Dr. Michelle Howard-Vital

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Guiding Students to Find/Define Their Own Uniqueness and Beauty

In Fall orientation in many colleges and universities, freshman students will be introduced to an array of faculty and staff, academic disciplines, reading lists, co-FMU-Studentscurricular activities, clubs and fraternities, university resources, and the beginning of new adventures in self-discovery encompassing exposure to different perspectives and development of academic and emotional intelligence.

Over the years, I have had the pleasure of observing many students enter as eager, and somewhat uncertain, freshmen and develop into more confident individuals ready to find their purposes and places in an evolving world.

However, while watching students move onto campus, I have noticed a trend that is somewhat disturbing. It appears that more college freshmen are arriving on college campuses with an unbelievable amount of material possessions and personal “looks” that are more appropriate for the entertainment industry than for a higher education learning community. Moreover, when it is time to buy books or pay fees, some of these same students make decisions to continue to buy more material possessions, fashions, and personal amenities rather than invest in resources to further their education.

This year, as we focus on students and introduce them to college life, we will also attempt to engage students in small group conversations about contemplating the reflections they see in the mirror, gaining an understanding of their own special uniqueness, beauty, and developing a personal brand that exceeds Hollywood, celebrities, one-dimensional personas, and commercialized versions of how lives are supposed to be lived.

Maybe, in addition to gaining knowledge, students will graduate with positive self-confidence, a sense of purpose, a moral compass, and an appreciation of their own uniqueness and beauty.

 

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The Heart of any Company is its Employees

Recently at a meeting with colleagues at the American Council on Education, we discussed the College presidency, the average age of college presidents, and how to engage in both succession planning and preparation of a qualified cadre of candidates for future college presidents, or those at least willing to consider the opportunities and challenges of leading an institution of higher education.

working_together_teamwork_jigsaw_puzzleEven though higher education is witnessing a transitional in leadership and re-envisioning its responsiveness to societal needs, as a sector, it is probably not alone. Many industries are undergoing similar transformations, as they experience rapid technological changes, the surge of online transactions, new generations of workers, and global competitors.  One of the obvious questions in the workforce is how do we prepare leaders who will lead multi-generational and diverse workforces in a very digital age, in a range of industries, to meet current and future consumer and societal needs? Without a doubt, there are numerous leadership gurus and perspectives, programs, and adages.

Yet, the core of it is that the heart of any company is its employees. Regardless of rank, education, or generation, employees, for the most part, are the key to innovation, productivity, and perceived value of the company. Employees, for their part, want to be recognized, respected, valued, and informed how their daily activities somehow benefit the well-being of society. Because employees change jobs six or more times in their careers, it is also important for employers to furnish incentives, design collaborative teams, and offer acknowledgements to keep talented employees and to maintain a positive working environment.

Given our current national political divides, creating a cohesive workforce based on shared values could be at least one way to bridge some of our differences and build a more perfect union.

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The Value of Summer Breezes for Life/Work Balance

After we in higher education engage in one, or numerous Commencement ceremonies, and feel a sense of satisfaction that we continue to guide the development of our nation’s intellectual capital, many of our thoughts drift to a summer season of different projects and/or vacations.

As many others in the workforce have experienced, I would surmise, some of the most peaceful and restorative memories of the summer include strolling on the beach enjoying ocean breezes blowing through your hair, being soothed by the relaxing sound of the waves hitting the shore on a beautiful, blue sky day, and/or enjoying the natural beauty of wooded areas—without cellular connections.  After about a week or so of listening to the waves, enjoying the peace of morning kayaking, or moving about without meetings and schedules, if we are lucky, a sense of renewed vitality and creativity emanates throughout our bodies.

Yet, for some reason, many Americans find reasons not to take their vacation days.  Possibly, these workers feel that staying on the job and forgoing vacation days will keep them from falling behind, or possibly that staying physically at the job is a demonstration of loyalty, and therefore, a more direct line to success.  Thus, it does not surprise me that several sources report that Americans take fewer vacation days than Europeans—leaving paid remuneration on the table or lost altogether.  It is hard to imagine that with the increasingly persistent emails, text messages, conference calls, webinars, and videoconferencing (not to mention social media), that the need to disconnect from the work world has not become acknowledged as critical.  Work worlds, moreover, are microcosms that are intricately linked to family worlds, political contexts, stock market performances, and global communities.

