While teaching journalism at DePaul University , Marilyn founded Career Strategies in 1975 to provide workshops and individual counseling to job hunters. Since childhood, Marilyn has had a compelling interest in the world of work. She attended four Richard Bolles' workshops onlife/work planning in 1974 and 1975 and discovered the most important issue for job hunters: focus.
"What do you want to do?" was the killer question. That answered, it was a numbers game. Then came office
politics. Once hired, how do you keep the job and advance or segue into a business of your own? Next came research into demographic trends in the workplace, nationally and globally . How should an individual/company plan for the future? What kinds of people would be available for hire?
In 2000, Career Strategies became Moats Kennedy , Inc. to reflect its expanded mission. Her training sessions have reached more than 500,000 people. Marilyn is a graduate of the Medill School of Journalism at Northwestern University and holds both Bachelor and Masters degrees. She is a founding member of the Council of 100 at Northwestern University and a charter member of the Medill School's Journalism Hall of Fame.
MarilynMoats Kennedy Career Highlights:
.. International speaker for companies and associations
.. Job strategies editor for Glamourmagazine for 18 years; also author of Glamour's Guide to Office Smarts
.. Author of six books on career planning and organizational politics including the best-seller, Office Politics:
Seizing PowerWielding Clout
.. Wrote and published Kennedy's Career Strategist, a subscription newsletter, from 1986-2002
.. Appeared on 20/20, Good Morning America, and Oprah
.. Columnist for Across the Boards, Physician Executive, and Marketing News magazines
.. She also blogs on Office Politics for Cheeky Chicago.
.. DePaul University faculty member for 11 years.
The Boomer Conspiracy: 2011-2019
BENEFITS FROM BOOKING THIS PRESENTATION:
1. When your most dependable Boomer employee resigns to work for his children you will not be surprised. (You'll also have the presence of mind not to slam the door. He's likely to return.)
2. You will factor reduced work loads and episodic employment into your planning.
3. You will put more money, time, and attention into retention strategies and stop worrying about what the twentysomethings are thinking.
4. You will explore a variety of flexible pension plans. If you are large you'll be looking at new kinds of insurance paid for by employees to be used in the future.
What do you really know about The Baby Boomers (born 1946-1959)? The first of them turn 65 this year - with extreme reluctance. The past two years have battered them economically but also stiffened a collective resolve never to behave as their parents did: i.e., march quietly to retirement and death. They'll tell you, if sufficiently lubricated, that there is at least one rebellion left, one big wrench in a different direction based on what they want.
Already, the Boomers are tired of travel. They've been to the places on their Bucket list - or decided not to go. They are planning an orderly retreat from the suburbs to the cities as soon as the housing market rebounds, as they believe it will. Their twentysomething children may finally be launched - at least the first time. What now?
In this presentation we'll look at the challenges facing every organization, but especially aging services and healthcare, as the largest mass ever begins to demand its own special brew. Since the US grew a mere 9.7 percent between 2000 and 2010, (lowest since the Depression) who will pay for the first class cabin treatment Boomers demand and will get? (Remember, they are still roughly 35-39 percent of the population.)
A SAMPLE of Information To Be Shared in This Keynote Every business needs to factor into its planning:
1. Boomers won't fully retire until they reach 75 but they won't keep the jobs they have now either.
2. Boomers' consumption patterns are emerging as a frantic search for difference. "If you've been to Tibet why should I go?"
3. Sustainable agriculture, the farmette, and cooperative farming are trends driven by the Boomers, not the twentysomethings.
4. In 2019, 60 percent of the US population with be 60 or older. Try arguing a majority like that out of what it wants to do!
5. Boomers will buy, use, consume, and support any product/service that support the idea they are 15-20 years younger than the calendar says.
Disconnect: How Organizations Alienated the Young and How to Bring Them Back
BENEFITS FROM BOOKING THIS PRESENTATION:
1. You will immediately reject the annual salary increase as an across-the-boards motivator. In fact, you will stop trying to motivate the young and focus on what they can do for you.
2. You will stop believing that you can keep people in their twenties longer because your organization is "a better place to work" or "family friendly."
3. You will raise your expectations of what younger employees will do while on site.
4. You will consider all kinds of "non conforming" employment arrangements including episodic and permanent part-time jobs.
5. You will become an advocate of recruiting highly entrepreneurial young employees with your management.
6. Your recruiting/retention costs will decrease.
Why are people under 35 so disenchanted with corporate America and all large organizations? Even with recessions, down-sizings, and structural changes in the workforce their Boomer parents still prefer Big and being on the payroll. As organizations eye an upturn while recognizing how small and mobile the young talent pool really is, what can they do to win and hold more of that pool? In this program we look at what's happened and what needs to happen. Will your organization successfully recruit its fair share? Here are the issues we'll explore.
~ Redefining common terms: Community and participation.
~Old think: Rising to the top of the organization is a way to self actualize.
New think: Use the organization to develop skills on the way to building wealth in one's own business.
~Old think: Office politics is part of work.
New think: Office politics is stupid. Who cares what one's co-workers think? I don't think about them. Why do they think about me?
~Old think: Getting promoted to management is an achievement.
New think: Who wants to manage people? Boring and stressful!
~Old think: What else can I do to advance the organization's agenda?
New think: Tell me what to do and I'll do it.
A SAMPLE of Information To Be Shared in This Keynote How can organizations engage the young long-term? Here are some preliminary findings based on in depth interviews and survey data:
1. Explain goals and values. Use management as a teaching function.
2. Explain the reward system. Don't assume everyone understands.
3. Practice transparency.
4. Use cross-functional job rotation. Move people early and often.
No additional materials are available for this speaker.
