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Intelligent Life Among Gen Y – Part 1

November 5, 2009 By 1 Comment

I have been on Twitter for six months. During that time I have connected with a community of some pretty amazing people and participated in the online public discourse that those I follow and who follow me encourage. There is a reasonable chance that I may have met some of these people eventually in this life or in my next reincarnation. However, Twitter accelerated that process. And yes, I have been spammed a number of times as well, but the latest version of Twitter makes it easier to report those rascals.

One of the people that I have had the privilege of meeting in the Twitterverse is a 24 year old named Matt Cheuvront (Twitter name @mattChevy).  As I have written in other posts, I see great hope in the Millennial or Gen Y generation and want to do what I can to help them make a difference. One of the questions that I often ask  is what will the leaders who emerge from this generation look like. I don’t know what Matt will be doing twenty years from now. However, he has already given us some clues about what leadership might mean to his generation.

Here is a brief autobiography taken from his blog Life Without Pants:

Twenty-three years old [he just turned 24 on 10/31/09], newly engaged, and in my new home of Chicago, Illinois.  I’m passionate about relationship marketing and social entrepreneurship, forging connections and encouraging interactivity amongst people in every way possible. Striving for the added bottom line of giving back to others. We’re put on this earth to ask questions, to challenge one another, to inspire one other to be great. That’s where I come in. I’m an agent who inspires greatness – living life by the moments, without really knowing what tomorrow may bring.

In my work with successful leaders from all walks of life and generations, one of the key characteristics seems be that they have a sense of their personal power that comes not from the position that they hold, but instead from their credibility, competence, likeability, and networks.

Let’s look at these sources of personal power in reverse order. Not only does @mattChevy have a huge online network, he nurtures it, invests in it, and values it. Whenever someone comments on his blog, he acknowledges it. ( I don’t think this guy ever sleeps! Come to think of it, neither did I at 24!) Likeability is present when we find ourselves saying, “I really would like to work with this person”. I get the impression that there are many who would rate Matt high on likeability. When it comes to social media marketing and how to enage others in the public discourse about important issues, he knows his stuff.  What enhances his competence though, is that he is always asking others for their insights and continues to learn. Finally, credibility is about doing-what-you-say-you-will-do.  In his bio, Matt writes:

I’m passionate about relationship marketing and social entrepreneurship, forging connections and encouraging interactivity amongst people in every way possible. Striving for the added bottom line of giving back to others. We’re put on this earth to ask questions, to challenge one another, to inspire one other to be great.

If you spend some time reading his blog and following his tweets, @mattChevy does exactly what he says he will do.  As an example, yesterday he posted an article on his blog titled Why I Won’t be Moving to Maine Anytime Soon. This post is his personal reflection about Maine voting down a same sex marriage law.  What is noteworthy about this example is that he speaks from the heart with great courage and encourages a dialogue by specifically wanting to hear alternative points of view. At the time of this writing he has received 92 comments – and counting. If you take time to read the thread you will see an amazing sense of community and commentary.

In the spirit of full disclosure, @mattChevy did not ask me to write this, and in fact, may be surprised to see it. I hope it is OK with him.  I wrote it for two reasons.  First, I think Matt is a real mensch – a great Yiddish word meaning someone to admire and emulate. Second, in too many contexts, the conversations about members of Gen Y is – well – not very flattering.  In every generation, there are people that we need to forget and those that we need to recognize and appreciate. My intent is to bring to light other emerging Gen Y leaders in this blog.  Matt Cheuvront is just the first.

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Comment on "Finally! The Facts About Gen Y At Work"

November 4, 2009 By 1 Comment

One of the frequent laments from those who comment on generational issues in the workplace is the absence of real data.  Many insights about the different generations – particularly about Gen Y – seem to come from anecdotal observations. While those viewpoints are a kind of data, having more objective information is always helpful.  So when Michelle Pinchev’s post entitled, “Finally! The Facts About Gen Y At Work” appeared on Brazen Careerist, I thought it would be worth reviewing.