So, what is so special about going on vacation?  Well for one thing, some of my psychologists colleagues have convinced me that the 24/7 work worlds that many of us live in produce negative effects on our bodies on both psychological and chemical levels. We need to periodically decompress and allow ourselves to experience some measure of peace without feeling guilty for using vacation days that are usually portrayed as benefits.  It does not take an astute observer to note that there is life beyond work, and that a healthy life/work balance is essential to a productive workforce.

Conversations with colleagues over the years, and observations of colleagues, suggest that there is more than a modicum of chronic stress in our work lives that, if gone unchecked, will take unpleasant tolls on the body’s ability to resist infection, to maintain high energy levels, and to remain healthy enough to perform work at levels that contribute to productivity, innovation, and a desirable work environment.

There have been too many conversations with work colleagues about elevated blood pressure, acid reflux, inability to sleep through the night, memory issues, and a plethora of prescription medications needed to continue to work.  Possibly, middle-aged employees experience these symptoms more than Millennial workers, but it is probably just a matter of matter of time—unless  the work environment changes to encompass a more holistic view of the lives and needs of its human intellectual capital.  Possibly, Millennials can help furnish some leadership in developing a work environment that is both supportive, challenging, and productive.

Until then, we might want to reconsider the value of vacation days!

Susan Krauss Whitbourne, Ph.D. (2010), The Importance of Vacations to our Physical and Mental Health, Psychology Today,  (retrieved May 21, 2017).

Natalie Burg (2014), Forbes, Do The Europeans Have it Right?  Do we Need More Time Off to be On at Work? (retrieved May 21, 2017).

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The College Core: Essential for Augmenting Life’s Potential

The College Core: Essential for Augmenting Life’s Potential

Recently, with some colleagues, I have been thinking, and engaging in dialogue, about the outcomes of a general education curriculum, or Core, at our university and similar institutions. Similar to parents around the nation, we know it is essential to identify, and measure,  the learning outcomes of the college Core and competencies gained from the  overall college experience.   However, it seems fair to acknowledge that it is possible to attain similar learning outcomes from experiential learning outside of a college Core curriculum, but it might take longer, and be less efficient.

Regardless of how the Core is described to prospective students and parents, most Global_Scholarship-03colleges and universities state, in carefully crafted language, that the Core promotes foundational and broad knowledge to prepare graduates to demonstrate a high level of proficiency in communications, critical thinking, analytical adeptness, and global awareness. This knowledge and skills, it is often argued, form the basis for developing important intellectual and emotional readiness for a life of continuous learning through advanced higher education, quickly changing professional jobs, and civic engagement.

One college stated that the three overarching goals of the Core are helping students know the world, engage the world, and understand the world. Another university termed their Core Curriculum — Making Connections. That university states that it “strives to cultivate the range of skills, knowledge, values, and habits that will allow graduates to lead personally enriching and socially responsible lives as effective citizens of rapidly changing, richly diverse, and increasingly interconnected local, national, and worldwide communities.” *

Most of the learning outcomes of a college Core are also aligned with knowledge and skills that many employers also expect from their employees. These include communication skills (listening, speaking and writing), analytical and problem-solving skills, computer and technical adeptness, teamwork, and lifelong learning skills. Not surprisingly, employers, also, want employees to demonstrate a good work ethic.

Beyond the aforementioned, college/university Cores can also help a student gain confidence because he/she is able to understand better personal growth and emotional maturity, to understand others in local and extended communities, and to engage thoughtfully in contributing to our democracy on local, state, and national levels. When you think about the learning outcomes of a college Core, in reference to lifelong learning, career readiness, and engaged citizenry, its lifelong significance extends—like ripples in a pond. Many students transition from the Core more confident in their abilities to think critically—potentially a survival skill for future generations.

*The University of North Carolina at Chapel Hill, retrieved online from catalog.unc.edu on April 9, 2017.

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Wacky Creativity from Diverse Teams

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Graphic from Teerath Garg, Pulse, LinkedIn

Once upon a time, in the Milky Way Galaxy, in the Northern Hemisphere, in a time not unlike the present, I participated in a team project that illuminated the value of diverse perspectives in creating new paradigms, discussing solutions, and in ultimately contributing to intellectual capital and economic development in our region. In order to portray this team’s project accurately, it seems appropriate to disclose that this particular teamwork occurred within a very diverse metropolitan population with participants of very diverse backgrounds, intellectual disciplines, and world views—in an institution of higher education.

