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Kids These Days
Written by Buddy Hobart on August 7th, 2009
Recently Herb and I were together at his sister’s house just catching up and hanging out. Herb’s family and his extended family were all there, to include several teenagers.
It was a fun evening with lots of conversation and laughs. What really struck both Herb and I was the amount and quality of the contributions from the teenagers. Their mastery of several of the topics, and their willingness to sit and listen when there was something to learn, was a delight.
Both Herb and I had only one negative about the entire interaction…..neither one of us delivered the “memorable laugh line” of the evening. It was delivered by one of the Gen Y’ers in the crowd! (I admit, we were jealous!)
I remember my youth and how there was still a hint of “be seen and not heard” from the adults. I NEVER remember liking it, and would have loved to have been able to contribute. When I think about the other night, I would be flattering myself to think I could have contributed as much or as well as the Gen Y’ers at the cookout.
Leaders Have Followers
Written by Buddy Hobart on August 5th, 2009
Recently, I was interviewed for a national publication regarding Gen Y. It was obvious the reporter was looking for the negative and his questions really had an anti Gen Y tone. During the conversation he kept challenging my thought process about Gen Y and the need for leaders to adapt their strategy. He seemed to feel it was Gen Y’s responsibility to adapt and not a leader’s.
There was a question I asked, which caused him pause. I asked, “how can you call yourself a leader unless you have followers?” The fact of the matter is…Gen Y comprises 79.5 million potential followers. After a mild debate about all of that, the reporter felt a need to “up the ante” and, obviously frustrated, challenged me about “helicopter parents” (parents who hover over and around their children). He specifically wanted to know if I agreed with parents calling their children’s boss about issues, etc.
To answer his question I first told him a quick story. My mother is now 86 years old. While she has never imposed herself in my work life, she has for all of her 86 years done what she wants to do…..in spite of any of her children’s objections. There were times in my life (and my siblings’) that she did things we did not appreciate. However, and I mean this respectfully and lovingly, we could have no sooner stopped her from doing what she wanted to do than I could jump to the moon. She did what she thought she should do, when she thought she should do it. The reporter then admitted to me that his was a similar experience.
My question then was….why judge the Gen Y employee negatively for an action committed by their parent? Who is to say the Gen Y employee wanted the call made? Isn’t it just as likely the Gen Y employee is mortified and embarrassed? Why are we judging Gen Y differently that we judge ourselves? Truth be told, the situation described is the parent’s issue, not automatically a weakness of the Gen Y employee.
While I am not sure we had a “Gen Y convert” when the call ended, I am sure he thought a bit differently about the subject.
“The Opposite of Evolution is Extinction” – Darwin
Written by Buddy Hobart on August 3rd, 2009
There are several great things I like about being a consultant, and one of the best parts of the job is to learn about many different industries and trends. There is a new trend that we are seeing now that is not at all industry specific or regionalized. It is universal. The recent financial market decline that cost Americans trillions of dollars of net worth has also EXTENDED the work life of millions of Baby Boomers. Folks who had their sights set on retirement in the next 2-5 years have in some cases moved that milestone out as much as 10 more years.
In many ways this explains the expanded curiosity surrounding Gen Y. Millions of managers and business leaders realize they now need to learn more about Gen Y since they will be working with this cohort for many more years than they originally planned. It reminds me of early in my career when desk top computers became a reality. Back then, “short timers” (people planning to retire soon) had a great strategy regarding the computer….IGNORE IT! The thought process was that by the time they were required to learn computer skills, they would be long retired. The feeling was “why waste my time learning about something I’ll never need or use”.
I think the same thought process existed regarding Gen Y. Why waste time and energy learning about something that you won’t use next year? By the time it will be required to know about Gen Y, people thought they would be long retired. That is no longer the reality. Just like folks in the early 1980’s who had 10 or more years of work life left needed to learn computing skills, so now does today’s worker with a 10+ year work horizon need to understand leading and working with Gen Y.
The desk top computer/Gen Y analogy works on several levels. Back then, the computer could be intimidating. In fact, some folks thought why not just leave well enough alone and keep our main frame locked in the special room in the basement. Also, there was a wide spread belief that desk top computers were NOT the wave of the future, and “this too shall pass”.
To some folks Gen Y can be intimidating. After all, here is a person more that 30 years younger than me with an opinion, answers, ideas and goals of their own. Many believe this “attitude” is NOT the wave of the future, and “this too shall pass”. Finally…..and it is true…..some folks would just like to leave well enough alone and keep Gen Y “locked in the basement type jobs”.
Just like personal computers WERE the wave of the future, and businesses could not have succeeded without them, Gen Y is the future. Going forward businesses will not succeed without a solid Gen Y recruiting and retention strategy. Gen Y, in many cases, will hold the key to a business’ economic recovery. History shows that business leaders who adapted the quickest to the changing technology and led a great change process in their organization ultimately created extremely successful companies. Those who believed that “this too shall pass” struggled, or even worse, became extinct.
Like Charles Darwin said, the opposite of evolution is extinction.
Social Responsibility: Marketing Luxury to Gen Y
Written by Buddy Hobart on July 31st, 2009
There has been a great deal written lately (such as this Business Week article titled “The Leaner Baby Boomer Economy”) about how luxury brands will suffer because Baby Boomers are pulling back on large purchases. Demographics show that Gen X does not have sufficient numbers to replace the buying power of the boomers. Marketers are turning their attention to Gen Y, who has more members than the boomers.
While this is a good idea, Gen Y is not in a position to replace boomers when it comes to $75,000 cars. While Gen Y loves luxury goods and services, Gen Y will not be able to make these big ticket purchases for quite some time. A luxury marketing strategy for Gen Y will need to focus on “affordable luxury”, not on true high end products. Things like massages and upscale restaurants may be pricey and a luxury, but at least Gen Y can save up and afford the indulgence.
