More than Millennials: They're Today’s Young Professionals

One of the requirements of any manager is to gain an understanding of the people who work under their supervision. It’s been true of every generation, and it’s especially true today.

Simon Sinek dissects Millennials on YouTube

Millennials have been the topic of articles about management and the workplace for nearly a decade, believe it or not. They’re essentially the generation born in the 1980s and ‘90s, give or take a few years here and there. And they began entering the workforce in large numbers shortly after the turn of the century, which was also the start of a new millennium – hence the tag they’ve been labeled with.

Last fall a video went viral across social media platforms, in which author and motivational speaker Simon Sinek took millennials to task for being “tough to manage.” He listed a number of things of which they’re accused of being: entitled, narcissistic, self-interested, unfocused, and lazy. He proceeds to explain the phenomenon of the millennial generation, while acknowledging that their alleged character weaknesses are often created through no fault of their own. The video is both humorous and thought-provoking, which makes it fascinating to watch.

I would suggest, however, that we would do well to change our thinking about Millennials. I recommend to my clients that they look at them for who and what they are: young professionals. In other words, treat them just as you have any generation that has come along. Treat them with regard, and trust, and patience. They have much to learn, but what generation hasn’t?

In fact, Sinek agrees, to a certain extent. In the video, he doesn’t reserve his comments only for the Millennials themselves. He also criticizes parents, corporate managers and executives for their lack of leadership. “It’s the corporations, it’s the corporate environments, it’s the total lack of good leadership in our world today that is making them feel the way they do,” Sinek warns.

In working with companies, and with Millennials themselves, I try to help them bridge the gap between college and career. Like any group entering the workforce, networking is essential – or, as I like to call it, “networking on steroids.” Today’s young people are so accustomed to technology, and to interacting with others via various electronic devices, that it’s more important than ever for them to learn the essentials of developing meaningful interpersonal relationships, face to face.

Millennials should be asked what they view as their strengths, and what they want to accomplish – both in their career and in life. Like the generations that preceded them, they are altruistic, wanting to make a difference in the world. That’s great, but they also need to consider how they can do that in their career, and for the organization or company where they work. Patience isn’t always a virtue among young professionals, and it’s up to us as managers to help them see the value and wisdom in it.

There is so much more that can be said and written about Millennials. In fact, a major part of my consulting practice involves coaching sessions with Millennials, and their employers. If you’d like to know more, feel free to give me a call at (330) 754-5767, or email me at jim@jaondrusllc.com. 

Jim Ondrus is president and CEO of JA Ondrus, LLC. Learn more at www.leadershiptransitioning.com.

Strategy, Structure and Culture: Three Keys to Organizational Success

There are many approaches to understanding how the workplace works. What makes people productive? Why do some companies and organizations overcome obstacles and challenges, while others seem to collapse under their weight and fail?

When considering such questions, it’s helpful to examine three key areas: strategy, structure, and culture. As we’ll see, one of those areas is often, and too easily, overlooked.

The first area, strategy, is the proverbial “no-brainer.” After all, how can any enterprise exist, let alone move forward, without a carefully thought out strategy? Likewise, no project or initiative can hope to succeed without team members understanding why it is being implemented, and why it is important.

You may have heard the term cross-functional. In management, it refers to the way teams or departments with different skills or purposes work together for a common goal or objective. That can only be accomplished if there is a clearly defined and agreed-upon strategy.

Second, there must be structure. In most companies, that will include organizational charts, the division of the organization into departments, and systems for communication and interaction between those departments, with managers and supervisors installed at various levels throughout. Some structures will be hierarchical, while others—particularly in smaller businesses—may be more collegial in nature.

Finally, there is the issue of culture. An organization’s culture may be clearly defined in its mission statement. Often, however, the culture takes on a life of its own. Culture reflects the unwritten rules of organizational behavior—the values that define an organization and shape the way it operates.

Too often, an organization can’t, or won’t, see past the nose on its face to fully understand its culture and how it got that way. But a simple examination of past performance, and the factors that contributed to the current climate within an organization, can help leaders and managers better shape a more productive and functional corporate environment—with the future clearly in mind.

How do you measure up in these three areas? It’s worthwhile—even critical—to examine your strategy, structure and culture for clues to how your organization can be truly successful in accomplishing its goals.