Admittedly, in the Northern Hemisphere, and probably in the Southern Hemisphere, too, extraordinary illustrations of the value of teamwork are becoming increasingly common in many industries, and among participants globally distant but connected via the Internet. However, I am relating this microcosmos story because I probably know more about it, and working on the team was intellectually stimulating and affirming for future projects.

So, here is what happened. At a small liberal arts college, with the leadership of the president, we decided to encourage the development of a team to compete for grant funds that would help transform the University over the course of five years by enhancing academic degree programs, engaging students more in experiential learning through co-curricular activities, and heightening awareness of career possibilities for students from on-boarding to obtaining professional careers.  Our charge was also to ensure students were gaining appropriate liberal arts exposure and competencies through the college core and then acquiring specialized knowledge in majors, minors, concentrations, and certifications to compete better in professional careers.

Thus, the team’s responsibility was to work closely with faculty, staff, and industry partners to ascertain maximum alignment between liberal arts competencies of the University and those desired in entry-professions—while at the same time strengthening specific academic disciplines. The steering committee that formed to answer this charge was composed partially of persons with specific work functions and those with interest in the project. What was so remarkable about our team of five individuals who formed the steering committee?

Well, for one thing, in terms of variables such as academic disciplines, life experiences, geographical origins, philosophies, and paradigms about solving problems, the five-member steering committee members and their subcommittees brought different lenses to view opportunities.   Possibly, not too unexpectedly, team meetings were characterized by spirited dialogue, wacky creativity, and openness to listening to the perspectives of others.

Agreed upon pathways definitely underscored the team’s diverse philosophical bents, geographical backgrounds, and disciplinary approaches. Measuring progress by empirical analysis was paramount to all members, and the many ways of gathering data were discussed and debated within the team. Participating in each team meeting was stimulating and energizing—unlike some academic committee meetings. Because of the backgrounds of the participants, we were able to expand our individual perspectives and ease pass our comfort zones, to view our opportunities from the combined lenses of a chemist, an exceptional student educator, a mathematician, a seasoned administrator, an external affairs and business community liaison, and a liberal arts/social scientist. At times, it seemed like our perspectives were evolving into 3-dimensional paradigms—with views that encompassed 360 degrees of possibilities, realities, and limitations.

The team project was successful in obtaining grant funds, in heightening awareness of how the University could both enhance its liberal arts curriculum and work with more alignment internally and externally. One major outcome is that the project’s outcomes will augment students’ competencies for competing professionally in a global workplace.

The original steering committee continues to work together, and it has expanded into a larger group of faculty and staff adding to the spirited conversations and stimulating more wacky creativity.

I am just loving it!

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Magical Moments—Capturing the Spirit of the Season

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For some Americans and our global neighbors, the time between Thanksgiving and New Year’s Day helps us to rekindle memories of magical moments involving family and friends, or to work hard to create those special moments for our loved ones. Possibly, the magic involves the almost indescribable joy of remembering times when our wishes were granted, or when we granted wishes for others.

Some of my treasured memories include holding a parent’s hand, as we gazed with awe at the elaborate holiday window displays in Marshall Field’s, Carson’s, and Sears stores in downtown Chicago where animated storybook characters came alive and created sparkling fantasies before our eyes. Each year, our family looked forward to strolling down State Street to be delighted by the beauty and artistry of it all.

For others, those memories might include traveling in the family car to a Christmas tree farm in the country to carefully select that special tree for the family, lacing up skates for the first time to glide across the ice at Rockefeller Center or in your town’s rink, caroling while navigating through traffic to visit family and friends, having lunch around a giant Christmas tree while admiring how the miniature lights glow, or carefully arranging old and new ornaments on the family tree.

Each year, perhaps some part of our consciousness journeys back to special times, like when we first watched the enormous, decorated balsam trees with shiny red, blue, and gold ornaments. The holiday season, I suspect, rekindles the memories of magical moments we work to recapture or recreate each year. Possibly, this is why we look forward to the season—another chance to be lighthearted, to create some magic, or to let others know how thankful we are that they are sharing a part of our lives.

Yet, each holiday season, many of us also experience bittersweet memories of those who are no longer with us—reminding us how fragile it all is. If we are fortunate, we relive special moments with lost loved ones by recalling memories or retelling, once more, the stories of special times we shared. Even as adults, some of us still cherish the efforts of our parents and relatives to fulfill our wishes for bikes, skates, train sets, computers, musical instruments, video games, and toys (we now barely remember) under the tree. As we grow from child, to teenager, to parent, and grandparent, our roles might change, and the holidays might become more diffused, but we probably still hope for the magic of wishes fulfilled.

