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Seize the Moment – Insights from Newcomers
Written by Buddy Hobart on December 17th, 2009
As we begin to climb out of the recession, employers will be hiring more and more Gen Y candidates to fill open positions in their organizations. With this in mind, it is very important that leaders do not miss an opportunity to identify ways to improve their organizations in the process of onboarding these employees.
Gen Y comes into an established organization, and the smart ones see lots of things they think can be done better, or just differently. In one sense, this is the tendency of anybody to make an impression in a new setting. For instance, many managers change things when they take a new job, either to shake up the organization or because they think they know what is best.
It’s natural enough that new, young workers would see things to change. In fact, they likely have new skills that the organization needs. Another advantage of newcomers is that they see things with fresh eyes.
This is a very important moment. If you squelch newcomers now, you may never get their enthusiastic input for your organization. In a general sense, it takes about ten positive reinforcements to equal one negative one. You need to avoid negative reinforcements to new workers. If you want to get their best, you need to reinforce as many ideas as you possibly can. If instead, you tell newcomers to hold their ideas until they actually understand “how things are done around here,” you may have lost them.
This doesn’t mean you have to listen to every idea that Gen Y throws out. The point is to open the lines of communication between you and your new Gen Y employees, and encourage them to contribute to making the organization better. In addition, their fresh perspective as new employees can be priceless as you strive to improve your organization for all employees.
“Hey Gen Y, Thanks for Coming to Work Today”
Written by Buddy Hobart on December 14th, 2009
During a recent conversation someone mentioned my work pertaining to Gen Y. Someone spoke up and said that she works for a major (well known, so it will remain nameless) corporation that is receiving “Gen Y training”. Then she said, to my amazement, that they are being taught not to reprimand Gen Y if they are late to work or a meeting. She jokingly, at least I think it was jokingly, said they are being taught to “bite their tongue” and thank the Y’er for showing up today! (The more I think about the conversation, the more I don’t think she was joking). It is these kinds of conversations that further drive home several Gen Y myths.
When we talk about creating alignment we never talk about making these kinds of accommodations, or any accommodations, for that matter. There are certain principles that must be upheld. Respecting someone’s time is critical to alignment. If accommodations are made for Gen Y, then either the other generations will resent them or simply assume tardiness is acceptable. That is a dangerous road that can only lead to conflict and lack of productivity.
There is another way to address tardiness from a Gen Y’er. First of all, thanking them for showing up at all is not even an option. What is the best option is timeless leadership. There are four points I would ask any leader to consider:
1. Generation Y views time a bit differently than previous generations. Their world is a 24/7 world. The lines between leisure, work, hobbies, etc are blurred. It is just as likely that a Gen Y’er, sitting at a coffee shop at 11pm typing away on a laptop, is working on a work project as it is that they are addressing a personal matter. Time is viewed very differently. A Boomer working at 11pm is “burning the midnight oil” and “working overtime”. A Y’er is simply working. There is no consideration for the time of day, nor is it viewed as an inconvenience.
2. It is a natural tendency for all generations to assume their view is shared by everyone. Since Gen Y views time differently, it is human nature for them to assume others see it the same way. This is not a selfish thing, it is just reality. If a leader does not step up to help add perspective to the situation, then there is no reason for a Y’er to even think something is wrong. This is where timeless leadership is needed.
3. If a leader takes a moment to explain the why of the situation, I believe their Gen Y employee will get the message and understand the ramifications of tardiness. While Gen Y may not respect time, they do respect others. Tardiness is a sign of disrespect. If someone is late for a meeting or work, the (possibly unintended) consequence is that everyone else believes their time is not respected. If I am waiting for someone who is late, my natural reaction is to think that person feels their time is more valuable than mine. Leaders…..take some time to mentor and lead!
4. My final point is a bit more pointed. There will be people of every generation who push their boundaries to see what they can get away with. If the disregard for norms is tolerated, people will push even further to see where the boundary ends. I know of several situations where too much slack was granted to Gen Y’ers on issues like timeliness. After several frustrating months for the co-workers, the employee left anyway. When we interviewed the departing Gen Y’er we learned that there was a lack of respect for leadership because they were never approached for “breaking the rules”. If, once addressed, someone continues to be late for work or meetings (of any generation) corrective action must be taken. Thanking them is not one of the options!
Gen Y is looking for leadership. Give it to them. You will have more engaged employees, who will look to stay with a good leader.
What do you think? Are many other companies out there thanking Gen Y for coming to work late? Please send comments to bhobart@solutions-21.com.