Michelle, who is an e-Marketing Specialist for Career Edge Organization, describes the study this way:

…Career Edge Organization commissioned a survey with Angus-Reid Strategies. From September 2 to September 10, 2009 they surveyed 1000 Canadians who are Angus Reid Forum panelists, ages 18 to 29, online. The sample was designed to ensure an over-sample of visible minority groups within the Canadian population (made up of approximately 54% of all respondents), as well as Canadians with at least some experience with post-secondary education (made up of approximately 95% of all respondents).

The objectives were to better understand the aspirations and expectations of Gen Y, and to better understand what Gen Y can offer in the workplace.

Pinchev cites three major findings of the study:

  1. Gen Y values merit over tenure.
  2. Gen Y employees are loyal rather than job-hoppers.
  3. Work-Life Balance is the top long-term Gen Y goal.

Let’s look at this study and the key findings in more detail.

First, the study used a sample of 1000 Canadian Gen Y employees. I have worked extensively with both Canadian and US business organizations in my career. While there are similarities between organizational environments in each country, there are also differences. For example, there are differences in employment law as well as health care systems in each country. Therefore, generalizing the findings of this study needs to be done with great care.

Second, the major findings actually confirm the aspirations and expectations of Gen Y rather than provide either new or definitive insights for this group.

In valuing merit over tenure, the respondents are simply confirming that just “paying one’s dues” for a period of time is not acceptable. That Gen Y wants to be rewarded for performance rather than the amount of time they have been in a position is not new information and yet it remains one of the major deterrents to retaining this group of employees in organizations that fail to grasp this concept.

The finding that Gen Y rates work-life balance as a top goal also confirms the prevailing view of this generation. The value-added insight would be what work-life balance looks like to Gen Y as opposed to the Baby Boomers who still set most of the policies at major companies. For example, I remember when “business casual” became the prevailing dress code in US corporations.  One senior executive interpreted it to mean that he could now wear a bow-tie to work with his three piece suit while many others viewed it differently.

Finally, Pinchev claims that the finding that Gen Y is more loyal to employers is new data. If you read her explanation, it is really not. She states, “When treated loyally, Gen Y reciprocates”.  That’s the caveat that cannot be underestimated. When Gen Y employees are not valued, not rewarded, and do not have a chance to learn and grow, they will leave. A number have reported to me that they would rather leave and live with their parents rather than work for a bad employer. And there are many employers and bosses who fail to understand this dynamic.

All in all, I think this study adds value in confirming what is already known about Gen Y. Given that Gen Y is the pipeline for new leaders in organization, getting an understanding of how this generation views leadership and the how they will play that role in the future is an important next question.

DrJohnDrozdal

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What Does Fun at Work Look like?

August 23, 2009 By Leave a Comment

Eline Kullock brought Jason Young’s “Ten Key Gen Y Characteristics” to my attention.  One of the characteristics is “#6 – Enjoy absurdity and odd humor”.  Hmm.. No wonder I can relate to this generation.  I also recalled that Millennials also enjoy a fun work environment.

So here is my question for those Gen Y folks out there – actually two questions: What makes you laugh? What does a fun work environment  look like for you? I would love to hear your comments.  Thanks in advance

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Lessons From Living a Public Life

July 24, 2009 By Leave a Comment

Let me be clear.  I am not a celebrity. If I am famous – which is not for me to say – I am unaware of that fact. From time to time, I have received kind notes of gratitude for my work and that feedback is always great to get. However, I have always led a very public life.  Not because I purposely sought to do that; it just seemed to turn out that way.

