How To Motivate Millennials & Perform Higher
Having engagement problems?
New Higher is a high performance consultancy that believes in the power of questions. Through our innerviewing practice, we increase employee engagement and retention by anonymously asking your employees the right question to discover what motivates them so that you can close unnecessary gaps in your human capital strategy.
Jullien is adroit. Unfortunately many folks in the “change” business stick to their prescribed agenda and wind up trapped in a single-minded approach. While Jullien has a distinct modeled approach he realizes that the work is about helping people attain what they truly want in life not furthering the brilliance of his model. The model is a tool. Being of service is the point and he has the wherewithal to skip to the point of effectiveness whenever called upon to be more effective away from his model.
Top Corporate Programs
Human Capital 2.0
How To Motivate & Manage Millennials In The 21st Century
Millennials have been labeled as lazy, disloyal, and entitled and these perceptions are affecting how we receive and lead them in the workplace. Millennials have a different definition of success personally and professionally than Boomers and Gen Xers and that’s why old human capital strategies aren’t working. As a results, Millennials are harder to retain and leaving a leadership void for aging organizations. Jullien’s expertise will help those who hire and manage Millennials understand what motivates them so that they can be effectively managed and he will train your leaders in best practices that are working for other organizations worldwide.
Target Audience: Senior leaders & Middle managers
Millennials want 3 things from work:
1. Create Value: Millennials want autonomy to be entrepreneurial and understand how their daily efforts impact on the organization’s success.
2. Be Valued: Millennials want to be valued with increasing responsibility, feedback, and training to improve their skill set rather than just money.
3. Align Their Values: Millennials want to work hard without sacrificing work-life balance and see how their work is having a social impact
High Performers vs. Workaholics
7 Subtle Differences & How To Shift Your Career & Company Culture
Are you a high performer or workaholic? How do you know?
High performance and workaholism look the same on the outside. They both look like hard work. The BIG DIFFERENCE is how the individual feels on the inside about who they are in relationships to their work. A high performer works hard in healthy sustainable ways and feels happy and inspired. A workaholic works hard in unhealthy unsustainable ways and feels unhappy and burned out. This workplace effectiveness training will help you know the difference and stay in a space of high performance.
Target Audience: For any one who considers themselves to be a hard worker, high performers who want to perform higher, and employees on the brink of burnout
- If you are a high performer or workaholic
- 7 things you can do to shift the way you work toward high performance
- Differentiate between doing busy work and doing business
- Choose the right finish line for the task at hand
- Create rituals that allow you to pause and prepare for your next performance
- Design your work week and day for maximum effectiveness
- A visual map of how you create value and fit into the larger business model
- A clear understanding of which of your day-to-day activities create the most value
- The ability to articulate of your high performance habits, renewal rituals, and conditions for success
The Art Fry Effect
How To Unlock The Entrepreneurial Spirit In Your Employees & Create An Army Of Inner Entrepreneurs
Art Fry created the Post-It Note while he was employed at 3M. Because of his intrapreneurship, Post-It Notes are on every office desk in the world and there is a factory in Cynthiana, Kentucky that produces most of the world’s post-its even though the patent has expired. Art Fry didn’t just see himself as a job haver, he saw himself as a job creator.
There are 3 types of employees:
1. Profitable: Creates more value than they take
2. Break Even: Creates as much value as they take
3. Unprofitable: Takes more value than they create
Unprofitable employees are the downfall of teams and organizations. That’s why it is important to get every employee from the secretary to the senior leaders to see themselves as entrepreneurs. Entrepreneurial people are profitable whereas employee-minded people tend to do the bare minimum to keep their job. This training is about helping everyone see themselves as job creators rather than job havers through their individual high performance.
Target Audience: New Hires & Manager
The Perfect Work Week
How To Create A Culture Of High Performance, Productivity, & Work-Life Balance
Based on Jullien’s High Performer Plan, Jullien has design a time leadership process that helps busy professionals manage their time and work load in a more intentional way without getting burned out. Jullien teaches busy professionals how to accomplish more, in less time, by creating healthy rituals that keep them in a space of high performance.
Target Audience: Anyone who works over 40 hours a week in an intense high-stakes environment and is seeking a little more work-life balance.
This video is a short synopsis of my weekly planning methodology which I will train your team on how to use.
The 4 Levels of Leadership
How To Create & Sustain Powerful Teams & Organizations
This presentation breaks down myths mangers have about great leadership and draws out the leader within each participant. Managers will be able to identify which level of leadership they are stuck on and what they need to do to break through to the next level which ultimately means more empowerment and better collective results.
Target Audience: Managers, Senior leaders, Soon-to-be-manager
The 4 levels of leadership are as follows:
- Self Leadership: You believe in you
“I can do it.” – You, The Leader
- Inspiration: Others believe in you
“S/he can do it, but I can’t do it.” – One Of Your Followers
- Motivation: Others believe in themselves the way they believe in you
“If s/he can do it, I can do it too.” – An Emerging Leader
- Movement: Others believe in each other the way they believe in themselves
“If I can do it, they can do it too.” – New Leaders
Getting Everyone Onboard
How To On-Board New Hires & Win Over Winners
The way you begin a new relationship often shapes how and when it will end. Once the interview is over, more questions should be asked of the new team member to understand who they are, how they work best, and what they need to succeed. An new hires orientation will shape how they view the company and their relationship to it, and there are strategies that can be implemented that will ensure that their first impression is the right impression.
