We've helped solved these people's problems:


COMPANY A: MARKETING COMPANY WITH 45 - 55 EMPLOYEES

Problem: Employee Retention

There was recently a massive turnover at Company A. By the time I was called in, nearly half the staff had either quit or had been let go. These departures were blamed on generational differences. The millennial staff had been accused of being lazy and ungrateful. According to management, the turnover was seen as being a good way to get rid of some bad apples in the company.  However, the leadership team was worried that another loss of that nature could do irreparable damage to their bottom line and the morale of the employees left. 

Action: Understanding that there was more than likely a disconnect somewhere between the management team and staff, I wanted to dig into what was really happening within the company.  Having the benefit of being a neutral third party, I was allowed to ask hard questions and, after creating a safe place, I was able to get honest feedback. I conducted stay interviews (similar to exit interviews, but with people still employed) with the company's top three performers. These were the employees management wanted everyone else to emulate. I compiled this useful data, which could lead to an improved workforce, and presented my findings to the management team. Based on this information, they implemented the new and improved management tactics into the company culture. Four months later, I was called and told that things could not be better. 

Conclusion: Be careful with assumptions. Generational conflict or millennial issues are a hot topic right now with a lot of management and leadership publications. While there will be bad apples in every generation, once you write off an entire generational group, like the millennials, you can easily lose sight of a better way to handle problems that arise in the workplace. The odds that half your staff is lazy and incompetent are unlikely. If you find yourself in a similar situation, don’t hesitate to reach out for a consultation. 

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COMPANY B: UNIVERSITY WITH 500 EMPLOYEES

Problem: Confrontation between two staff members

I received a call from a Director of Admissions at a university who needed help having a difficult conversation with a staff member. According to the client, the staff member was fairly new, but in the past two months, this individual had become increasingly insubordinate and rude and-and these actions were affecting the morale of the entire team. My client had worked hard to cultivate the office culture but felt that confronting the staff would upset the office culture. 

Action: I had a one-hour coaching call to help guide my client discover the best course of action so the needs of the office were ultimately met. I am a certified CINERGY® trainer and I used this research-based coaching model, which combines conflict management, coaching, and neuroscience principles to guide my client through this resolution process. Under my guidance, my client created a roadmap for the conversation that was to take place and, in doing, was prepared for any roadblocks that the staff member could put in place to disrupt the conversation.

Conclusion:  After our session, my client had a better understanding of what the staff member might have been thinking during unpleasant moments. When my client was able to see the issue from another point of view, the intentions of the staff member became clear. The conversation led to clear communication between the staff member and the department and a mutual decision to transfer the employee to a different department. If you find yourself in a similar situation, don’t hesitate to reach out for a consultation. 

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Company C: Company with  2,000 plus employees

Problem: Generational Miscommunication

This company has a heavy combination of baby boomers and generation Xers that make up the majority of the managerial staff. Like many companies right now, they are having issues with their predominately millennial workforce. The problems that management sites include:
•    A lack of respect
•    A bad work ethic
•    Feelings of entitlement
•    Neediness
•    No attention span

Action:  I gave a 35-minute presentation to the entire managerial staff and I explained the different ways  generations communicate. I debunked many of their preconceived notions about millennials and I explained the motivations and thought processes of the millennial workforce. We closed the presentation with five action steps to implement immediately to better communicate with their millennial employees.  

After the presentation, I met with managers one-on-one to answer specific questions or delve deeper into issues they are having. Helping upper management sees things from the millennial point of view is often the first step to finding the middle ground between generations that leads to successful and lasting communication.

Conclusion: Millennials will soon make up the majority of the workforce and baby boomers and Generation Xers are going to have to adapt to find the middle ground to better communication with these new employees. If you find yourself in a similar situation, don’t hesitate to reach out for a consultation.