Chapter 4: The Leadership Remix: From Command-and-Control to Coaching Flashcards
The coach, Bill Walsh, realized that he had to change his __________ in order to elicit the results he wanted from the talent he had. When asked by a reporter about his approach to leading Millennials, he explained that the fundamental requirements for his players did not change: the hard work, the stamina, the physical drills, the weight lifting, the healthy eating, the importance of being on time and of being an ethical player. Those things, he said, would never change.
leadership style
The coach:
But here are the things that did change. He assigned every player a ______ so they could discuss their challenges with someone they trusted. He shortened player meetings so that the players would pay better attention. The coach implemented a no-yelling rule with his staff.
mentor
the late Bill Walsh is said to have stopped drills as head football coach at Stanford University to remind his staff to “stop screaming, and start ______.”
teaching
Coach Bill Walsh:
What this coach’s story demonstrates is that generational change requires leaders to examine our _________ and consider what actually works to achieve the results we want with the people we are leading today.
existing practices
The Power of Leadership Expectations:
In every one of these relationships, you have been ______ data—consciously or unconsciously—about what it means to lead.
Gathering
The Power of Leadership Expectations:
In writing my second book, Becoming the Boss: New Rules for the Next Generation of Leaders, one of my most striking takeaways was how many successful leaders across all levels and industries told me that they learned how to lead well by _______ themselves after existing leaders they had personally experienced. Even the “bad” leaders proved valuable, because they demonstrated what not to do.
modeling
The power of leadership experiences:
But here’s the thing: the leadership styles we have experienced can differ greatly based on the ____ in which we experienced them and other factors of our identity.
era
The power of leadership Expectations:
To understand these differences, we can’t start in the workplace itself; we need to look a bit earlier in our lives.
Whenever any of us enters any new situation, environment, or relationship, we bring a set of expectations with us—some _______ and some _______—that are influenced by our previous experiences.
conscious and some unconscious
The Power of Leadership Expectations:
When you as a leader understand how your beliefs align with or differ from the people you lead, you can better _______ what challenges might occur and how you can overcome them
anticipate
Here are the key factors that influence our beliefs and our employees’ beliefs about leadership and authority before we even set foot into a professional workplace.
1) Our first leaders
2) An Army of fewer
3) Summer Jobs Replaced
4)
4) All access, all the time
OUR FIRST LEADERS:
Let’s return to the issue of parenting. When I’ve asked Traditionalists and Baby Boomers to describe the way in which they were parented, memories range from “Do as you are told” to “Because I said so!” This makes sense when you consider that Baby Boomers were parented by Traditionalists, the generation in which half of the men.
SERVED IN THE MILITARY
OUR FIRST LEADERS:
And in the military the recommended style of leadership was “command and control,” which is defined by ____ as “the exercise of authority and direction by a properly designated individual over assigned resources in the accomplishment of a common goal.”
NATO
OUR FIRST LEADERS:
Yes, we must return to the Millennial stereotype of being helicopter parented. The term, as we have discussed, refers to the concept of hovering over one’s children and swooping in when problems occur to _________.
shield them from harm
OUR FIRST LEADERS:
(I’ve also heard the even more aggressive parents described as “_________,” who don’t wait for the problems to occur to take action; instead, they proactively plow the problems out of the way.)
Snowplow parents
OUR FIRST LEADERS:
But some of these parenting changes were reflected elsewhere in American culture as well, notably in the U.S. public _____ system.
education
OUR FIRST LEADERS:
One study found that an A is the most common grade on college campuses today, accounting for more than 42 percent of all grades. To put that into context, the practice of awarding As has leapt 5 to 6 percentage points per decade, making the top mark three times more common than in 1960.
With positive feedback in the form of grades the norm across the colleges that feed the entry-level ranks of many companies, it’s easy to see why many Millennials might crave _________ and feedback at work more than other generations.
positive attention
AN ARMY OF FEWER:
Another realm in which many young Americans first experience _______ and authority is through military service, hence the comfort level of Traditionalists with a command-and-control style of leadership.
leadership
AN ARMY OF FEWER:
Almost everyone was familiar with military terminology, military structure, military language, and the life-and-death stakes of ______.
loyalty
AN ARMY OF FEWER:
That shared experience transferred into the workplace of mid-century America: seriousness, strict reporting structures, dress codes, ______, precision, and dependability.
discipline
AN ARMY OF FEWER:
As recently as 1995, 40 percent of young adults had a direct connection to a service member or had a veteran as a family member. Today that number is around ______. In terms of active military personnel, less than one-half of 1 percent of the U.S. population serves in the military today.
15 percent
AN ARMY OF FEWER:
This means that more Americans currently work for ______ than serve in a branch of our armed forces.
This is just another reason that so many of the formal, hierarchical structures and practices of corporate America can feel unfamiliar to today’s youngest workers.
Walmart
SUMMER JOBS REPLACED:
Another potential influence on what we expect from leaders is our prior experience with workplace _____.
bosses
SUMMER JOBS REPLACED:
From the 1970s to the 1990s, more than 50 percent of teenagers ages 16 to 19 had summer jobs, but teen summer employment dropped precipitously after the 2001 recession and even more sharply during and after the Great Recession. Since then, the teen summer employment rate has gone up to about 35 percent, which is still well below pre-recession levels. And ______ teens are even less likely to be employed.
nonwhite
SUMMER JOBS REPLACED:
Experts attribute teens’ lower labor participation rates to many factors, including working _____ paid in cash and not tracked by federal data and an increase in older workers staying in the labor force longer because of a loss of wealth during the Great Recession
gig jobs
SUMMER JOBS REPLACED:
Martha Ross of the Brookings Institution has noted that teen enrollment in high school or college classes during the summer was ___ percent in 2016, compared with just 10 percent in 1985.
