Donna Steffey, MBA, CPLP, president of Vital Signs Consulting, is an international trainer, author, facilitator of the ATD Master Trainer™ Program, and adjunct faculty member at Lake Forest Graduate School of Management.
“Cultural Intelligence develops intentionally with your commitment to increasing your global mindset.” -Donna Steffey
How are the major trends in technology and globalization impacting the field of training?
The traditional face-to-face classroom training is now less than half of all training done. According to the Association for Talent Development (ATD) 2017 State of the Industry report, that means that 51% of training is delivered via webinars, mobile, self-paced online, or other methods like DVDs or Podcasts. This represents a 10% change in the last 5 years away from traditional classroom training. With over 300 multi-national organizations employing over 35 million people around the globe, online technologies really do become the best method for reaching remote employees.
We see a trend toward mobile learning with 67% of people saying they now use mobile devices to access learning. What is interesting is that only 20% of organizations have formal mobile learning programs.
A trend known as micro-learning is becoming popular to shorten the path from learning to succeeding. Micro-learning is a bite-sized chunk of learning lasting 3-10 minutes and only covering 1-2 crucial points. It often includes interactivity and testing. According to the Dresden University of Technology in Germany, micro-learning improves retention by 20%.
67 percent of people use mobile devices to access learning.
My father-in-law was raised in an environment where food was scarce. He once told me that when any of his friends were eating an apple, someone would yell, “Coresies!” That meant that he was able to eat the core of the apple. He told me that, if they liked you, they would leave you some of the apple instead of only having seeds. Throughout his life, he demonstrated an appreciation for every person he interacted with, for every bite of food, and for every day. When he told me this story, I got a glimpse into why and how he developed such an appreciation.
Today, few would dream of eating the core of an apple, especially one already chewed up.
Appreciate Every Moment
My father-in-law was practicing something without knowing it. It’s the practice of mindful eating.
It’s a practice that first came to my attention when I saw my friend Jude at a conference. He had lost weight and was healthier than ever. I wanted to know what he was doing. Turns out, he read a book about mindful eating by Vietnamese Monk Thich Nhat Hanh. Savor, Mindful Eating, Mindful Life somehow changed his relationship with food.
“Mindful eating is very pleasant. We sit beautifully. We are aware of the people surrounding us. We are aware of the food on our plates. This is a deep practice.” –Thich Nhat Hanh
I first read Leadership From the Inside Out years ago. It is one of the books that helps build a foundation of knowledge for leaders. That’s why I was excited to see that it is now out in a new version with updated chapters, new case studies and stories, and even more practical exercises to help everyone achieve their leadership potential.
Author Kevin Cashman is the Global Leader of CEO & Executive Development at Korn Ferry. He has advised thousands of senior leaders across almost every industry.
We recently talked about his updated book and his leadership views.
“While spreadsheets are the language of management information, stories are the language of leadership inspiration.” -Kevin Cashman
You’re just out with a new version of Leadership From the Inside Out, a classic must-read in leadership circles. What prompted you to update it, and what’s new?
Well, thank you for endorsing it as a “must-read.” It has been humbling and fulfilling to witness the success of each edition. Twenty years ago, when the first edition came out, it was one of the first books to deeply connect personal growth to leadership effectiveness using timeless, enduring principles of human development. We had been seeing how this “grow the whole person to grow the whole leader” approach resonated in our practice with CEOs, CEO successors and executives, but at that time, there was little or no research on these principles—authenticity, self-awareness, courage, character, purpose—and their impact on results. We did the second edition in 2008 to share new stories and case studies, but also to share some of the mounting research from independent sources that was catching up with what we were seeing in the trenches. For this third edition, we felt compelled to share more abundant recent research, including a study that directly connects top leader self-awareness with organizational financial performance, a study on the results of purpose-driven leadership’s significant impact on financial growth, and more. The book is still framed in areas of mastery, but we’ve added Story Mastery and Coaching Mastery, both taking leaders to deeper levels of awareness to enhance their influence and multiply it. We updated stories and case studies and added and revised exercises and practices to sharpen relevance. This third edition is an even deeper, integrative growth experience.
“The Character-driven leader tends to emphasize service over self.” -Kevin Cashman
I’m a passionate believer in character, and your book was early to focus on this aspect of leadership. Would you comment on the centrality of character?
Leading in Character is foundational, or to use your word, “central” to Personal Mastery, which is the ongoing growth of authenticity, courage, and influence that has enduring value. It is at the heart of transformative impact and servant leadership. Both Character and Coping are present in most leadership situations. However, we need to ask ourselves, “Which one is my master, and which one is my servant?” When we are self-aware and make Character the master of our leadership and Coping the servant, we move toward better relationships with team members, customers, employees, all our stakeholders and the greater marketplace. And, we create more sustainable value. As leaders, it is essential to learn how to build our awareness of when we are being guided by Character and when we are being pushed by Coping. One CEO we worked with in our Chief Executive Institute told us that learning how to pause to make sure that values are on the table and that she and her team were leading with character has really stayed with her and been significant. She developed a systematic process of asking her team for their expert opinions, probing them to explain how they came to that opinion and whatever concerns they had. She explained that when a problem or a crisis comes along “stepping through it is grounding and everyone has the same fact base. It encourages synthesis and congruence with values.” That’s leading with Character and Authenticity.