In the village where I grew up in NJ, I participated in a lot of activities that kept that public side in view including baseball, theater, music, public speaking, and elected office in school. So people knew who I was even though I did not know them. In my current life, I have been working with one client for pretty much my entire freelancing career.  During that time I have met well over a thousand people in just this one company. A very common occurrence is that someone will say, “Oh, I saw you at the grocery store or in the hall or at such and such a play last week.” When I hear comments like that it makes me realize two things: Others are observing me without my seeing them; and I better pay attention to my behavior because others are!

Last week I was in the left-hand turn lane waiting for the oncoming traffic to pass so I could enter the parking lot of my favorite coffee shop for a caffeine fix before my next meeting. There was a driver behind me honking to seemingly get me to turn into the traffic.  I am wondering “who is this person?” as I looked in my rear view mirror.  Fortunately, I remained calm. I turned into the parking lot, and noticed the other vehicle following me. We both parked and out pops a client with who I am currently working, who was just excited to see we went to the same coffee shop and was only trying to greet me! Had my behavior been different, I could have really blown it.

The point of this blog entry is this.  I have learned a lot of lessons in my life. Some of the learning has even been painful; fortunately, most has not.  I wanted to share this lesson especially with Millennials.  More and more people – particularly Gen Y – have a more public persona online than ever before .  Between blogs, Twitter, FaceBook, and LinkedIn  we are all more “public” than we know.  And I am stunned by how much some people reveal about themselves.  As an example, one of my favorite blogs, http://www.askamanager.com had a post about a resume that listed that person’s personal blog on a behavior best left to the privacy of ones own home. Now most of you who know me well recall that I make it a point to be as nonjudgmental as possible in all of my interactions with others. So what people choose to reveal about themselves – particularly online – is up to them.  I would just encourage everyone to think about the future consequences of revealing that personal tidbit.  People – some of whom you will never know – will notice.

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Documentary Film: "Our Time" – A Review

June 24, 2009 By Leave a Comment

Last weekend was the Fourth Annual Solstice Film Festival in Minneapolis,MN. According to the organizers, “The Solstice Organization, over the past 4 years, has solidified itself as one of the premiere newcomers in the film industry.  Solstice Film Festival, has garnered a reputation of being one the best film festivals in the mid-west. The 2009 Solstice Film Festival once again boasts an award-winning program featuring exclusive premieres, top-notch short galleries and thought provoking documentaries.”

Quite frankly, I was a bit disappointed. While the overall quality was generally good, with over 800 submissions, I expected more.

There were, however, a couple of blog-worthy entries: “Bicycle Dreams” which I will discuss on Working With Others; and “Our Time” which I’ll address here.

Directed by Matt Heineman and Matt Wiggins, Our Time originally premiered as The Young Americans Project. Here is the official synopsis:

What’s up with kids these days? After graduating from college, four friends load up an RV and embark on a journey across America to find out what their generation is really about. The group travels to all 48 continental states asking their peers the same questions they had been asking themselves. They explore issues such as race, the Internet, political awareness, the environment and pop culture. Along the road the foursome meets a cross section of American society, ranging from a farmer in Kansas to a drug dealer in New Mexico, from a cancer researcher in Boston to the founder of Facebook in Silicon Valley. ‘The Young Americans Project’ is a passionate portrayal of a generation, a meditation on coming of age in 21st Century America, and a rallying cry against apathy.

I’ve had some first hand experience with documentary films and film makers. What you learn very early on is that you may start out wanting to make a film about “A” and you end up with something about “B”. And the best documentary films have a “cinema verite” quality about them where the film makers let the story come to them as it unfolds rather than trying to influence or shape it in a certain way. Eudora Welty’s approach of “listening for a story” works well here.

In the narration at the beginning of the film, you hear these words:

“Much of what is said about Generation Y comes from people who are not part of it… This generation is too big and too diverse to fit under one label”.

What strikes me about this documentary is that Heineman and Wiggins stuck to the premise that this generation is “too big and diverse” and they let the film show that. However, when I watched this film – and I hope everyone who has the opportunity will also see it – I found myself asking at least two questions.  First, what do each of the people featured really have in common with one another? For example, what does Facebook founder Mark Zuckerman have in common with Xavier Jirron from New Mexico?  And second, what are the similarities and differences between the coming of age of my Boomer Generation and that of Gen Y?