Target Audience: New Hires, HR professionals, Managers
Let’s Talk Soon
Fill out the form below to schedule a call with a New Higher team member to learn more about Jullien’s availability, programs, packages, and pricing.
You can also email jullien at newhigher.com or call (646) 875-8477. Thank you.
How I value my work:
I will customize a program that addresses your desired outcomes and audience. My programs are interactive (role plays, activities, games, workbooks) and utilize multi-media (video, music, etc) to keep the participants engaged. The program budget depends on a variety of factors including:
» Degree of customization
» Number of presentations
» Presentation length
» Number of attendees
» Books & other materials
» Travel costs & time
Call (646) 875-8477 or complete the quote request form so that I can learn more about your program.
New Senior Associates Training
In 2011, a Fortune 500 professional services firm invited Jullien to be a part of their employee engagement program for new Senior Associates to help them navigate their next phase of leadership and life. Jullien worked closely with the firm to customize a training and keynote that aligned with the program goals. The program is designed to increase retention and engagement of millennials who think differently about their careers than any generation before. The event is 5 times a year and Jullien has been booked through 2015. The work has led to a 50% increase in retention of their 2,000+ Senior Associates.
Echoing Green: Fellow Selection & Alumni Development
Jullien worked side-by-side with Cheryl Dorsey, Executive Director of Echoing Green, to help her identify and codify a framework for fellow selection and alumni development. The framework is known as S.E.Q. which stands for Social Entrepreneurship Quotient. Originally S.E.Q. was based on Ms. Dorsey’s intuition about social entrepreneurs after seeing them and selecting them for decades, but she wanted to add some research-based rigor to the framework. Jullien and his team of ethnographers interviewed a cohort of Echoing Green alumni using his “innerviewing” technique and packaged their findings into a comprehensive report that now guides fellow selection and alumni development.
Research & Statistics
- Highly committed employees perform up to 20 percentile points better than less committed employees, and are 87% less likely to leave the organization than employees with low levels of commitment.
- CLC research supports this by concluding that having increased satisfaction with one’s total compensation provides up to a 21% increase in one’s intent to stay, but only a 9% increase in effort.
- High-engagement firms had total shareholder return that was 19% higher than average in 2009. In low-engagement organizations, total shareholder return was actually 44% below average. (Hewitt Associates)
- Organizations with high proportions of engaged employees were much less likely than the rest to see a decline in EPS in 2008, the year after the recession officially began. (Gallup)
- Engaged organizations have 3.9 times the earnings per share (EPS) growth rate of organizations with lower engagement in their same industry.
- One study found that organizations that scored in the top 25 percent of engagement levels had revenue growth 2.5 times that of organizations in the bottom 25 percent.
- 25% of high-potential employees plan to change jobs in the next 12 months
- Emotional commitment is four times as valuable as rational commitment in increasing effort levels. The manager contributes significantly to the degree of commitment to the team, the organization and the job, and is viewed as a conduit for commitment.
- The top 4 levers of engagement are connection between work and organizational strategy (32.8), importance of job to organizational success (30.3), understanding of how to complete work projects (29.8), and internal communication (29.2). The top three have to do with day-to-day work characteristics and the fourth has to do with organizational culture and performance traits. (CLC)
- Engaged employees have been shown to average 27 percent lower absenteeism than their non-engaged peers, saving organizations 86.5 million days per year in lost productivity.
- Engaged employees are 87 percent less likely to leave their employer, according to the Corporate Leadership Council.
- CHROs believe hi-potentials are 91 percent more valuable to the organization than average employees.
- According to a recent study by Leadership IQ, 87% of employees say that working with a low performer has made them want to change jobs.
- Research across more than 7,000 organizations indicates that each disengaged employee costs an organization an average of $10,000 in profit annually.
- Gallup research indicates that disengaged workers cost U.S. businesses as much as $350 billion a year.
- 50% of employed U.S. adults who have experienced their employer’s review process feel more valued by the company when they receive a performance review that is focused on helping them succeed in their role
- Only 37% said they’ve been given useful feedback from their manager/employer
- Only 34% indicated that they’ve received training and development to help them better perform their job
- Only 32% said that their performance goals are aligned with their company’s business objectives
- A survey of 426 business leaders from companies of various sizes and industries by the Seattle-based Institute for Corporate Productivity and Human Resource Executive® earlier this year found that only 9 percent strongly agreed that they do a good job of identifying and tracking high-potential employees. Just 20 percent agreed or strongly agreed that their organizations have formal, transparent processes to identify and develop hi-potential employees.
- Only 20% have established career goals with their manager/employer
- Only 31% of employees their senior managers communicate openly and honestly
- 3% thought their managers treated them as key parts of the organization and no fewer than 60% felt their senior managers treated them as just another organizational asset to be managed
- 61% question whether their leaders deal effectively with poor performers
- Only 42% think senior management encourages development of talent