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303-239-9999 --- - - - -- ----- --- ------ ------- ------- -------- - ----- -------- --- --- -------- ----- ------- ---- ---- --- --- - 2/10 Issue 97Rebooting Generation Why at 30: Leading Your New Leaders “Ready or not, here comes Generation Why. And they’re not politely knocking—they’re breaking down the door! They are entering the workforce—and society—with a whole new set of attitudes, values, and beliefs.” It’s hard to believe that it’s been a dozen years since I first wrote those words and coined the term Generation Why to describe the millions of post-Generation X’ers who were preparing to graduate from high school and make the transition to the workforce. As a motivational speaker for youth, I had first-hand knowledge of how this new cohort was challenging teachers and coaches, and I knew that employers had better brace themselves for the shock of their lives. Light the candles and cut the cake. The first wave of the generation that has forever changed the rules of the workplace has just turned 30. When the dialogue about this enigmatic cohort began in ’98, the oldest were teenagers. Today, approximately one third of the members of our workforce are Generation Why. If you’re into statistical demography, Gen Why (or Gen Y) was born between 1980 and 1994 and, at 70 million strong, is only slightly outnumbered by the Baby Boom generation. Being hard to define and even more difficult to understand, they’ve picked up a lot of other monikers over the years, such as Echo Boomers, Generation Next, the iGeneration, Millennials, the Net Generation and the Trophy Generation, just to name a few. While there is no shortage of nicknames for them—and there are now more than 100 books on this topic—almost every description includes the three common adjectives I used when I first began speaking and writing about them before Y2K. Now that these kids are no longer kids and are poised to grab the management reins for themselves, let’s shine the light on those three common adjectives in an attempt to answer the question, ‘Are they ready to lead?’ However, their digital dexterity and innate ability to multitask has led to a declining attention span and the need for ongoing stimulation. They are used to hiding behind the technology and are unskilled when it comes to face-to-face communication. While they will have success in managing other digital thinkers, they will struggle when managing those that require hand-holding, written communication, deductive reasoning, and motivational pep talks. And their ability to resolve conflict without creating chaos is a skill that will have to be developed on-the-job. Action – Invest in developing their soft skills through instructor-led courses, like Dale Carnegie, Toastmasters, and leadership workshops in trade associations. Spend quality face time with the people you’re grooming for management. 2. Entitled – The first wave of Gen Whys felt like they would always call the shots. After all, when they were teens looking for a job, the landscape was dotted with ‘help wanted’ signs and they could pick-and-choose. In the job interview, they were the ones who asked the questions and made demands as their employers were desperate for anyone who would take the job and fill a hole in the schedule. No wonder they felt entitled to higher wages, perks, flex scheduling, and diva-treatment. Now they have first-hand experience with a serious global financial crisis and they’ve discovered that jobs—even the ‘crappy ones’—don’t grow on trees. While this has taken a toll on their pocketbook and their self-esteem, it’s been extremely important on the developmental psyche of Gen Whys in the workplace. They’ve had to work harder for less, put up with demanding bosses and customers, and listen to their friends who need jobs asking them to ‘put in a good word for me’. Although Gen Whys are a long way from shedding the entitlement label, many of them now see that it’s not natural to separate effort from reward, and that hard work and self-sacrifice is the surest way to the top. This will make them better producers and better leaders. Action – Don’t give a raise or a promotion to anyone without acknowledging the hard work and sacrifice of the recipient and sharing that story with everyone on your team. 3. Expressive - According to the Journal of the American Academy of Dermatology, 48% of all Gen Whys—almost half—have either a tattoo or a body piercing that is not in their earlobe. Translation? They’re not like you, they don’t want to look like you, and they crave attention. Twelve years ago, MySpace, Facebook and Twitter didn’t exist. Today, they are as mainstream as the ironing board, and the force that propelled each came from the first wave of the Whys. With the advent of social networking, Gen Whys are comfortable living their lives in the public domain. YouTube has more viewers than the three television networks combined and has enabled them to create their own celebrities—and be a celebrity for 15 minutes of fame. The overwhelming desire Generation Why has for being recognized as individuals, acknowledged for their contributions, and rewarded for their successes is not going to go away with age. As you interact with this emerging management base, you’re going to have continually strive to keep them engaged and motivated, or you’ll lose them and, quite possibly, the people who report to them. Action - Keep a written tally of the Gen Why’s you lead and track how often you recognize them and for what behaviors. This will prompt you to provide the positive feedback they crave. Summary - It’s important to remember that generational labels are no more scientific than astrological ones. You cannot accurately portray the personality, character, or abilities of any one individual by the year they were born anymore than you can by their hair color or shoe size. Generational studies simply provide an opportunity to view a particular age group’s shared historical perspective and examine how significant events may have shaped their worldview and their attitudes towards work, family, school, relationships, etc. However, it’s difficult to argue the three adjectives used above to describe members of Generation Why. And with the success of your organization resting in their hands, it’s time to recognize their strengths and weaknesses for what they are, accept them for who they are, and provide the leadership that will enable and inspire them to be all they can be.
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Celebrate Gen Why at 30 by taking
 (You pay only 30% of the retail price!) Comprehensive 8 Module DVD-based Training System Employing Generation Why eBook More Than 50 Great Interview Questions Go to http://www.generationwhy.com/store What Eric Wrote in 1998 about Gen Why
Whys Website of the Month The A Game – Thanks to our loyal Whys News Subscribers, we’ve had an incredible product launch with our work ethic training and certification program. A growing list of employers are using the A Game as the first step in training new hires and recognizing the credential, and schools, workforce centers, and career centers are gearing up to teach the curriculum and certify students as ‘work ready’. Blogs Worth Reading and Subscribing To: Whys Blog - Eric's commentary on Gen Why Whys Cracks CLASH OF THE GENERATIONS - "She came at my client with the stiletto (heeled shoe) and my client acted accordingly," says attorney Tom DiCaudo. His client, Chetania Davis, 22, a stripper in Akron, Ohio, had a dispute with a new dancer. Davis was allegedly upset with the new dancer, Jo Nolan, 52, who had started work at the club that day, because Davis thought she'd lure regular customers away from her. After angry words, Nolan allegedly came at Davis wielding her shoe, and Davis, who was eight months pregnant, grabbed the shoe and whacked Nolan over the head with it. Nolan suffered lacerations that took seven surgical staples to close. Assistant Prosecutor Norman Schroth called it a "he said, she said" case, and offered Davis a plea bargain: one year of probation. She accepted to "put all of this behind her," DiCaudo said. (Akron Beacon Journal) Yeah, it’s always a struggle for a ‘gentleman’ to find the right ‘lady’ in such a classy environment. Resources:
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