Jim Ondrus is a Vistage Chair and president of JA Ondrus, LLC in Canton, Ohio.

The 10 Commandments of Personal Leadership

Over the past 35 years I have had the pleasure of working with some amazing colleagues. Through readings, interaction, discussion and observation over that time, I have taken the opportunity to compile this list of my 10 Commandments of Personal Leadership.

1.) Be passionate about your vision and the WHY behind it; communicate how everyone fits in.

2.) Build strong trusting and caring relationships, keep your commitments, and connect with your team at all levels.

3.) Be clear and enthusiastic on your expectations of your team and your team's expectations of you.

4.) Create and promote an innovative and dynamic learning environment. It starts with you!

5.) Be grateful for your team and show real, heartfelt appreciation. Trust your team to succeed.

6.) Be an active and effective coach. Listen, coach and be coachable.

7.) Enjoy your life and enable your team to enjoy their lives. Take care of yourself. "Balance of life!"

8.) Share your dreams with big dreamers. Learn the dreams of your team, your customers, and your business partners.

9.) Take accountability for your actions -- successes and failures. Hire people who are better than you.

10.) Lead by example, be supportive, and be collaborative with your team, customers and partners.

Jim Ondrus is a Vistage Chair and president of JA Ondrus, LLC in Canton, Ohio.

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Utilize Social Media -- But Why?

We’ve all considered both sides of the saying, “change for change’s sake.” On the one hand, there’s the argument that there’s no point in changing things around if it just represents something to do. On the other hand, there’s the idea that it never hurts to shake things up and challenge the status quo.

When it comes to marketing, the landscape has changed for us. Digital marketing—in particular, social media marketing—has presented tools and options we’ve never known before. The question becomes, how should you use it? And, as a CEO or manager, how involved should you be?

Joe Pulizzi spoke to the Akron Advertising Federation in May

I had the opportunity earlier this year to attend a seminar presented by Joe Pulizzi, founder of the Content Marketing Institute and author of several books on the topic, including his most recent, “Content Inc.” While he certainly advocated jumping into the world of content marketing and social media, he also pointed out that the process is more a marathon than a sprint. In fact, he advises businesses to be prepared to wait as long as 18 months for a content marketing plan to produce concrete, measurable results.

Are you utilizing social media for your business? I am, and I think you should be, too. That doesn’t mean you need to do everything. I’ve turned to professional colleagues to help shape and implement my content marketing plan, which includes everything from Facebook to blogging to e-newsletters. I’m able to keep a finger on the pulse of what’s happening, without being bogged down in the details. As a result, we can keep things moving forward—almost in spite of me, you might say.

It’s also important to know why you’re utilizing social media. Simon Sinek, a noted author and speaker on the topics of management and leadership, poses the question, “Do you know your why?” Sinek, who shares his ideas online at www.startwithwhy.com, gave a popular TED Talk on the topic, in which he shares his Golden Circle concept.

At the center of the circle is the why, the core of your business; next comes the how, as in how you fulfill your core belief; and then comes the what, as in what you do to achieve it. Sinek suggests that most of the time we actually get it backwards. We start with the what, and work from there. His ideas are thought-provoking and compelling. A simple change in perspective can make all the difference.

When it comes to social media marketing, rather than resist it or place it on a mental back burner, why not embrace it? Learn all you can about it. Actively plan for it. And begin your plan with why you’re doing it. You’ll soon recognize that it’s more than just change for change’s sake—it’s change for your business’ sake, and an important element to your future success.

Relationships and Values: The Essentials for Success

I speak often of the importance of relationship power in today's business world. The way people buy into effective change in a corporate culture is dramatically different than it was just a few short years ago. The top-down model of directional/positional relationships does not appear to lead to the employee development and results that we desire.

Trust me, I work hard and am committed to practicing what I preach. More than anything, I value building dynamic and results-based relationships with exceptional people. Over the years, I have been blessed to have a number of key mentors who have coached and guided me in the principles of success.

One of those is Dr. Larry Senn, chairman and founder of Senn Delaney, a Heidrick & Struggles company. I was honored to be a partner with Senn Delaney and for almost 20 years worked with and learned from some of the most talented leadership consultants, who believed strongly in the Senn Delaney values-based approach of creating solutions for organizations, their leaders and employees at all levels of the organization.

