A whopping 46% of Fortune 500 companies cannot be found on the current list… just fifteen years later. Business failures can be due to a variety of reasons, however the bottom line is organizations must be able to adapt to change, changing markets, and changing times.  Standing still doesn’t work. Embracing and mastering the challenge of changing conditions is key to long-term growth and corporate success.

The KEY is INNOVATION

Working together in groups and teams is more important than ever. Managing today’s generational diverse workplace leaders must be able to identify and value the 5 skills that are required to achieve high-performance teams.

Individuals all contribute a natural set of teaming skills. A high performance team is balanced with individuals that command one of these unique, but vital skills. Without this balance conflict, dissension, and lack of trust occurs. The balancing of these skills in the team environment allows organizations to not only conceive great ideas, but also to successfully advance, refine and implement those ideas and solutions.

Research clearly tells us three key facts:  
First, that we as individuals are less effective in innovation than we are as a team. Second, that our individual strengths in the innovation process can cause stress and conflict with other team members. And Third, all team members need a way to balance their strengths so innovation not only is created but, refined and delivered successfully.

For example: some team members may be great at starting a project while others are best at refining or executing the team vision. These are very different skills sets.

Without Balance — Problems can emerge…….
*    Creativity for new ideas and concepts can be inadequate or never created
*    Implementation is either blocked, and/ or not advanced in a timely fashion
*    New concepts and ideas are not explored and details are overlooked
*    Stress and conflict increase among team members

The 5 Skills Sets through 4 General Approaches
The five skills sets emerge from four general approaches of working with others. These are natural ways of thinking and behaving when working in groups and teams. Let’s take a look first at these four general approaches:
Conceptual Approach:  This is a person who’s good at exploring new ideas, visualizing the future, developing theories, principles, and alternatives.
Spontaneous Approach: This person’s thought process moves quickly, and is able to focus on many ideas at one time.
Normative Approach: This individual is cautious before acting, and often relies on past experiences. They will try to put new ideas into a familiar context.
Methodical Approach: This person examines the details and likes to think things through before acting.
Research also tells us that people use a combination of these four approaches. It is this combination that results in the 5 necessary skills needed in successful project teams.  In the following discussion it is important not to stereotype each skill or pattern.

The 1st skill is the Initiator. The Initiator is a combination of the conceptual and spontaneous approach, and they LOVE to come up with new ideas and fresh concepts. They simply love the process of creation. They bring fresh perspectives, bold approaches, “big picture vision,” a sense of optimism, excitement and energy.

The 2nd skill is the Promoter. The Promoter is a combination of the spontaneous and normative approach and is able to recognize a good idea in its infancy stage and often champion and advance the idea to others. Often their first thought is “ How can we implement this great idea?”  The promoter skill brings the most efficient methods to achieve results or objectives. They are positive and bring energetic support to the team’s desired outcomes and goals.

The 3rd skill is the Clarifier. The Clarifier is a combination of the conceptual and methodical approaches. They often play the “ devil’s advocate” which often forces team members to inspect the realities they might have overlooked.  Clarifiers are instrumental in improving the process and point out weak spots. They refine concepts, ensuring that the outcomes are viable and well thought out. They are the practical sounding board for ideas with a focus on planned implementation.

The 4th skill is the Implementer. The Implementer is a combination of the Normative and Methodical approaches. They are detailed and focused on execution of the process for tangible results. The Implementer ensures that the idea is completely carried out. They are independent, and assertive in following directions and completing tasks.
The 5th skill is the Facilitator. The facilitator is a combination of all four approaches (Conceptual, Spontaneous, Normative, and Methodical). The facilitator’s strength is in building team consensus, smoothing over conflicts, and the ability to negotiate with all types of people.  The facilitator ensures that all team members, even those with conflicting approaches, contribute to the innovation process. They often identify what is missing in the process and keep the team calmly moving forward.

Clearly successful high performance teams need team members that represent ALL the skills and approaches to innovation. If interested in the assessment, or for more information, contact Deanne DeMarco at 708-836-0118.

The workplace is very different than it was 20 years ago. In the past, employees perceived their managers as heroes. These heroes were leaders who solved problems efficiently and created solutions effectively.

But today, things have changed.  The workplace is a diverse and incongruous environment.  The type of hierarchal management that used to be the accepted norm is disappearing as new generations emerge.  With Generation X and Y controlling over 50% of the workforce, New demands have surfaced; they are looking for a different kind of leader.  They want a manager that doesn’t dictate to employees, but instead coaches them.  They are looking for a leader who is also a good mentor and is willing to listen.  And most importantly, they want a manager that represents team collaboration. 

The average large US company will lose 30-40% of its workforce in the next 5 years.  For organizations to survive and succeed in today’s environment, leaders must learn how to connect with the new generation of workers.

Recession? Yes, while some companies are seeing shrinking FTE numbers many other companies are searching for good employees. Sure they can find warm bodies but not ones they want to hire.  

The Bureau of Labor Statistics told us several years ago that over 500 industries were going to be hurting for new - talented- employees due to the rising Boomers retirement rate. The Bureau just announced that the Boomers are starting to retire at a rate of 10K per day.  Recession or not- Boomers are retiring- in vast numbers.   

For many industries the hunt is on for new talent- not just a warm body to fill the FTE quota - but talented employees.  For example the nursing industry is experiencing an average turnover rate of 35%. The Petrolatum industry can’t find employees to train and when they do this young talent leaves before the training is over. Retention is very difficult. Many hospitals are telling me that young nurses stay a year - then leave -looking for another place to work.   

There are many problems and just as many solutions. So lets tackle one of these. 

Over 57% of today’s workforce is made up of Generation X ( Gen X) and Generation Y (Gen Y) age groups. These are employees that were born between 1965 - 2000. The problem is that many companies aren’t aware that their turnover rates from these two groups is due to the fact that the organization is not Gen X/Y friendly. These two groups have very different values and work ethic than the previous two generations ( Boomers and Traditionalists).  One issue is that when a Gen X or Y employee encounters a hostile work environment or culture- they leave. Often times without notice. Many of my clients are reporting that they have had a Gen Xer or Yer leave at the lunch break. When the manager went looking for them- he/she would find their ID badge and keys on their desk - no note- no warning- just left. I had one restaurant client tell me that it was their cashier that left- just before the lunch rush. The employee just walked out the front door- never to be seen again. 

The future clearly belongs to those organizations that can connect, motivate and inspire each of the four generations that is currently in the workplace. 

Organizations, managers and leaders need to understand each of the generations, what drives them and what each is looking for in the work environment. 

One key is to eliminate the “pay your dues” “or bully” mentality of the traditionalist (born between 1922-1945) group. Both Gen Xers and Gen Yers are products of the “awareness of the child” years. As parents we worked hard to raise our child’s self-esteem and wanted to hear their opinions they were not to be “seen and not heard” like us. For example: they were given a voice on “where should we go for dinner” and “what do you want for dinner.” They were given a voice on everything from - shopping for clothes, food, to playing sports- like t-ball, and karate lessons - etc. Now they are in the workforce- and they expect to have “voice” and have their opinions heard. 

Bullying and “paying your dues” is seen by these Gen Xers and Gen Yers as childish and creating a hostile work environment.  Many won’t put up with this behavior long- so they leave looking for a more Gen X/ Gen Y friendly company.   

Companies must change- and become the Employer of Choice by moving to being seen as a Gen X and Gen Y friendly organization.  

Contact the author for more information. 708-836-0118, 

or www.deannedemarco.com