“Purpose elevates teams to move from short-term success to long-term significance.” -Kevin Cashman
Edward D. Hess is a professor of business administration at the University of Virginia Darden School of Business. In addition to fifteen years in academia, he also spent twenty years as a business executive. His research is in high performance in the midst of change.
Over the next decade or so, tens of millions of service and professional jobs will be automated along with more manufacturing jobs. Service jobs that are at risk include retail, fast-food, manual laborers and construction workers, truck drivers, accountants, administrative people, paralegals, customer service reps, and security guards. Increasingly, professional jobs will be automated reducing the number of professional workers needed in the fields of accounting, law, finance, consulting, marketing, strategy, management, journalism, medicine and architecture. The Chief Economist of the Bank of England in November of 2015 predicted that over the next decade or two 80,000,000 jobs in the United States could be automated.
How we work is changing. Technology is ushering in new possibilities. New generations enter the workforce with different expectations. With all the changes in play, there are some things that stay the same: the desire for fulfillment and purpose, the need to balance the professional with the personal.
Mason Donovan tackles these challenges in his new book, The Golden Apple: Redefining Work-Life Balance for a Diverse Workforce. Mason is managing partner at The Dagoba Group, a New England-based diversity and inclusion consultancy. I had the opportunity to ask him about the changing nature of work, including generational changes, balance, mindfulness, and inclusion efforts.
Success Tip: Balance improves your relationships, satisfaction and productivity.
Is work-life balance possible? Why is it so important?
Work-life balance is possible. There are a lot of gurus out there that say it is not in order to capture your attention in this crowded field. Emphasis is on the word balance. If you ever walked on a high beam or anything else in which you needed to physically balance yourself, you most likely fell off a few times. Your balance will fall off to one side or the other. It is important that you anticipate for these moments of imbalance, so you have a plan to get up.
Achieving balance will make you more productive in and out of the workplace. It will enrich your relationships and allow you to achieve greater satisfaction in life.
“Alignment of purpose allows for the elimination of distractions.” -Mason Donovan
In the book, I tell the story of executives on an interpersonal retreat climbing a mountain. Their primary purpose was to reach the summit without talking about business. The objective was for them to get to know each other better personally and share an accomplishment. Without spoiling the story, their original goal is interrupted because they lost their purpose.
In order to know where you are going in life, it is important to understand why you are going there. Work-life balance is no exception. Only a handful of people actually stop and reflect on why they get up every day to spend the majority of their waking life in an organization. When that somewhat simple-but-necessary reflection does not take place, you will default to acquiring things and making money, which almost inevitably leads to the golden handcuffs phenomenon. You work more because you have to make more money. You make more money so you can acquire things that require you to work more.
There has been a societal shift in why individuals engage in work. Part of that shift is due to generational changes, while for others it was their awakening due to the Great Recession. Aligning your personal purpose in life with your work and organizational purpose will help you eliminate all of the noise that does not fit that purpose. Balance comes from awareness. In The Golden Apple, I provide simple exercises to not only develop, but also align your purpose at each level.
What are you finding in terms of generational changes? What are the new generations demanding at work? What’s the best way for current leaders to respond?
It is important to note that we are all unique individuals but are influenced by our shared group memberships such as our generation. Clumping everyone together and solely defining them by generational attitudes can overgeneralize any particular person. It is helpful to understand the influence of generational membership, which will give you a starting point when discovering their individuality.
Each generational cohort has a defining moment in the shaping of their shared psyche. When it comes to employment, for Generation X it was the broken promise of the organizational loyalty which fostered the cradle to grave jobs their parents subscribed to. Millennials were highly influenced by the Great Recession which ushered in massive layoffs, foreclosures and lowered career expectations. These defining moments create a collective influence on how cohorts view the work-life equation.
PwC’s NextGen study uncovered a generational shift when it came to work and personal engagement for their Millennial population. Uncovering this shift was important to them since by the year 2020, they expect that fully 80% of their employees will be Millennials. In short they found this group was far less likely to give up their personal life today for the prospect of a partnership down the road. The value structure was shifting more towards experiences than acquiring things.
Interesting to note is how this new value structure is also being reflected in Baby Boomers. The Great Recession robbed them of the ability to retire early as they saw their investments fail. It required them to reassess what they valued in life: time or things. Most have decided to choose to have life experiences in the time they have remaining. Downsizing acquisitions and upsizing experiences has become the trend for this generation.
Leaders need to better understand the value they offer to their current and future employees. By integrating work-life balance into their overall package, they will increase engagement and retention. They should look at this challenge through a holistic lens so they do not perceive it simply as a specific generational or gender issue. Policies and practices should be geared towards an inclusive solution that impacts the overall workforce.
Study: long working hours made 58% more irritable and over 25% depressed.