Senn Delaney refers to them as the "Essential Values Set." They are:

• A performance value, which has a results focus, high expectations and an emphasis on personal accountability.

• A collaborative value, which promotes cross-organizational teamwork, mutual support and decisions for the greater good.

• A change value, which encourages innovation, openness to change, individual and organizational coaching, mentoring and learning.

• An ethics/integrity value, which provides an essential foundation for all else.

• An organizational (individual and team) health value, which creates and energized, open, trusting, respectful, positive, hopeful and optimistic environment.

It is through the implementation of all—not just some—of the above values that organizations can achieve lasting, positive change and approach the future with confidence. I worked closely with Larry Senn over the years, and traveled with him on many sales and consulting calls. I know the Essential Values Set worked because I saw them in action. Larry and our team lived by them, and taught me to live by them as well.

Today, I utilize those values in the practice of Leadership Transitioning™. They have made a difference not only for me, but for hundreds of corporations and organizations the world over. I know they will help you, too. To learn more, please visit my website at www.leadershiptransitioning.com, or call me at (330) 754-5767.

Jim Ondrus pioneered the management concept of Leadership Transitioning™. He is president of JA Ondrus, LLC, a Canton, Ohio executive coaching firm.

Leadership Transitioning: At Your Service

In a nutshell, it's my elevator speech. It's my response to the question, "So, Jim, what do you do?"
  
I educate people in the skill of Leadership Transitioning™, which focuses on three areas: leadership development, coaching leaders, and a focus on health and wellness—both personal and organizational.

To elaborate, Leadership Transitioning™ is the ability to embrace change, envision success, adapt to the environment and surround ourselves with others committed to their own personal success. It's the ability to be disciplined and passionate on our leadership journey to develop the personal skills and capabilities necessary to achieve excellence in an environment of constant change. It's the ability to actively navigate the chaos and constant change of our modern world—and win!

How is it achieved? Three ways.

• Leadership development recognizes that we all have God-given skills that need to be honed and developed in order to maximize our leadership success..

• Coaching leaders reinvigorates willing leaders, builds effective teams and enables a team to capitalize on their capabilities and opportunities using their corporate culture as a base. The coach and the "coached" relationship is critical and special. Respect, trust, caring, honesty, commitment, perseverance, clear goals, work ethic and personal attitude are the key to success.

• Health and wellness focus recognizes that nothing is possible without a sound mind and body, and that balance is different for each individual and organization. It involves a mental toughness and proper mindset to be the best at achieving health, spiritual, mental and financial goals.

In a nutshell, that is what I do. Over the past 30 years of my career I have successfully worked with numerous leaders at all levels of organizations in the US, UK, Canada and South Africa. The industries and size of companies that I have worked with have included: manufacturing, energy (electrical, natural gas, governmental, international and support companies), major insurance companies, non-profits, universities and small family owned businesses.

Leadership Transitioning™ is the culmination of more than 30 years of learning, listening and sharing the principles that create high achievers—in both the professional and personal sense. Please visit my website, www.leadershiptransitioning.com, to learn more. Then give me a call and I'll be happy to help you transition to the level of success you desire and deserve.

Jim Ondrus pioneered the management concept of Leadership Transitioning™. He is president of JA Ondrus, LLC, a Canton, Ohio executive coaching firm.

A Five-Star Lesson in Leadership

When I was a young officer in the United States Army, I had a number of unforgettable experiences. Perhaps none made more of an impression than my encounter with the legendary General of the Army Omar Bradley, one of the truly towering military figures of the 20th Century.

Gen. Bradley commanded troops in North Africa and Western Europe during World War II, and after the war headed the Veterans Administration, became Army Chief of Staff, and later was appointed the first Chairman of the Joint Chiefs of Staff under President Harry Truman. He is one of only nine people to have held the rank of five-star general.

1st Lt. Jim Ondrus (L) meets Gen. Omar Bradley

So you can imagine my excitement when he visited Schofield Barracks, where I was stationed in Hawaii in 1976. I had the opportunity to meet this remarkable leader and have my photo taken with him. I was a 1st Lt. and Executive Officer of the Headquarters Company of the 2nd Bridage, 25th Infantry Division, and one of my responsibilities was the Dining Hall in Quad C. General Bradley was adamant that he wanted to see the troops. As he put it, all he wanted to do was spend time with the soldiers, to greet them, encourage them and see how they were doing. As luck would have it, the "Soldiers General" met with about 50 of our great soldiers in "my" Dining Hall that day in 1976.