Nowadays, with online ordering available for just about everything, the season appears to require less frenetic running about. Yet, we still devote considerable time shopping for gifts, preparing holiday dinners, and traveling home to visit relatives. Why do we engage in all of this activity? I suspect that there is a spirit or feeling of the holidays that we are seeking to rekindle—the warmth, love, wonder, and magical moments we share/shared with parents, siblings, relatives and friends. At its core, it could be argued that despite its commercialization, the holiday season is still about rekindling innocence, the hope for wishes fulfilled, and granting the heart’s desires of others.

So, here’s to wishing that the Holiday Season brings some profound magic to our lives, helps us get through the tough times, and reminds us that we can create real magic by sharing our lives, and hearts, with others every day throughout the year.

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Civility, Tolerance, and Building a More Perfect Union Begin in Family Worlds

clipart-american-flag-3-2Reflecting on what just happened, like many other Americans, and some of our global neighbors, there is a lingering anguish that we have passed through some membrane of civility and tolerance on a macro-level.   Even though some historians remind us that vitriolic, political campaigns and muckraking are not new, somehow that does not make anything better.

However, the streaming barrage of media messages and social media dialogues possibly could have reached a new, almost fevered pitch. Some colleagues also caution that the negativity and lack of tolerance in the last presidential campaign could have long, sustaining effects on our collective psyches and American ideal of working towards building a more perfect union.

Thus, reflecting on “We the people of the United States, in order to form a more perfect union, establish justice, insure domestic tranquility, provide for the common defense, promote the general welfare, and secure the blessings of liberty to ourselves and our posterity, do ordain and establish this Constitution for the United States of America” might require some actions in our family worlds. Preamble, Constitution of the United States of America

At its core, it can be argued that America is a nation of families and communities based on family worlds laden with intrinsic values and preconceived notions about the good life. So, possibly, it is time to look inward, and reaffirm, that our family worlds are the building blocks of communities and, depending on the family worlds, the more perfect Union of America strengthens or weakens.

Arguably, family worlds evolve within the larger context of streaming consumerism, political affiliations, dueling ideologies, religious beliefs, and assumptions about what is, and how to obtain, the good life. However, it is in the family worlds that adults model behavior for children. It is also in family worlds that discussions about diversity, tolerance, values, and the individual’s responsibility as an American and global citizen are wrought. Family worlds also help developing adults balance consumerism with seeking a sense of purpose in life that is rewarding beyond consumerism, selfies, and collections of stuff.

Another opportunity for extending the building blocks of family worlds are the workplace worlds. Many adults spend a great deal of their time in workplaces. Over the last couple of months, I have counseled several colleagues experiencing microaggressions and tolerance issues in their workplaces. Unfortunately, stress and workforce/life style conflicts are noticeable in too many of our professional lives.  It is hard to imagine that millions of building blocks fraught with intolerance and lack of knowledge can build a more perfect union.

It would seem that in order to build a more perfect Union, the building blocks of America known as family worlds and workplace worlds need our attention. In the workplace, possibly we can measure the economic value of workplace civility, and employ analytics to determine factors that contribute to productivity and increased individual and team satisfaction.

Maybe, there is an App for developing family worlds and workplace worlds that are building blocks for a more perfect union that can be half as popular as Pokemon Go!

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Workforce Teams: Coaching to Enhance Team Effectiveness

Working_Together_Teamwork_Jigsaw_Puzzle.jpgGood winning teams have good coaches. Even though coaches are more commonly associated with athletic teams, as we continue to work in teams in the evolving workplace, good coaches are becoming more critical to the success of many organizations. Some organizations’ leaders prefer teams because an appropriately balanced team can bring with it diverse viewpoints to find solutions and identify opportunities. Further, the team, as a whole, can marshal enormous intellectual capital and innovation in a less hierarchical work environment. With clear direction, most teams can accomplish projects more quickly than individuals working alone.

It is not surprising that most organizations tend to equate success with accomplishing strategic goals in very competitive environments. Moreover, it is becoming more and more obvious that success depends not only on institutional leaders, but it also depends on the daily professional practices of individuals in the organization. Oftentimes, it is winning teams that propel an organization into innovative and profitable futures.

