not principally motivated by money but by flexible lifestyles  Strong commitments to social responsibility  They prefer face-to-face communications  They enjoy working in structured, small teams

Generation Z “Nexters” (born after 2001)

Bennet t , M. A Formal Int roduct ion t o t he Five Generat ions of Employees in Your Workforce. Et hics & Compliance Mat t ers: The Official Blog

• f NAVEX Global. February 7, 2017. ht t p:/ / www.navexglobal.com/ blog/ formal-introduction-five-generat ions-employees-your-workforce

Anatomy of Generations

Questions From The Audience

Key Points

 Understanding the uniqueness of each of the generations in our

workplace is a first step to ensuring our organizations as well as each population are given the best opportunities to thrive in a multigenerational workplace.

 By providing a clear definition of success for leaders, ensuring your

existing leaders are coaching (mentoring) millennials on how to become better at skills and attributes which fit this definition, and providing a secondary path to leadership for specialists, you will be on the right path to fill the workforce gap in leadership and management with the right talent.

Answers to Self-Assessment Question

• 1. Which of the following generations is considered to be the most

adaptable and thrives in chaos? A.) The Silent (Greatest) Generation B.) The Baby Boomer Generation C.) The X-Generation D.) The Millennial Generation

Answers to Self-Assessment Question

• 2. Which of the following in NOT one of the commonly perceived

stereotypes of the millennial generation? A.) “they’re lazy” B.) “they’re too reliant on technology” C.) “they act entitled” D.) “they’re tough, and very disciplined”

Answers to Self-Assessment Question

• 3. Which of the following are ways to help prepare the next generation of

pharmacy leaders? A.) Clarify successful leadership & management skills B.) Provide an actionable plan and regular feedback C.) Create two paths to leadership: managers specialists D.) Utilize various strategies & multimedia when mentoring

Closing Remarks

Christopher Lynch, PharmD, MEd CDR, MSC, USN (ret) sparks2scripts@gmail.com