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4 Fundamental Workplace Changes of the Last 20 Years

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By Teddy Hunt

Renovated, repurposed, and re-engineered. Today’s workplace has clearly changed over the past two decades. As people and politics evolve, it’s important to remember that, for better or worse, change happens. Here are four fundamental workplace changes that transpired over the last 20 years.

Baby Boomers, Gen X and Gen Y

Baby Boomers, born roughly between the years of 1947-1966, still play an active role in today’s work force. Two younger generations now share center stage with them in the world of gainful employment: Generation X and Generation Y.

Gen X members were born roughly between 1965-1983; Gen Y members hail from the years 1984-2002. Although the two cohorts might share a workplace, they don’t necessarily share the same attitude toward work itself. Maureen Hoch of the Harvard Business Review reports that Gen X employees tend to focus more on their home life, shirking work responsibilities in favor of family time more often than their Gen Y counterparts. Gen Y folks tend to “merge their work and home lives” more than any other age group.

Members of Gen Y, sometimes labeled the “Me Generation,” are also more prone to “job hop” than members of Gen X. While this might be an inconvenience for HR departments, fickle Gen Y folks are more likely to settle down in the long run with a job that truly fulfills them.

Education: Higher and Higher

Graduation rates
Image via Flickr by Thirty30 Photography

Now more than ever, society views high school graduation as an essential step toward employment. Approximately 83 percent of Americans age 25 and up have graduated from high school. College grads account for nearly 25 percent of all people.

A person’s education directly impacts the amount of money they can expect to earn. According to the U.S. Department of Labor, a person with a doctoral degree brings home a weekly income of $1,600 or more. A person with a Bachelor’s degree earns around $1,000 per week, while a person with a high school diploma receives a check for about $600 per week.

The demographics of employment landscape are making a shift in the recent years due to technological advancements in most work fields. Analysts predict the slow decline of manufacturing jobs and the rise of the service-oriented careers, including IT and finance jobs, but with all change comes evolution as well. New career fields are popping up, and whether you’re wanting to invest in a financial career or looking for a brand new career field, the time for change is now.

Policy Changes: FMLA

The Family Medical Leave Act of 1993 brought job security to new mothers, people with long-term illnesses, and family members of those deployed by the military. Employers must continue a person’s health coverage during job-protected medical leave, according to FMLA law. The benefits last for up to 12 weeks.

A caveat: The law applies only to companies that employ 50 people or more. According to a 2012 Labor Department survey, 17 percent of all workplaces in the U.S. fall into this category.

More than half of all FMLA leaves occur for personal health reasons, while about 20 percent result from maternity leave. Military FMLA is rare, accounting for only about 2 percent of all FMLA absences.

Lean Enterprise

In the late 1980s, Toyota unveiled a concept of business efficiency called “Lean Enterprise.” Today, the quest for efficiency, or “lean thinking,” drives business operations like never before.

In a nutshell, a lean enterprise strives to simultaneously maximize customer satisfaction and minimize waste.

A lean enterprise asks itself the following questions:

• How can we help customers in a way that grows our business?

• How can we streamline and optimize all processes used by our organization?

• How can we engage our employees for maximum product quality and efficiency?

• How can we work as a team to buoy our company to a higher level?

The surge in “lean thinking” over recent years is attributed, at least in part, to increased competition and fickle customer demand. Consumers today want a low-cost, high-quality product that provides immediate gratification. Companies seek to supply that product so their customers stay satisfied in today’s highly competitive business world.

The face of the modern workplace is changing. Employees hail from younger, more educated generations. They expect more from their employers, and their employers expect more from them. As education and innovation continue to blossom, more interesting changes surely await today’s working population.

Staying abreast of shifts and trends in the workplace, generational differences (and similarities), and regulatory changes is just one crucial component of being an informed leader.

Author’s Bio: Teddy Hunt is a freelance content writer with a focus on technology. When not behind a computer, Teddy spends the majority of his free time outdoors and resides in Tampa, Florida.

A Letter to the Community

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Dear Friends & Community,
This is coming to you in the wake of the news that there will not be a SOBCon this year.