Some organizational analysts believe that, in addition to a team’s effectiveness, working in teams improves overall individual effectiveness and satisfaction. Yet working in teams presents challenges in how to appraise and motivate the performance of teams and individual members.  Similar to athletic teams, a winning team might have a range of stars and members who assist—all needed to win. Moreover, with our expanded capacities for connectivity and extending collaborations in global teams and virtual workplaces, the complexities of appraising or coaching teams magnify. So, just how does the team leader or coach do that?

Well, coaching now seems to be a burgeoning profession, complete with psychological and organizational underpinnings. There are certified coaching programs that seek to produce leadership coaches, life coaches, health coaches, and insightful coaches who can employ motivational tools, strategies, interpersonal skills, and maybe a little personal magic, to help individuals push through barriers and achieve desired breakthroughs.

A colleague of mine just informed me that a successful CEO employed a coach for twenty-five years—makes me wonder what I have missed!

From even a brief review of coaching, it becomes clear that a good workplace team coach shares attributes similar to those of an athletic coach developing a winning team. These coaches 1) make sure everyone understands the team strategies and rules, 2) learn the strengths and talents of each team member to determine who should do what, 3) assess the team’s effectiveness, 4) observe the relationships between behaviors of individual team members and the team’s results, 5) furnish specific feedback about performance in a respectful and supportive manner, and 6) offer specific solutions to maximize the effectiveness of each individual team member—with solutions that can be as diverse as the team members.

From coaching vignettes I have read, good coaching seems to combine exceptional interpersonal skills, the ability to establish rapport and trust, and some knowledge of human psychology. For one thing, it is hard to find a description of coaching that does not describe a good coach as someone who listens well, seeks to understand the individual, and offers the support, assistance, and advice needed to succeed. Moreover, the discussion of workplace performance with coaches is portrayed as more mutually respectful, beneficial, and empowering to the individual than are supervisor and subordinate performance appraisal interactions.

Alas, there do not seem to be one-size-fits-all rules for coaching team members because they are individuals, and there are so many nuances in the workplace across regions, generations, and institutional cultures. Moreover, there are ranges of characteristics and work environments in which teams operate.

However, from my readings and feedback from those who have been coached, the coaching profession is just getting started!

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The Value of Positive Civil Discourse in Making a More Perfect Union

Recently, I have been thinking about the nature, and value of, positive civil discourse while equally pondering the benefits of positive, nonviolent, civil disobedience. In our global village, we notice that few individuals and groups (of the billions of citizens on the planet), are choosing to express discontent and dissonance with political and governmental policies by engaging in violent demonstrations that often result in lost lives.

Even though opposing expressions to political ideologies and policies unnamedare not new, possibly, it is time to review and re-educate ourselves, and others, on the value of civil discourse, broadening our understandings,  and nonviolent civil disobedience that can also result in positive social change without the loss of human lives.

As long as there have been individuals and groups, there have also been disagreements-and sometimes violence to resolve those disagreements.  Some would argue, as societies continue to evolve technologically, it is equally important to help individuals and communities to develop their capacities for civil discourse, by recommending positive social actions that increase civil engagement, improve emotional intelligence, enhance the quality of life, and augment our understanding of global interdependence.

Many of us remember studying American transcendentalist Henry David Thoreau (1817-1862) and reading his 1849 thesis Civil Disobedience in which he contemplated the nature of civil disobedience–highlighting, in his opinion, the right of the individual to resist government action or policies that were blatantly against an individual’s moral values or conscience.  Thoreau’s notion, and practice of, positive civil disobedience eventually resulted in his being arrested for not paying a poll tax.  Thoreau resisted the tax because  it conflicted with his conscience.  He believed that the funds generated from the tax would be used to finance the Mexican War, a campaign which he vehemently opposed.  Thoreau, further, saw the war as a means to expand slave territories in the United States, and he considered such an immoral undertaking.

unnamed-1From Thoreau’s thesis it appears that he is not arguing for no government, but that he is imagining a “State at least which can afford to be just to all men, and to treat the individual with respect as a neighbor; which even would not think it inconsistent with its own repose if a few were to live aloof from it, not meddling with it, nor embraced by it…” Even though it was penned over 100 years ago, Thoreau’s thesis reflects conflicts we continue to struggle with today.  He states further, “It is truly enough said that a corporation has no conscience; but a corporation of conscientious men is a corporation with a conscience.”