In considering the first question, what jumps out at me is the entrepreneurial aspect of the members of this generation.  In just about each of the examples you have people engaging life the best that they know how, meeting it on its own terms, and trying to make a difference by not plugging into a big corporation but by creating opportunity by seeing a need and addressing it. What you also see is a generation that is essentially asking the same existential questions about what is next – some more deeply than others.

In some ways answering the second question is actually easier.  When I was in college, my parents’ generation had about as many complimentary things to say about us as the older generations did about Gen Y in this film.  As we paraded around in our blue work shirts and red arm bands (OK-I was one of those people!) we were as much a puzzlement as the twenty-somethings are with their flip-flops, tattoos and cell-phones. And we both had an undercurrent of discontent about the establishment. Ours was about the Vietnam War and the military industrial complex. I see Gen Y as having more of a steady push for change or at least questioning just about every institution.  And I think that examination is not only a good thing, it is a necessary thing.

What I really appreciated about Our Time was that it was a film about Gen Y by Gen Y.  As someone who primary focus is helping members of each generation work and play well together, I am constantly in learning mode.  It was just nice to have a data point about the Millennials that was not another survey or book.  Hearing the voices of this generation has, if nothing else, increased my interest in not only wanting to understand them, but also wanting them to succeed.

If others have seen Our Time I’d love to hear your comments. Its next screening is during the ACEFEST on July 11, 2009 at 4:30PM at the Tribeca Cinemas, 54 Varick Street, NY, NY.

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Commentary on Two Posts on Brazen Careerist

June 9, 2009 By 1 Comment

Last week’s favorite posts on Brazen Careerist were “Generation Y is Annoying to Manage, But That’s a Good Thing” and “Why Generational Stereotypes are Important”. Regardless of your generational affliation, if you take time to read the posts and the comments, I think you will get a feel for the range of viewpoints that each engendered as well as a deeper insight into what’s important to Millennial generation employees.

I’d like to offer a few comments about each one.

First, in “Generation Y is Annoying to Manage…”, Ryan Healy’s main point is that Gen Y direct reports “are basically begging and pleading to be managed closely” and are seeking   managers who wants to manage.  The reality is that for many organizations,  managers learned how to manage by emulating previous managers they’ve had in their career. If they had a great manager, then they learned good management practices. If they had a bad manager… well, you know the story. And  managers tend to manage the way they want to be managed and use that approach as their primary style. Since your typical Boomer or Gen X employee didn’t want to be micro-managed, they are not likely to be comfortable with that style – and that is what they believe Gen Y seems to want. Let’s look at this situation a little more deeply.

All direct reports – regardless of generation or organizational level – want to know four things:

1.    What’s expected of me? (Goals, Behaviors)
2.    How am I doing? (Feedback)
3.    How are you going to provide me with work direction, in other words manage me?
4.    How will you help me develop?

Many managers will assume  the answer to those four questions for their employees is the same one as they would give.  The biggest challenge for these managers is to actually talk to their direct reports to find out what matters to them and that is the job of a manager – to get work done through others. So attention all managers; Ryan is giving you good data here.  However, let’s not assume that all Millennials would answer these four questions the same way.

And that brings me to the second post of note: “Why Generational  Stereotypes are Important”. In this post, author Desiree Kane offers a response to the comments from her previous post, Managing Generations Past. In that post she shares her insights as a Millennial manager of members of the Boomer and Gen X generations.  As the comments show, that post pushed a lot of hot buttons as did the follow-up one.