It contains a suggestion for you to consider. We invite you to support it.

We were shocked, disappointed, and confused. We were concerned and understanding. Above all, we were thinking about Liz Strauss and wishing her all our love.

This meant it mattered to us. We also felt sure we weren’t the only ones feeling the blow. We reached out to each other and started sharing our feelings, thoughts, wishes — and eventually our plans.
That’s why we are contacting you here.

We want to do something — turn this experience to good use.
With the memory, experience, and results of what SOBCon meant to so many people, we have the ability to construct a new way forward. But we must be realistic. We are not talking about a replica or repetition of SOBCon. That would be impossible and not desirable.

It’s time for a fresh start — inspired by the past, building on the amazingly positive history.
We want to grow something that doesn’t yet have a name. We don’t even feel we have the authority to name it. But we do have the blessing of Liz Strauss – and that’s enough for us to go for it.

Will you join us in Chicago on June 27–29?
Can we attract you to an event that’ll be a mixture of work, fun, and adventure into the unknown?
It’ll be a one-off. There will never be another experience like this. We are strong enough to build on from SOBCon.

The core purpose…
is to work together for each other’s business — in a spirit of group-supported self-development. The purpose is to give each and every person phenomenal support, unmatched by the sort of support you get at any conventional conference.

There might be a better way of putting this. But, be sure of one thing please: we have the ability and will to achieve a life-changing result for each other.

In the longer run…
we don’t know where this will go. That’ll be part of the work we’ll do together in the room — in the bars and walks too.

There are many details and questions to be addressed.
Right now, all that matters is that you know something is going to happen.
Don’t worry about logistics. They’ll be sorted and communicated in good time.
Don’t worry about cost — this will be affordable (promise).

We’ve booked a place for 20 people: it’ll be close-knit. (If more of you want to be in the room, we’ll sort that out. There will be a waitlist.)

Be part of this please.
This is completely different from what you expected to happen. That’s life.

This is our life.

Say you’ll join us in Chicago on June 27–29 by contacting Jane Boyd whatever way suits you (by April 22).

— Jane Boyd, Paul O’Mahony, and Eric T. Strauss

A SOBCon Ending

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A Letter to the SOBCon Community

Anyone who has been around me in these past few months knows how much I have been looking forward to SOBCon this year. A fabulous and hard-working team of volunteers stepped up to help make our SOBCon goals real. A most impressive group of speakers committed to start the conversations that would drive the mastermind team discussions. I was thrilled and humbled to be planning such a big deal.

With the initial ticket sales and the enthusiastic response on social networks, it seemed that SOBCon LEVERAGE had real traction. Not only were so many returning, but folks who had been hearing about SOBCon for years were buying tickets too!

Then SOBCon faced a crucial challenge, we had not had to overcome before. We were hit hard by sponsor-partnerships that didn’t materialize. Despite a deep commitment to “make it happen through sheer force of belief and a will to serve,” we couldn’t find new sponsor-partners on short notice to replace what we lost.

Suddenly the momentum of a great start to ticket sales and social network buzz, wasn’t enough to make a SOBCon experience that you love. An experience that

  • is focused on the audience and giving time to meet and discuss how the great ideas they’re hearing can be custom-fit to their business
  • allows every voice in the room to add value,
  • is more than exchanging business cards, that gives the chance to sit with, work with, and learn from every person in the room.
  • is single-strand content plan that brings the latest questions and answers in serving customers and growing a business.
  • is fabulous food, great venues for conversation, and the best wifi.

because every event experience should be worth far more than the cost of getting there and packed with ideas and relationships that keep delivering for years after the event. The SOBCon community is unforgettably supportive and, as we all know, filled with lifelong friends. But, as much as it is a labor both love and business, I need to be realistic. I can’t pursue an endeavor that puts my business and personal life seriously at risk.

Unfortunately, this year hasn’t generated enough resources to do that. Despite the great planning and the support of so many, I sadly must report that SOBCon 2014 won’t happen.

If you are one of the great folks who purchased a ticket or reserved a seat, I’ll contact you next week about refunds.