Without a doubt, America, and our global communities, have certainly changed a great deal since Thoreau’s thesis.  According to historians of civil disobedience, there have been many more examples of civil disobedience in which people, or movements, have changed policies and improved living conditions for communities, by employing varying degrees of civil disobedience to effect positive social outcomes.

Although they are too numerous to name, some prominent civil disobedience involved Mohandas “Mahatma” Gandhi (1869-1948), for his role in leading India to independence; Martin Luther King, Jr. (1929-1968), for his role in leading the nation’s peaceful Civil Rights Movement until his assassination; Cesar Chavez (1927-1993) for his role in organizing a labor union to protect the rights of workers; Nelson Mandela (1918-2013) for his role in protesting apartheid which, after his imprisonment of nearly 30 years, eventually led to world recognition, a Nobel Peace Prize, and anti-apartheid improvements; and many more individuals–known and unknown–who have led and continue to inspire non-violent civil disobedience.NOT_hate_Fotor

So, what does this tell us as leaders of organizations, communities, and families?  Some might argue that it is our responsibility to ensure that students, and developing adults, are exposed to stories of non-violent civil disobedience–hopefully to counterbalance the other reports of more violent ways to resolve conflicts that are broadcasted via various news and entertainment media.

As managers of businesses and observers of interpersonal interactions, there are daily opportunities for us to model civil engagement, civil discourse, and decision-making that demonstrates the value of engagement of a broad range of individuals and appreciation of more diverse perspectives. As leaders, we can not only listen to diverse opinions and solutions with respect and understanding, but we can also help others recognize the value of diverse viewpoints.

Ultimately, the family is probably the first place to form meaningful viewpoints about the individual’s responsibilities in society. Possibly Jackson-2_Fotorconversations that occur in family worlds should also encompass strategies for supporting and expressing disagreement in civil and non-violent ways.  Because the family is the basic building block of society, when families actively promote listening, tolerance, civil discourse, and awareness of other cultures, they offer a strong foundation for productive civil discourse and nonviolent positive social action in our larger global communities.

As leaders–be it in our families, our workplaces, our communities, our nation, or anywhere on our Earth–it is our critical responsibility to help each other work towards truly forming a more perfect union, the intention stated in the Preamble to the Constitution of the United States of America.

Henry David Thoreau, Civil Disobedience, thesis, 1849

Special thanks to Geri R. Vital, MA

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How Can We Leverage the Creativity in the Workforce for a Better Future?

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source: http://evolllution.com/opinions/serving-the-next-generation-workforce/

I have been thinking lately a lot about work. What function does or should work have in establishing well-being in our society? Beyond earning salaries or wages, why should we work? Are there benefits in work beyond the satisfaction of performing your craft well? What role does work have in sustaining families and communities beyond paying household bills? Is there something ethereal in men/women that work touches, enhances or creates?  Can work lead to self-actualization–the merging of creativity with craft that lifts the individual, the organization, and the interrelated work families?

Probably as long as women/men have existed, there has been some version of work. It is reasonable to imagine that work for prehistoric humans related to tasks that increased survival–food, shelter, and probably other tasks related to Maslow’s hierarchy-physiological and safety needs. However, as many of us rush back and forth to work daily, we probably also realize that we share our lives with others in work worlds. These work worlds can furnish opportunities for us to collaborate and learn from colleagues while obtaining gratification and inspiration from attaining personal and professional goals. And, to attract new talents, some employers are realizing that work worlds need to evolve to fit the needs and expectations of several generations in the workplace.

From some Millennials, we are learning that work worlds that are more satisfying and supportive of a holistic and balanced lifestyle hold a competitive edge in recruiting new talent. Companies like Google attract Millennials with free food, dry cleaning, on-site fitness facilities, and flexible work schedules– attempting to respond to the values of this generation. Other employers report that Millennials work better in teams, when appreciation is shown, and when global opportunities are involved.

According to a 2014 article in Harvard Business Review, managers in the current and future workforce, are, and can be for some time, managing several generations of workers–the first time this situation has existed in history. Experts offer that managers should encourage collaboration, up and down mentoring, and above all, leverage the expertise of all individuals for a more creative and productive workforce.

As we redefine higher education and create technologically enhanced learning environments, leveraging expertise and promoting individual creativity will make all the difference in realizing the potential of higher education for a better future.

GENERATIONAL ISSUES
Managing People from 5 Generations
Rebecca Knight, Harvard Business Review,
SEPTEMBER 25, 2014