I’ve shared that story many times over the years as an example of true leadership. Despite having risen to the highest rank possible in the U.S. Army, and to the highest military position under the Commander-in-Chief, General of the Army Omar Bradley knew the importance of building confidence and trust with the people who were on the front lines—the troops who had to get the job done and perhaps even make the ultimate sacrifice if necessary.

It’s a great reminder to executives, managers, supervisors and anyone else in a position of responsibility in a company or organization. People matter. Relationships are the key. And nothing good happens when morale is low.

Take stock of your organization by examining the relationships you have with your staff. See where there’s room for improvement, and commit yourself to doing something about it. When you do, you’ll see a change in their performance—and yours—and in the overall effectiveness of the organization as a whole.

Jim Ondrus pioneered the management concept of Leadership Transitioning™. He is president of JA Ondrus, LLC, a Canton, Ohio executive coaching firm.

Real Power Isn’t About Position Power At All; It's About Relationship Power!

As the 20th Century drew to a close, particularly from 1970 on, business and self-help books became an industry all their own. As the 1970s transitioned into the ‘80s (commonly referred to as the “Me Decade”) the focus in American and international business shifted to the idea of power.

We were encouraged to focus on gaining power, establishing power, jockeying for power, and just about anything else that would give us personal advantages over everyone else. The main character in the movie “Wall Street” uttered the famous statement that came to define the ‘80s: “Greed…is good.”

As a result, many people became focused on what is called position power. And I’m here to suggest that it’s not the kind of power that truly produces positive results—in our own lives, businesses, community organizations or philanthropic activities. Position power means that I have power over you solely because of my status. I’m your boss, or manager or supervisor. You must do what I say. I get perks that you don’t. Because of my position, I have the power.

However, when we rely on that type of power, I would suggest that we are weaker than we think and  that the truly influential people are those who cultivate relationship power.

The power of relationships is profound. The more positive relationships we develop, the more influential and effective we become. And influence is truly where power resides—in our professional and personal lives.

Think of the person who cultivates position power. Everything is wrapped up in their status, or their job title. But that can change in an instant. I’ve known people who had important jobs and fancy titles and big offices who were fired and lost it all overnight. Or, even if they weren’t fired, they were shuffled around in a corporate reorganization and suddenly found themselves on the outside of the power structure looking in. Their “power” wasn’t really power, after all.

Relationship power is something else altogether. It recognizes the value of connections, trust and respect and cultivates them effectively. It’s the gateway to real influence because it leads to true collegiality and camaraderie.

The power of relationships is profound—at work, in our communities, in our neighborhoods, and in our homes. When we take the time to truly show interest in others and build relationships with them, we exert far more influence than when we strive to gain an advantage over them.

Not only that, but we can practice relationship power no matter where we find ourselves in life. Regardless of whether you’re an executive, or a middle manager, or simply a staff employee, you can cultivate relationships—both inside and outside of your company or organization—that will help you be more effective and influential in your job. Participation in civic and professional organizations can lead to networking opportunities that will benefit your employer as well as your career.

How about you? Have you found yourself a little too focused on things like status and job title? If so, step back and look at how you can develop genuine relationships with others. In so doing, you’ll find yourself becoming a more influential person. And that’s where real power resides.

Jim Ondrus pioneered the management concept of Leadership Transitioning™. He is president of JA Ondrus, LLC, a Canton, Ohio executive coaching firm.

The Importance of Building Your Network

Sometimes, the answers to life’s challenges are right in front of our eyes. We just need to focus our attention to see them.

Take the example of social media. It’s a phenomenon that is here to stay, and it’s fast becoming the most influential way that we communicate in modern society.

I’m not here to debate whether that’s a good thing or a bad thing. I’m here to focus your attention on the term social. Because that’s why the whole phenomenon has taken off.

Social media has rocked our world, plain and simple. Facebook started as a way for college students to network online on their campus. In less than a decade, it has become one of the most influential tools in the history of mankind. People use it. Businesses use it. Non-profits use it. Governments use it. These days, it’s hard to imagine the world without it. Why? Because it connects us.