In truth and trust and with so much gratitude,
Liz

Building Trust In Business: Don’t Get Engaged On The First Date

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dice question mark

The subject of “trust in business” comes up a lot.  Recently I had a conversation with Ric Dragon (Author of Social Marketology, speaker, artist, drummer, CEO of DragonSearch & Kred Top50 Marketing Blogger) about this (he’ll be speaking about the subject at SOBCon in Chicago this June).  During our conversation a few key points came up that I’d like to share.  Starting with…

A LESSON IN TRUST: WOULD YOU GET ENGAGED ON THE FIRST DATE?

Consider the dating world – whether you’re remember years ago or last Friday.  How do you feel on a first date?  What are you looking for?  What if…

The guy you’re on a date with asks for you name, orders a drink and after one drink suggests you go back to his place?

(If this has happened to you I’m sorry if I brought back an “ugh” memory…)

You probably were uncomfortable which made him uncomfortable which… You get the idea.

What about a date that goes perfect?  Then they guy asks you to marry him at the end of the night?

Uncomfortable again, right?

What’s the point here?

Ric and I had a few discussions (and laughs) along these lines.  The point is business relationships are built on trust and trust comes in stages; there are steps to building it.  The days of the sales funnel from the 1900’s are gone; you can’t break the process or just follow the 7 steps to success in sales and expect people to give you money.  What you ask for (business deals) has to match the level of trust you’ve built with the person (the step you’re at in your professional relationship).

Where should you start?

UNCOVER THE REAL MOTIVATION

What is your real motivation for doing things?  What is theirs?

According to Simon Sinek trust in business is the “physical response that you have my best interests at heart.”

To have someone’s best motivations at heart you have to first create trust levels that match invitations.  This goes back to the most animal level of human existence.  The tribe was built for food, shelter and protection from the weather and the wild environment our ancestors lived in.  You needed to trust members of your tribe to protect you when you slept and provide food for families.  Without that trust you couldn’t function and the tribe would fall apart.  The motivation of each member of the tribe had to be transparent and supported by their actions.

Today we’re not fending off saber tooth tigers and spending weeks hunting for food.  We still have the need for trust and we still have those age-old instincts ready to protect us.  Have you ever sat down for a business meeting and quickly felt pressure from the other person?  You knew they just wanted a sale and didn’t care about building a relationship over time; their relationship process is go in for the kill and get the money.

If you push people and go into business situations with the motivation of “get the money” as your primary motivation that’s how other people will feel about you.  What can you do instead?

Change your motivation.  You can go into that same business situation with the primary goal of discovering what their biggest challenge is and finding a solution for that (which may be your product or service).  Part of that discovery might mean a few more meetings.  They’ll respect you more and begin to trust you.

Getting on the same page with clear motivations is what most people miss…  Once you do that you’re on your way to….

CREATING AN ENVIRONMENT OF TRUST

There are a lot of team building exercises out there.  Ric brought up the example of one trust exercise:  You’re blindfolded on a platform with a group of people below.  You cross your arms over your chest and fall backwards trusting that the group is going to catch you.  If you don’t believe they will catch you your arms shoot back to protect yourself and break your fall.

How can you be sensitive to this process and build trust faster?  When it comes to other people it’s most important to pay attention to what they do; not just what they say.  The same can be said for you – every action you take says something to people.  Think about how you act in meetings.  When you’re talking to someone show them you have their best interests at heart.

What are you saying to the people in your life every day?

One example (of what not to do) is telling your kids you trust them but then monitoring everything they do on Facebook; checking their text messages and insisting on having their email and other passwords (which, of course you log into regularly).  In that scenario your children won’t learn or feel trust in you no matter what you say – your actions are saying something else.  Loudly.

When you show trust you will create trust.  With that in mind let’s look at a few…

QUESTIONS TO ASK TO CREATE ENVIRONMENTS OF TRUST IN YOUR LIFE

If you want to create amazing connections and an environment of trust in YOUR life here are a few questions from Ric summing up what you should be looking for:

  • Do they have your best interests at heart?
  • Think about the entire experience: Are you acting as if you have their best interests at heart or are you here for yourself?
  • What’s your motivation for engaging with people? Take another look at that through the lens of trust as we’ve discussed.