Gen Y and Voicemail
Written by Buddy Hobart on November 2nd, 2009
Gen Y does not like to use voicemail. In a recent discussion with several Y’ers, it seems to be universal that they do not find voicemail to be productive. Their sense is “why listen to a possibly rambling voicemail when I can just call back or text and get information in real time”. To prove their point, these Y’ers pulled out their phones and showed me their voicemail boxes, which were filled with unheard messages. When they saw who called, they simply called back and received the information live. To further demonstrate their point, these Gen Y’ers told me how they have “trained” their parents not to leave voicemail messages. If their parents want to reach them, a “missed call” will prompt a call back.
I am sure many leaders out there will be as frustrated as I am/was about this conversation. For the sake of full disclosure, I like voicemail and use it quite frequently. My initial reaction was not a positive one. However, in an attempt to practice what I preach, I proceeded to engage the group in a lively conversation about “adapting to your audience’ and using the mode of communication that is most likely to get the desired result. After all, it is the result, not the effort that is most important.
I also pointed out how their attitude may well be hypocritical. If they have a desire for Gen X and Boomer leaders to adapt, then shouldn’t they also adapt? Is it simply ok to equate taking action with achieving results? Also, and as we discuss in the book, we don’t “train or handle people” we lead people. Why is it ok for them to “train” someone and not lead?
The response was very interesting and unexpected. Since Gen Y seeks to CONNECT, their response was to admit a certain amount of hypocrisy. If voicemail was the best way to connect, then the group seemed to feel a need to ADAPT. If they want us to adapt, then they also should adapt.
This reminded me of something Chuck Fowler, the President of Fairmount Minerals told me as we were writing Gen Y Now. Chuck said, “instead of becoming frustrated with new employees, look at this as a way to teach and guide them”. A spirited conversation is always better than frustration and alienation.
Timeless Leadership Yields Generations of Talented Workers
Written by Buddy Hobart on October 13th, 2009
Daniel Wareman is a Board Member for the International Federation of Purchasing and Supply Management, and sat in on a meeting we recently held with folks from around the world to discuss Gen Y. Daniel is from the Netherlands and was not just representing them at the conference, he was also representing the Traditionalist Generation in our meeting! (The audience was a great example of the 4 generations in the workforce. Every generation was represented.)
Daniel seemed to have a real interest in the topic and really connected with the point about “timeless leadership”. I simply do not believe Gen Y is unreasonable with their expectations of leadership. Gen Y simply demands what every generation wants from their managers and leaders. When we are working with our clients we try to stress that in no way, shape, or form are we asking for accommodations to be made for Gen Y. We are simply asking for the implementation of timeless leadership.
Back to Daniel. During our discussion we were talking about the need to “explain the why” to Gen Y. Managers cannot simply assign work and move on. If Gen Y has questions, managers need to be available. Also, if managers take 30 seconds and explain why the task is relevant, Gen Y will dive into it with all of the commitment you could ever want. The equation is simple. Interesting + meaningful work = commitment. This point resonated with Daniel. It seems that he has always exhibited timeless leadership.
Years ago Daniel was an executive for Shell International. In his role, he had many opportunities to hire new talent. These new folks were highly educated engineers and sought after talent. What he would do, was give these new folks very meaningful and strategic assignments right out of the gate. These assignments would be parts of the overall strategy, not just projects to keep the new hires busy. He would carve out time to follow up and he always had a 90 day review of the progress.
In other parts of the organization, he often witnessed a different process for new hires. Daniel said, “people would assign the engineers the task of counting nuts and bolts instead of trusting them with meaningful work. Then they would wonder why these new people were not working hard. I never had that issue. All of my new folks were working hard….and contributing.” It is not a coincidence that his folks also tended to go on to great success.
“Back in the day”, Daniel was working with Baby Boomers and Traditionalists, not Gen Y. However, he would have had the same success with Gen Y that he did with the other generations. The reason is simple, timeless leadership.
Success Aligns Marketing and Talent Management
Written by Buddy Hobart on September 25th, 2009
Given the research we have done on Gen Y we have been asked more and more to help consult on marketing initiatives for businesses trying to attract Gen Y as consumers. In a global survey, a full 75% of corporate CEO’s believe Gen Y will have a dramatic impact on their markets. What is very frightening to me is the fact that only 54% of these companies have a plan for adapting their strategy.
There are many reasons this frightens me, but maybe the biggest is that, if businesses are slow to adapt strategy for selling their product, how slow do you think they will be in adapting to retaining new talent?! I might also submit that marketing to Gen Y will be made infinitely easier and more successful if there is a plan in place to attract and retain this cohort as employees. A business cannot truly understand its consumers’ needs if it can not even understand its employees’ needs.
