Digital Dealer - September 2019 - 5

7. ACCOUNTABILITY
CONVERSATIONS, NOT
VERBAL "BEAT-DOWNS"

Effective accountability
discussions are conversational in nature, respectful
in tone and words, private,
specific, fair, and firm.
Check-up question: Which
aspect about the nature of
an effective accountability conversation, as listed
above, do you need the
most work on and what will
you do to change that?
8. A COMPELLING
CAREER PATH

This includes not only
where someone can "go,"
but how you can help get
them there, as well as
clarifying their part, and
yours, in the process. A
compelling career path isn't
always about "moving up,"
but about improving one's
abilities and broadening his
or her responsibilities within
the position they're already
in as well.
Check-up question: Which
of the listed aspects of laying out a compelling career
path do you need to improve
most? How can you improve
that, and with whom does
this need to be done?
9. EMPOWERMENT
TO MAKE DECISIONS,
MAKE CHANGES, AND
CONTRIBUTE TO AND
IMPLEMENT IDEAS AND
STRATEGIES

Empowerment requires
trust, and trust is reciprocal;
so is distrust. Micromanagement communicates the
latter. No generation appreciates distrust or covets
being micromanaged.
Check-up question: Are
there trivial decisions you're

making now that you could
train and empower your
team members to make? If
so, list them and determine
how you can best hand this
off to others and thereby
empower them.
10. BEING LET IN
ON THINGS

No news isn't good news
when people feel left on the
outside-looking-in, and they
will begin to believe it's "us
against them so watch your
own back because no one
else will."
Check-up question: Is
there an area where you
can improve communication
with your team concerning

THE DAY) SO THEY
DON'T HAVE TO ALWAYS
WORK LONGER TO MAKE
A LIVING

People from all generations want a quality of
life that includes enough
time to spend with family,
pursue hobbies, friendships, exercise, community
involvement, and the like
- in other words, to have a
life. However, until they get
better at work, or are adequately staffed at work, they
normally must spend more
time there to get done what
they could have achieved in
less time if they were better
at work and properly staffed.

A COMPELLING
CAREER PATH ISN'T
ALWAYS ABOUT 'MOVING
UP,' BUT ABOUT
IMPROVING ONE'S
ABILITIES..."
what is going on as far as
marketing; process/schedule
changes; training schedules;
results updates; their own
performance; your various
meetings/agendas; or other
instances that would let
them feel more tuned-in to
what's going on in their department and organization
overall? Circle which of the
aspects listed leaves you
the most room for improvement (or add your own if it
isn't listed).
11. EFFECTIVE AND
CONSISTENT TRAINING
AND AN EFFICIENT
STRUCTURE TO HELP
THEM WORK SMARTER
AND HARDER (MORE
PRODUCTIVE DURING

Being "better" at work not
only includes being competent enough and having
enough help, but working within structures and
processes that are modern,
effective, and efficient.
Check-up question: Which
aspects of your training or
one-on-ones are inconsistent or ineffective? Are there
any components of your process that make it difficult for
people to get the job done
or that make it take longer to
get it done than is necessary
(red tape, too many steps,
archaic technology, and the
like)? What are they, and
what will you do to improve
this?
12. AN AUTHENTIC

D I G I TA L D E A L E R . C O M

LEADER

An authentic leader: is
real, sincere, and trustworthy; admits mistakes; is
unwavering under pressure;
is without pretense, duplicity,
and hidden agendas; and is
not two-faced or a people-pleaser. This is someone
who, even when you don't
like where he or she stands
on a matter, you at least
know where they stand and
what they stand for.
Check-up question: Which
of the traits of authenticity,
if any, would your team rate
you lowest in? What will you
do to improve this?
There are many other cultural commonalities that all
generations want and benefit from, but these twelve
are a good place to start addressing. In my next column
on generational leadership,
I'll present a second list:
foolish and unproductive
things managers do that
must be corrected because
of their adverse effect on all
generations.
DAVE ANDERSON, "Mr.
Accountability," is a leading
international speaker on
personal and corporate
performance improvement.
The author of 14 books and
host of the wildly popular
podcast, The Game Changer
Life, Dave's message has
impacted leaders in nearly 70
nations. His "in-the-trenches"
background of starting
and running world-class
businesses, coupled with
his relatable non-academic
approach, creates an
unmatched connection that
resonates with audiences and
moves them to action.
Follow Dave on Twitter
@DaveAnderson100. EMAIL:
dave@learntolead.com

SEPTEMBER 2019

5
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Digital Dealer - September 2019

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