The following is a presentation made this past week at the Christian Leadership Alliance's Conference in Dallas, TX. It was part of a summit on Steward Leadership. Portions of what you will find below include input from summit participants.
The Organizational Development Muse
Topics: process consulting, Foundations of resource raising, fiscal responsibility, board development, Christian Leadership Alliance, Stewardship Development, steward leader, stewardism, denominational funding, associational systems, Mark L. Vincent, Design Group International, Fiscal Health, Executive Development, Five Stewardship Confusions,
Over the years, we've turned, repeatedly, to the subject of Steward Leadership, especially as articulated in Scott Rodin's book on the Steward Leader. I've been privileged to support this work through some writing contributions to other titles:
We recently hosted a conversation on millennials in the manufacturing workplace and posted the notes from those proceedings here. It sparked some significant response and a wide amplification across a variety of market sectors. It also prompted the following response from Sterling Balstead, GM of the Minnesota facility for Engineered Pump Systems (full disclosure: I serve on the board of the company):
I hired three young engineers in the last two years and work with them daily. Previously, I worked with two other engineers who were 26 and 33 years old. I am [personally] right on the edge of this conversation at 36.
When I think about our younger employees I see we need to engage and work with them differently than older generations, or hold on and hope they change into their grandparents. Our company is used to employees who like or at least tolerate “8 hours per day + lots of overtime and few questions”---“nose to the grind stone”. It also seems important for these same people to “start on time every day”. Overtime seems to be proof of character[upon which] one can build identity. Another obstacle we face is the length of time it takes to train our engineering team. It takes 2+ years of employment to build the competency some of our current white collar job descriptions require, which I imagine is typical of small service based companies. This is a big deal given millennials seem willing to change jobs, locations, and maybe career paths more easily than previous generations. The younger generation seems to desire looser work schedules, working from home, and protecting personal time. I understand and admire some of these concepts.
Your conversation notes seem to highlights millennials liking well communicated goals and performance reviews. It also states they are jaded. I wonder if this is what non-millennials perceive when millennials are trying to make sense of “why” we are so rigid. To reframe the entire conversation positively, millennials may be asking: “who cares what road we take as long as we get to the final destination on time”.This GM, Sterling Balstead, is paying attention, thinking about the changes needed rather than resisting the tide, and moving forward--not just in technical innovation, but with personnel recruitment and workplace consideration.
Topics: process consulting, organizational development, Process Consultation, Organizational Leadership, Mark L. Vincent, Design Group International, leadership development methods,, millennials in the workforce, Millennials and manufacturing
The Convene Team I chair is blessed with the perspective of several manufacturers. After some recent case studies regarding hiring and some content on millennials in the workplace, it was noted that a great deal of the content they had come across didn't provide practical solutions for manufacturers seeking to hire and engage millennials. Most of the illustrations pointed to other industries like tech, health and service, perhaps more suited to flexible hours, a team culture and a quick succession of challenges. Finding there to be a virtual desert of ideas, we decided to gather senior leaders from several companies and pool experiences and ideas to see what might develop. What follows below is a summary of a conversation held on 18 October 2016, in Grafton, Wisconsin, at UFS.
Topics: process consulting, organizational development, the art of agreement, leadership arts, organizational development muse, Mark L. Vincent, Design Group International, organizational decision making, group process, group discernment, executive learning, polarity management
The shoreline of the Mediterranean sea can be seen from the right side of the jet I’m riding in as I write this. It is beautiful, even from this height.
Topics: process consulting, executive coaching, leadership development, Mark L. Vincent, Design Group International, deep transformation, CEO peer-based advising,, peer-based executive teams, Executive peer-based advising, executive learning
How To Leverage The Power Of Seeing Things As They Are
Topics: process design, process consulting, organizational development, objective reality, Mark L. Vincent, Design Group International, notes on a resource, executive leadership development,, Elizabeth Thornton,, business success
Truth be told, even after several decades of Silicon Valley leading the way, and an incredible amount of research demonstrating the power of teams and an empowered work force, the majority of organizations are stuck in the authoritarian model of old (especially manufacturing), or even more stuck in the hyper-democratic models that tried to offer a correction in the last half of the 20th century (especially charities and denominational bodies).
Topics: process consulting, organizational development consulting, Organizational Governance, organizational development muse, Mark L. Vincent, Design Group International, organizational design, organizational systems, open vs. closed organizational systems
Topics: process consulting, organizational development firm, leadership succession, organizational development muse, Mark L. Vincent, Design Group International, executive leadership development,, ethical leadership, executive case studies, business ethics