I do not think it is a stretch to say these two key success factors, marketing and talent management strategies, go hand in hand. Success will depend on alignment throughout the organization.
Special G20 Edition (PT.2): Additional Impact of Gen Y on the Future
Written by Buddy Hobart on September 23rd, 2009
The G 20 coming to Pittsburgh inspired our last entry when we discussed some economic impacts Gen Y will have globally over the next few years. Recently I’ve been giving many talks to business leaders about Gen Y and have been thinking about some of the other impacts Gen Y will have for decades to come.
In my talks, I challenge the audience to address their prejudices toward Gen Y. I TRULY believe that a great deal of misinformation is out there and that many media outlets exploit the stereotypes in order to create a story. It is far easier to get an audience/reading public fired up by ranting about something than by talking about positive things and challenging those stereotypes.
I recently came across a headline that told of how Gen Y is ill prepared for retirement and lack the discipline for saving. Of course I had to read the article. Buried deep in the article it explained who they were considering as Gen Y (16-25 year olds). I was really taken back because I always assumed that every 16 year old was ready for retirement and had long mastered the discipline of saving. I also believed that by the time someone was 25 they should have already built a very sizeable nest egg. I know that by the time I was 25 I had an enormous savings account built up.
Of course I am being factious. What 16 year old has already, at least willingly, developed the habit of saving? Oh, by the way, when I was 25 I think I had about $1,200 saved.
Why don’t we see more articles about how Gen Y is excelling? Recently I read an article that debunked the myth that because of so much texting Gen Y has lost their writing skills. Andrea Lundsford, a professor at Stanford University conducted a study of writing skills and believes we are on the cusp of a writing revolution, stating “I think we’re in the midst of a literacy revolution the likes of which we haven’t seen since Greek civilization.” Lundsford argues, based on her research,that Gen Y writes far more than any generation before, using the example of how multiple tweets can quickly add up.
Why don’t we hear more about how Gen Y is taking control of their careers and self development? I do not have to search hard to find an article that says Gen Y feels entitled and is not willing to work for anything. If Gen Y is so entitled, why are there successful social networks like Brazen Careerist? Through Brazen Careerist, members of Gen Y are taking control of their careers, networking professionally, and developing extremely important skills. Taking accountability and control over one’s career is the opposite of entitlement. It shows a willingness to work for and EARN one’s successes. Ryan Paugh, community manager of Brazen Careerist offers the following explanation of how Gen Y is taking initiative through the site:
“Young professionals are choosing to manage their careers on Brazen Careerist because it’s a proactive way to level the playing field in a job market that punishes them for being less experienced.
On Brazen Careerist you’ll find active members of Generation Y sharing ideas and building a network for future success. And they’re doing it the way it’s supposed to happen – through conversations. Generation Y professionals are increasingly outgoing and proactive. In fact, on LinkedIn (where the average age is around 40) professionals are more passive by comparison.”
As the G 20 approaches, I am struck by how much GOOD Gen Y is doing and will do for decades to come. Unlike some others who believe the sky is falling because of “these kids” I am comforted by the thought Gen Y will be the leaders in my retirement. I think my future is in good hands.
Special G20 Edition: Economic Impact of Gen Y (pt.1)
Written by Buddy Hobart on September 21st, 2009
It is hard to miss in Pittsburgh…..the world is coming to town! Pittsburgh hosts the G-20 on September 24 & 25. The Group of 20 will be focusing their attention on the economy and how to sustain the recovery. Their short term challenge is to build upon the small victories the world economies have shown of late and the long term challenge is to create policies that will allow economic growth for decades to come. In the spirit of long term thinking, I wanted to address the impact Gen Y will have on the world (and the economy) for decades to come.
It is a global marketplace.
By 2025 nearly 75% of the world’s workforce will be Gen Y. This is not just a North American trend….it is a GLOBAL issue. Not only will organizations need to adapt their leadership styles to attract and retain the best talent, marketing departments will need to adapt their messages to attract and retain Gen Y consumers. It stands to reason that if 75% of the working population is Gen Y, then this cohort will also be the largest consumer group. When the last of the Baby Boomers are 61 (in 2025) the last of Gen Y will only be 30.
Gen Y already realizes it is a global market place. They have been buying imported goods their entire lives. The current economy is trying to grow while every G-20 country’s exports are shrinking. This is a very difficult equation to overcome….no country really has enough consumers to sustain its’ economy with just a domestic market. (China may be the exception, but Chinese consumers are historically frugal and save vs spend). The question companies should be asking themselves is “what products will resonate with Gen Y?”
