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David Ringwood

Coaching the next generation – a large scale study of generational differences in Europe

Theme: Competence
Area: Coaching
Type: Workshop
Style: Mainly Lecture

Session on Thursday, Mar 02, 10:55
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Bio

David Ringwood is Vice-president of Client Development for the EMEA Region, Management Research Group (MRG) which is a leading global firm of psychometricians, with nearly 35 years of experience developing expert psychometric tools that provide deep insights into the drivers that morivate us and how they manifest at a behavioural level. David joined MRG in 2006 as Vice-president of Client Development for the EMEA region, working with clients in all aspects of licensing, business development, consulting support and assessment application. He began his career in investment banking with JP Morgan back in the late 1980s, then moved into professional services and consulting. He has worked with organisations such as Korn/Ferry International and Mercer HR Consulting and has lived in Ireland, UK, Eastern Europe and Asia/Pacific. His academic interests and research degrees are in the area of Cognitive Linguistics, specifically in relation to psychometric scale interval accuracy and the conceptual precision of scale anchors. David is a Fellow of the Royal Statistical Society and is Past President of the Institute of Business Analysis and Consulting. He works extensively as an expert coach with clients internationally and speaks widely on topics relating to leadership and motivation.

Session

We have entered into a remarkable period where there are four generations working side by side in the workforce. Each generation brings unique perceptions, values, and expectations to their organisations. Understanding these differences is vital because they create the potential for both synergy and conflict. Generation Y (Millenials) are now becoming a more prevalent and influential force in organisations, but the inclusion on the next generation (Gen Z) indicates that this area of diversity is becoming profoundly different to an extent that is startling, and which will have very considerable implications for the way we think about motivational leadership and related coaching.

In order to understand how these generations differ in their approach to leadership and the emotional drivers that motivate them, Management Research Group recently completed a study of the leadership approach of 12,000 executives and managers in 12 European countries. The personal motivations of a subset of these participants were explored using the 17 emotional drivers measured by the Individual Directions Inventory™. We compared these findings to a separate MRG research study that looks at how leadership behaviours have shifted since 2001, and the findings are very remarkably consistent, and if great relevance to those involved in coaching.

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