In Part 1, we talked about assumptions.
This isn’t about Millennials.
It’s not about Gen Z.
It’s not about phones.
It’s about whether your organization is designed for contribution.
So let’s talk about Monday morning.
Not someday. Not after a retreat. Monday.
Start With the Truth
Open with this:
We are not achieving the results we envisioned in our strategic plan.
We are losing good people.
That impacts performance, culture, and growth.
This is not about generations.
This is about how we operate.
Then say the most important line:
We are fixing this — and every one of us will be part of the solution.
Not blame. Not panic. Leadership.
Define the Non-Negotiables
Leadership must define guardrails:
- Strategic alignment
- Legal and compliance standards
- Safety
- Core values
- Brand standards
Everything else is open for improvement.
If a solution requires investment and the ROI is strong, you evaluate it. You don’t squash it because it costs money. Smart organizations invest in systems that improve performance.
Specify What Has Been Vague
Most dysfunction isn’t dramatic. It’s unclear.
So specify:
1. Communication Standards
- How are organization-wide updates delivered?
- What response times are expected?
- When are phones acceptable in meetings?
- When are they not?
This is not generational.
I see people of all ages sitting on gym equipment talking on their phones. When I need the machine, I ask, “Mind if I use this while you finish?”
Clear expectations. Adult conversation.
If presence matters in meetings, define it. And model it.
2. Authority and Ownership
You cannot demand accountability without granting authority.
Define:
- What decisions can be made at what level?
- Where does escalation occur?
- What does ownership actually mean here?
Responsibility without authority creates disengagement at any age.
3. Contribution Expectations
Compliance is not the goal.
Contribution is.
Make it clear:
- Ideas are expected.
- Problem-solving is expected.
- Engagement is expected.
- Performance still matters.
Structured Solution Sessions
Break into departments or cross-functional groups.
Each group answers:
- What is getting in the way of performance?
- Where is communication breaking down?
- Where do we lack clarity?
- What specific changes would improve contribution and retention?
- What should we start, stop, continue?
Groups propose solutions.
Leadership ensures alignment with the non-negotiables.
Implementation teams are formed collaboratively.
Clear deadlines are set.
Ownership is visible.
Metrics are defined.
Leadership’s role shifts from directing to removing barriers and sustaining momentum.
Prove It’s Not Flavor of the Month
If this fades in 90 days, trust erodes further.
Build rhythm:
- Monthly review meetings.
- Visible progress tracking.
- Public acknowledgment of implemented ideas.
- A feedback channel with defined response timelines.
Consistency builds credibility. Speeches don’t.
The Monday Reset Framework
Say This
- Here’s the gap.
- Here’s why it matters.
- Here’s what we expect.
- Here’s what you can expect from leadership.
Ask This
- What’s blocking performance?
- Where is clarity missing?
- What would increase engagement?
- What needs to stop?
Decide This
- What are we implementing?
- Who owns it?
- By when?
- How will we measure it?
Then repeat. Quarterly. Publicly.
This is not complicated.
It is disciplined.
Generational differences don’t determine performance.
Leadership design does.
If you would like the expanded implementation template, reply and I’ll send it.
If you want this process facilitated — structured, aligned, and sustainable — let’s schedule a strategy session and build it properly.
Because culture doesn’t improve by accident. It improves by design.!!!!!
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