Gen Y will gravitate to products that are good for, or at least do not harm, the environment. Over the top luxury goods will not resonate with Gen Y. Why drive a luxury car that gets 14 miles to the gallon? That is not a statement Gen Y wants to make. Are the products made humanly? Are human rights respected in the manufacturing countries? Does the manufacturer give back to the community and world at large? Gen Y will begin to pay even more attention to these questions as they move farther along in their careers and as consumers.
Volunteerism as economic engine
Gen Y already volunteers at rates never seen before from previous generations. As they age and move deeper into their careers, I do not see this changing. I believe Gen Y will begin to have this built into their employers’ policies to allow for continued time off, even without pay, to volunteer for causes. In my travels it is rare to find a roomful of ‘20-somethings’ where no one has studied or volunteered abroad. In fact, it is more common that the majority of the room has spent some time in very serious volunteer activities, both in the US and in another country.
More focus on social causes will not only make the world a “better place” in the short term, but it will lead to more economic development in the long term, just look at what Charity:Water is doing in Africa right now. By providing clean water to the residents of those areas, they are able to begin to build a more normally functioning society, without being crippled by the diseases and daily demands that they faced in the past. This leads to further improvements in infrastructure and greater life expectancies, both of which position these areas as a destination for inward investment.
Gen Y’s volunteer activities are not just a feel good exercise. The intent is to change the world. While part of that is purely altruistic, the other part is also commercial. Gen Y has been consumers their entire lives and they know the power of money and purchasing decisions. Through their efforts in making the world a better place, they will also shift the world’s economic forces.
By 2025 this group, making up 75% of the worlds work force, will be well on their way of achieving their collective vision of making the world a better place.
How to Include Gen Y in Business Activities
Written by Buddy Hobart on September 17th, 2009
Last week, I shared some thoughts that Herb had expressed regarding the hiring of Gen Y employees. Below are some additional thoughts from Herb that came from that conversation. Herb addresses some ways that he includes Gen Y workers in everyday workplace activities:
“I want to include them in meetings, lunches, trips, where they don’t have the direct or immediate responsibility. They can tag along so they can meet people, listen, learn, and once again feel like they have a future in the company. If it connects to the Gen Y’ers vision and personal goals, it enhances ownership. Include them. If you’re going to lunch with another upper level manager, or it you are going to a meeting, have them sit in and listen so they can give some of their thoughts afterward. If I have a talented person, both kinds of exposure help him/her feel good and to learn.”
Keep in Touch with Gen Y
Written by Buddy Hobart on September 14th, 2009
Keep in touch with candidates who turn down your offer and take another job elsewhere. Your ongoing interest in them may pay off if their new job doesn’t live up to expectations. Since most Gen Y’ers change jobs in a year or two, you may have another shot at them, and you will already have laid down the groundwork.
Strategic Planning to Attract Gen Y Benefits Everyone!
Written by Buddy Hobart on September 8th, 2009
Last week we completed a corporate strategic plan for one of our clients. They are a 100 year old company and have grown tremendously over the past several years. Their goal is to continue this growth and triple the size of their business over the next three years.
During the planning process the conversation about Gen Y came up as a strategic initiative. Our client realizes that in order to grow they will need to attack some aggressive recruiting and retention strategies. This is really the first time that we had a client who made this a stand alone initiative. Over the years we have had many clients focus on talent acquisition, but this is the first time a client is focusing solely on Gen Y. In the past this was usually buried under a broader goal.
A recent article written by Business 24/7 stated that by 2025 over 75% of the global workforce will be Gen Y! The last of the baby boomers (1964) will be 61 in 2025. While Gen X will fill in the leadership and experience gap, there simply are not enough of them to make up for the retiring baby boomers. Gen Y will be called upon to fill in, even in locations and positions where they may not be ready or have the requisite experience.
Our client seemed to deeply understand this demographic reality. Not only are they focused on recruiting the right talent, they are also focusing on TRAINING their talent for this eventuality. ALSO, our client realizes how CRITICAL it will be to give the proper time and attention to their Gen X leaders. In a very short time experienced Gen X talent will be in HIGH DEMAND. If an organization wants to retain their best performers, the time to start is now.
Fortunately, these two initiatives do not have to be separate. The right performance management tools for Gen Y are also the right tools for Gen X (and Boomers!). Gen Y only wants what every generation of work wants. The good news is that Gen Y will force this positive change.