With this in mind what will you do differently TODAY to build trust in your relationships?

What other ways would you suggest to build trust in the business world?

Ric DragonRic Dragon is the author of Social Marketology and the DragonSearch Online Marketing Manual, both published by McGraw-Hill. He is the CEO and co-founder of DragonSearch, with more than 20 years of extensive experience in graphic design, information architecture, web development and digital marketing

 

 

mark-j-carter-sobcon-headshotAbout The Author: Mark J. Carter is the founder of ONE80; his mission is bringing conversations & storytelling back to business… through mentoring (programs, events & marketing).  He currently serves as Vice President of Communications for the Chicago Area Chapter of Meeting Professionals International (MPI).

 

 

 

Working With Designers Should be Joyful, Not Painful

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By Paul Biedermann

working with designers should be joyful

Good designers are hard to find and sometimes even harder to work with. But it doesn’t need to be this way.

It is common for a client to ask for something and then wonder why the designer won’t just give them what they want. After all, “the customer is always right.”

Wrong.

That may work in a fast food restaurant or a shoe store, but when it comes to working in the area of professional design communications, it gets a bit more complex than that. And really, you — as the client — shouldn’t want it any other way. In fact, if a designer isn’t asking questions and challenging assumptions, they are probably not very good and you won’t be realizing the full power of what design can bring to your business.

The key is to not interpret pushback as being difficult, but rather as a welcomed and necessary part of the process for doing good work. In other words, the way to begin a project with a designer is not by telling them what to do, but rather by laying out the objectives to be achieved and then letting them recommend a solution. Designers are problem solvers, not decorators. Design usually satisfies a host of different needs and requirements, and that means a defined process is necessary to get there.

So, if a designer seems like they are giving resistance and aren’t listening to what you want, it is possible that they are simply trying to pursue the path to success, which isn’t always as clear cut as it may seem. It may also include redefining the problem in order to proceed most effectively and arrive at the best solution for your business. And if they keep coming back to the same questions, it is likely they haven’t yet received the information they need to do their jobs well — so rather than writing it off as being difficult, it’s worth keeping an open mind that perhaps they really have only your best interests at heart.

The best design experiences occur when the designer and client work in collaboration, each respecting the other’s contributions to a successful outcome.

The perfect client:

• Clearly articulates the goals, objectives and problem to be solved.

• Provides any supporting information and practical considerations pertinent to the project.

• Is timely in reviewing preliminary designs and responsive to any communications

• Understands that the designer is as interested in the successful outcome of the project as they are.

A good designer:

• Pays careful attention to the goals of the project and what needs to be accomplished.

• Requests any details, information or content necessary for proceeding with the project that hasn’t already been provided.

• Stays on top of the schedule and keeps the client engaged at key phases throughout the duration of the project.

• Understands that the client is the ultimate decision-maker and does what is necessary to ensure as smooth a process as possible for an effective design solution.

This is a quick summary, of course — but these are the key roles and responsibilities that any successful design collaboration requires. If friction develops at any point during the process, it is usually because one of these points is missed.

Don’t make the mistake of dismissing someone who is persistent for a “defensive designer” with a big ego. Those exist too, of course, but it is usually a matter of someone who has practiced their craft for a long time, knows how to get the job done, and is passionate about what they do. Respect their expertise and they will respect yours, and it will likely be a fruitful process for both of you — and the project wins.

The design process can be fun, challenging and invigorating. For that to happen, it is important that each side fulfills its basic responsibilities — working together, which also means letting the other side do what it does best.

Embracing ambiguity during the often “murky” process of design can have a big payoff down the road — but it also means trusting your designer, so make sure you hire a good one!

Author’s Bio: Paul Biedermann is the Creative Director/Owner of re:DESIGN, a small design agency specializing in Strategic Design, Brand Identity, and Visual Content Marketing — intersecting smart design with business strategies that reach, engage, and inspire people to action. Blending traditional and leading-edge media tactics. Paul consistently delivers integrated, award-winning results for his clients. Connect with him on Google+ or Twitter.