A bigger concern I have is for businesses whose TARGET market is Gen Y. There is a subtle shift in Gen Y’s buying habits that should not be ignored. Gen Y has shifted their focus to more value based purchases and are making more conservative buying decisions. Why? The high unemployment rate among Gen Y is only part of the answer, not the entire answer.
Gen Y is a VERY aware group. While one of the prejudices against them is that they are self centered, the opposite is actually true. Gen Y does not believe it is “all about me”. Most (if not all) Y’ers know someone looking for work and struggling. They are AWARE or what is happening, at a very deep level. Even if they can personally afford a certain purchase, Gen Y will hesitate simply because they know that times are challenging. The purchase must not just satisfy their personal need, it must also contribute to some sort of greater good.
This is why I believe marketers who are emphasizing value, versatility and support of causes that will affect positive change will have an edge. One such example is the Thermos Hydration for All campaign that benefits charity: water. Gen Y will not spend their disposable income just because they can. In fact, Gen Y looks to boomers and X’ers for leadership. If these groups are making more conservative buying decisions, Gen Y is likely to follow.
Typical Gen Y
Written by Buddy Hobart on July 28th, 2009
Even though I have had my “road to Damascus” conversion regarding Gen Y, I am amazed at how my prejudices can surface almost instantly. As business leaders, we need to be constantly aware of how easily it is to back slide. Here is a quick story that is almost embarrassing for an author of a Gen Y book to admit.
Last week I was leaving a client location and flying home. My flight left at 7:30am, stopped in Minneapolis, then continued to Pittsburgh. It goes without saying that I was in for a long day.
The night before my departure I talked to the front desk and requested a shuttle ride a 6am. Before turning in, I confirmed the time. The next morning, when I went to the lobby at 5:55, I was told the shuttle driver had not arrived yet. A few minutes later I saw a young man (Gen Y’er) enter a side door. His shirt was un-tucked, his tie was undone, and it appeared he had just woken up.
My IMMEDIATE thought was “typical Gen Y……..how could he be late and make an already challenging travel day even worse? Must be a slacker.” My prejudices took over and my thoughts were negative.
Now, here is the REAL story. My driver had not been informed of a 6am ride, and in fact his start time is 6:15. The night manager (not a Gen Y’er) had forgotten to tell him about an early departure, even though I confirmed it twice. My driver had, in fact, come in early, just in case there was an early departure! It gets even better.
When he did meet me in the lobby to take me to the airport, his shirt was tucked in and his tie was tied. He was as polite and professional a hospitality employee as I have seen in all of my travels. To top it off, he is getting his college degree in the afternoons and evenings. He works this job because he can earn his tuition by working a 6am to noon shift. From there it is off to school and the library. Most nights he is back home by 10pm, after a visit to the library. The only part of my original misguided thought process was that he HAD just woke up, but not because he had “partied” the night before. He did not get home from the library until after 11pm.
The lesson here? It is important to be self-aware of how prejudices, though dormant, can cause even the most gen y friendly manager to react in a way that is unfair and inaccurate to the situation at hand.
Gen Y Stereotypes
Written by Buddy Hobart on July 28th, 2009
When we set out to write Gen Y Now part of our process was to conduct leadership seminars around the country for business leaders and their managers. As our folks talked to business people to attend the seminar, we heard some very similar and common responses. Much of what we heard could fall into the ‘and this too shall pass’ category. For the most part, in 2007, business leaders were not aware of the need to consider the differences and opportunities Gen Y employees present. I don’t think that is the issue today.
It is hard to pick up a national or local publication and NOT see an article about Gen Y. Business magazines, employment papers, marketing gurus and just about everyone else is now at least TALKING about the differences. There seems to be a greater awareness to the issue today than when we first started to write the book. However, I have some serious concerns about how that awareness has been gained and how many publications are presenting Gen Y.
Over the past 3 months I have seen literally dozens of negative articles and cartoons exploiting the prejudices of Baby Boomers and Gen X toward Gen Y. This negative positioning is not helpful to business leaders as they try to create their strategies for growth and recovery. Gen Y will be a critical part of the recovery, and having a negative view of what they bring to the work world will not speed up the process of creating a useful solution.
As an example of how the negative stereo types are presented, a recent national weekly magazine ran a story of Gen Y and focused on their sense of entitlement and “self indulgence”. The article talked about a generation that has had $100,000 sweet 16 parties. There was also a photo of some “20-somethings” having fun at a nightclub. The photo was designed to drive home the point that this cohort is out of control.
In the following days after seeing the article I had an opportunity to talk to several business forums across the country and conducted an informal survey. I asked “has anyone here held or attended a $100,000 sweet 16 party”. Not only was the answer no across the board, the rooms (mostly made up of successful baby boomer business people), laughed at the idea. My point here is this….I am sure SOMEONE has held six figure parties for their children, but it is not the norm. (In fact, who is to say the 16 year old recipient of the party even wanted it!) I am concerned these rare examples are being presented as the norm and playing on our Baby Boomer prejudices.
On a final note, we need to also be careful of the images we are presented about Gen Y. The photo I referred to in the article did not show Gen Y in a good light. They were partying, holding drinks and “acting the fool”. A week after I saw the article a friend of mine held a 50th birthday party. For the most part the party was a “dry affair” and we were by no means intoxicated. The photos I received after the party made it look like we were out of control…having the nerve to laugh, joke and clown around with friends! The nerve of us old folks to have fun! Many of the photos could easily been taken out of context and presented in a negative light.
Business leaders need to guard against these stereo types and avoid having an entire generation of talent branded negatively.