42 percent
SUMMER JOBS REPLACED:
I have frequently heard members of this generation criticized for many perceived characteristics—_________, narcissism, laziness, self-absorption—but it is rare that any employer ever calls them unintelligent.
entitlement
SUMMER JOBS REPLACED:
What employers often perceive to be lacking in today’s youngest workers includes such essential workplace “____” skills as communication, time management, decision-making, and self-motivation—skills that members of previous generations often learned while working as teenagers.
soft
SUMMER JOBS REPLACED:
If you are managing a Millennial or Gen Z employee today, you must consider the fact that you might be the ______ that young person has ever had.
first boss
ALL-ACCESS, ALL THE TIME:
“The Internet” is cited so often as the answer to virtually every change in _________.
modern society
ALL-ACCESS, ALL THE TIME:
The Internet hasn’t just fostered the ubiquitous availability of information; it has also spawned ________, which has created an insatiable expectation of constant, instant feedback and positive reinforcement in the form of likes and badges and points and coupons.
social media
ALL-ACCESS, ALL THE TIME:
The ubiquity of information has also removed an enormous amount of ______—the access to and control of information—from today’s leaders.
power
ALL-ACCESS, ALL THE TIME:
As of _____, when the very first camera phone became available in the U.S., any comment or action that was previously private now has the potential to be recorded and shared with the entire world.
2001
ALL-ACCESS, ALL THE TIME:
And, starting in 2004, ______ and subsequent social networks made leaders even more approachable and accessible through their own profiles, Facebook Live town halls, Twitter chats, and more.
IN THE MIX: THE BOSSES OF DISNEY MOVIES:
According to a recent study out of the UK, the most common theme, which appears in thirty-five(!) Disney movies, is “________ and deception by managers.”
manipulation
The Leadership and Management Remix: Coaching:
Now that we’ve taken a tour through the many factors that impact the way employees of various generations think about leadership, the question becomes: Is it possible to ______ all of this into one overarching approach that both appeals to and is effective with the five generations working today?
synthesize
The Leadership and Management Remix: Coaching
My more than fifteen years of research, writing, and consulting with organizations about generational differences has led me to the conclusion that the style of leadership most effective in getting the best results from all generations is to consider yourself a _____.
coach
The Leadership and Management Remix: Coaching
I define a coaching style of leadership as guiding and supporting—as opposed to commanding or _______—each person to his, her, or their greatest potential to result in a winning outcome.
controlling
The Leadership and Management Remix: Coaching
Coaches can be effective with employees raised in a hierarchical work structure and with those who expect more democratic organizations. And, above all, coaches maintain the belief that progress and _______ are always possible.
improvement
The Leadership and Management Remix: Coaching
_______ are positive agents of change.
Coaches
The Leadership and Management Remix: Coaching
[Leaders] must have what psychologist Carol Dweck defines as a ________: the understanding that abilities and intelligence can be developed, that almost anyone can learn to do almost anything if they put in the effort.
growth mindset
The Leadership and Management Remix: Coaching
________ is in contrast to a fixed mindset, which assumes that people are either good at something or they’re not.
Growth mindset
The Leadership and Management Remix: Coaching:
A simple habit to cultivate more of a growth mindset is to remember to use the word “___” when describing a skills deficit in yourself or others. For example, a fixed mindset would be to say, “I am not good at managing Millennials.”
“yet”
The Leadership and Management Remix: Coaching
As a leader, you can practice a growth mind set…According to Goleman, if this style were summed up in one phrase, it would be “______.”
“try this “
The Leadership and Management Remix: Coaching:
The combination of knowledge about the past and a growth mindset adds up to an ____ starting point for change.
ideal
Chapter 4: Key takeaways
We develop our _______ about leadership, and how we want to be led, in many other realms before we set foot into a professional environment. When you as a leader understand how your expectations and experiences align with or differ from the people you lead, you can better anticipate what challenges might occur and how you can overcome them.
attitudes
Chapter 4: Key takeaways
As children, many Millennials received more attention from parents and teachers than previous generations. This impacts their _______ related to feedback, mentoring, support from leaders, and other workplace experiences.
expectations
Chapter 4: Key takeaways
Significantly fewer young people today have experience or familiarity with the military, which helps to explain why formal, hierarchical workplace structures and practices might feel uncomfortable and _______ to them.
unnecessary
Chapter 4: Key takeaways
Millennials and Gen Zs are, on average, __________ than previous generations but have less work experience. You might be the first boss a 20-something employee has ever had.
more highly educated
Chapter 4: Key takeaways
While the Internet and social media have impacted all generations, Millennials and Gen Zs have never known a world without the _____, instant recognition and availability of information we now have access to. That is contributing to employees’ expectations for more ongoing, consistent communication and knowledge.
nonstop
Chapter 4: Key takeaways
The style of leadership most effective in getting the best results from all generations is to be a coach. Coaches guide and support—as opposed to command or control—each person to his, her, or their greatest potential to result in a shared _______ outcome. Coaches are agents of change who possess a growth mindset.
winning