 

Image via Creative Commons, Amber De Bruin.

Influence and Leadership: Value For Your Audience Is The Key

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leadership key

When it comes to influence, leadership and creating results there are a lot of paths you can take.  How do you pick the right one?  How do you know how to measure influence?

What does being a truly successful leader really mean?

Great questions I also wondered about; so I called someone who walks the walk every day (and will be speaking at SOBCon this June) – Connie Dieken.   She was voted one of America’s Top 5 Speakers of 2012, 2011 and 2010 by Speaking.com, Connie is one of the nation’s most in-demand thought leaders on executive influence.  That being said; here’s where our amazing conversation recently went…

Before you can talk about influencing other people you have to ask yourself…

WHAT DO YOU VALUE?

Where we spend our time tells us what we value.  The way we spend three of our most important resources unlocks the answer to what we value most.  These three resources are:

  • Time
  • Effort
  • Money

EVERYTHING in life comes down to what you value; it’s the foundation of our days.  It’s important to start by understanding YOUR values.  Quick exercise for success:

Make a list of your top 3 values.  Write them down (or type them out) now.

This will not only help guide your efforts and goals but will also let you know who you should (and shouldn’t) align yourself with personally and professionally.  Once you discover your top 3 values demonstrate and live your values every day.  Don’t make people guess about you; tell them what you’re all about through your actions.

Once you start with yourself it’s time to ask…

WHAT DO THEY VALUE?

Values are not static; it depends on a person’s stage of life personally and professionally.  What you value changes dramatically after having your first child.  What you value at work changes after that promotion of career change.

So how can you discover other peoples’ top values?  Sure, you could ask them.  But according to Connie the best way is to watch what they DO; not just what they SAY.  It’s all about their pattern of action.  I’ve met a lot of people that will say they value giving back and helping other people – but never seem to volunteer or make time to help people that can’t help them.  You’ve probably met people that claim money isn’t important to them but seem to do anything they can to make more.

Discovering other peoples’ values is much easier with social media.  Patterns become more obvious quicker.

Start to notice peoples’ values.  Find the ones that line up with yours.  If you’re selling a product or service find the people who 1) value your product or service NOW and 2) prioritize your product or service high now; this means they’re willing to spend their time, money and efforts with you if you can help them.

Once you discover that it’s time to start…

GETTING ENGAGED

Once you understand the importance of personal values in relationships it’s time for the rubber to meet the road.  It’s time to start building your ideal network of advisors, customers, and strategic partners.  Doing this successfully is what real influence is all about – ongoing, mutually valuable relationships.

Remember with all the noise out there (online and offline) you have to show them why you’re valuable and important to them.  You don’t engage them; they engage themselves with your mission and message.  They are now in control.  You need to:

  1. CONNECT with what they value/their values
  2. CONVEY that you are offering them value by giving them what they want in the portions they want it in – not what you think they need.
  3. CONVINCE them to do something specific; get them to take action.

Those three steps are the catalyst to creating or reconnecting to a great professional relationship.  This is just the beginning; real relationships aren’t a one-off.  Real relationships are a quick fix.  You need to keep momentum alive and people need to choose to be in a relationship with you.

Who will YOU create a relationship with or reconnect with TODAY?

Connie-Dieken-SOBConConnie is the author and co-author of five books, dedicated to teaching individuals influential leadership, communication and presentation techniques. Her most recent bestselling book, Talk Less, Say More: 3 Habits to Influence Others and Make Things Happen, takes Connie’s knowledge, research and experience coaching high-powered leaders and condenses it into a fast-paced, no-nonsense guide to teach anyone to be an influential communicator with anyone, anywhere.

 

mark-j-carter-sobcon-headshotAbout The Author: Mark J. Carter is the founder of ONE80; his mission is bringing conversations & storytelling back to business… through mentoring (programs, events & marketing).  He currently serves as Vice President of Communications for the Chicago Area Chapter of Meeting Professionals International (MPI).