There was even a movie made about the Facebook phenomenon called “The Social Network.” And that’s the whole point. It’s a network. And networks are the pathways to getting things done.

If networking online is so popular, imagine the results you can get from networking with others in person, whether it’s one-on-one or in a group setting.

Something as simple as attending a social gathering with colleagues from the office can go a long way toward building relationships. In addition, there are a number of ways that you can network in the community to cultivate lasting and positive relationships.

Professional organizations are an obvious way to connect with people in your field. So are civic organizations like Rotary, Kiwanis, and other service-oriented groups. Your local chamber of commerce most likely schedules annual and monthly events such as banquets and social mixers, which are great forums for developing friendships and business connections. I have one friend who decided that he needed to improve his presentation skills, so he joined the local Toastmasters Club. Not only has he improved as a communicator, but the relationships he’s built have led to new business for his company.

Volunteering is a great way to connect with others. Few things build positive relationships more than working shoulder to shoulder with colleagues to help a worthy cause. Opportunities range from serving on a hands-on project such as building homes or delivering meals to shut-ins, to joining a non-profit board or a committee at your kids’ school or your church, to coaching youth sports in your community.

Regardless of how you do it, getting out into the community and interacting with others will build relationships. When you combine that with the many opportunities for networking online—Facebook, LinkedIn, and Google+, to name a few—you have before you a wide range of choices for connecting with others in a personal way. Over time, the relationships that form your network can present you with opportunities for personal and professional advancement.

Networking—social or otherwise—is a powerful tool. Look for opportunities to build your own network. It can be a key to personal satisfaction and professional success.

Jim Ondrus pioneered the management concept of Leadership Transitioning™. He is president of JA Ondrus, LLC, a Canton, Ohio executive coaching firm.

Cultural Assessment: A Vital Part of the Road Map to Success for Your Organization

Have you ever noticed how preoccupied businesses are with communicating their image? Marketing plans, slogans, advertising strategies—all designed to convey who they are and where they’re going.

How about you? Have you been working on a long-range plan? Maybe you’ve thought about creating a new slogan or logo to give you a fresh outlook.

On the surface, those things look great. However, when it comes to long-range planning, there’s a vital question to ask: What if you don’t make it? More to the point, what if you can’t make it?

The simple truth is this: It’s impossible to get to where you want to go—to reach your goals as an organization—if you don’t know where you are to begin with.

Let’s say that your business has been going gangbusters for several years, when suddenly a game changer appears. One or more competitors arrive on the scene with new business or operating models that change the marketplace for your industry. How well would your company respond such a dynamic challenge?

Think of the leaders and team members in your organization. How prepared are they to compete in this fast-moving, digital age—to adapt swiftly, effectively and collaboratively to keep your company in the game?

I recently read an article suggesting that global Internet traffic will increase eight-fold by 2025. This, after it had already surged 18-fold since 2005! The pace of change in business and technology today is mind-boggling. It’s a challenge to keep up, let alone get ahead.

That’s why it’s important to do a cultural assessment, to determine what your company’s strengths are and how prepared you are for the challenges you will face. What opportunities do you and your leadership team see for your company? Likewise, what are the challenges that threaten your business? Are you able to adapt to those? You need to know where you stand—right now, today.

Many of the decisions that you and your leadership team are going to make could very well be “bet your company” decisions; in other words, the very future of your organization is at stake! That’s why it is imperative to know if you have a leadership team and a corporate culture that will rise to the challenges at hand.

As a leader, it is your responsibility to initiate the assessment process. Individually and organizationally, it’s important for everyone to clearly understand how success is going to be measured, as well as how and why adjustments will need to be made. Set the tone by starting with your self, and asking others on the management to do the same.

For many years companies were encouraged to develop five-year plans as a road map for success. But times have changed; today, a two-year or three-year strategy is recommended, due to the rapid pace of change in our technology-driven world.

Do you have a plan? Think about how you can involve your entire organization, including management and employees, in the process of completing a cultural assessment. Determining where you are as an organization is the vital first step that will help you manage change effectively and bring about the results you desire.

“If everyone is moving forward together, then success takes care of itself" — Henry Ford

Jim Ondrus pioneered the management concept of Leadership Transitioning™. He is president of JA Ondrus, LLC, a Canton, Ohio executive coaching firm.