Students of generational differences come to appreciate that the major events and societal trends that occur during the formative years of members of a generation can  influence the central worldview of that generation quite deeply. For example, the invention of TV, the emergence of suburban living, and the Vietnam War are examples that impacted the lives of Boomers.  However, I think there is a difference between generalizations about members of a generation and its tendencies.  When we make generalizations about a generation we are painting that entire generation with a broad brush and assuming that every member of that generation acts a certain way.  When we speak in terms of tendencies it leaves open the possibility that not every member of that generation is exactly alike.  So I would rephrase the title of the second post to “Understanding Differences and Similarities Among Generations is Important.”

I also encourage everyone to check out Brazen Careerist.  To post on this blog, authors must be between the ages of 18-35.  So if you want to get first hand insights into the thoughts of that age group, check it out.

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"Every Little Step" – Not Every Millennial Gets The Part

May 26, 2009 By Leave a Comment

Last Saturday I took time out to see Every Little Step.  As noted on Yahoo:

“Explores the journey of A Chorus Line from its initial idea to its current Broadway revival and goes behind the scenes with exclusive interviews and footage of the revival’s audition process, revealing the dramatic journey of the performers.”

First of all, run don’t walk to a theater near you to see this documentary.  The film has a lot to say about the creative process. However, what I want to address here is the competitive nature of the audition process.

In thinking about this post I came across a blog titled, Gen Y Driven by Affirmation.  Alyssa Carter talks about everyone getting a trophy or an award.  Contrast that reality with the audition process for the current remake of A Chorus Line.  According to the documentary, there were over 3000 people auditioning for thirteen primary roles in this production.  In contrast the typical Ivy League School gets about 20,000 applications and makes about 2000 admission offers.

So how does the Millennial prepare himself or herself for such an audition process when the conventional view of this generation is one of entitlement and neediness?

Here is my hypothesis.  For the Millennials who show up for an audition like the one for the casting of A Chorus Line, it is not their first rodeo.  These twenty-somethings are a product of schools like Fiorello H. LaGuardia High School of Music, Art & Performing Arts (formerly The NYC School for Performing Arts made famous in the movie Fame). Getting into such places is an audition.  So when most Millennials show up for an audition for a Broadway Show, they know that most will not get the “trophy”.

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What is the Best Name for Members of This Generation?

May 18, 2009 By 1 Comment

What I have noticed is that researchers, the media, and people in general refer to the generation whose first members were born around 1980 (plus or minus a year) as Gen Y, Millennials, Twentysomethings, Nexters, and other names that are best unmentioned.  So which one is correct?

I use the moniker “twentysomethings” on this blog.  However, the members of this generation won’t always be twentysomethings.  So while that title works today, we may need a more permanent one.

I would rule out “Nexters” because like twentysomethings it will not endure.  It will only work until the “next” “nexters” come along.  The folks over at Generational Differences Consulting vote for “Millennials” as the name of choice.  In fact, on Twitter.com today, they state that they are on a mission “to get unknowing people to stop using Gen Y for Millennials”.  They claim that this new generation is not a repeat of Gen X.  Instead they are truly unique.  I tend to agree that Millennials – because the first members of this generation came of age at the time of the new millennium – is a good choice for an enduring title.

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The Diversity Tension of Generational Issues

May 12, 2009 By Leave a Comment

On Working With Others, I recently introduced style and education as dimensions of diversity.  In this blog, I look at generational differences as an increasingly important area of diversity tension.

One of the seminal works in the area of generational issues in the workplace is the book by Lynne Lancaster and David Stillman titled When Generations Collide: Who they are; why they clash, how to solve the generational puzzle at work.  When this book appeared in 2002, it made a huge contribution in introducing this new area of diversity tension and clearly identified who the four generations in the workplace were, the major events that shaped each one, why there is tension among them, and some practical solutions for helping the members of these generations work effectively together. All in all it is a well-thought out and hopeful book.

One of the observations that social scientists have made is that the language we use creates a social reality.  By introducing the term “ClashPoint” into the organizational vocabulary, this book defined a reality in which the generational collisions seemed inevitable. I would suggest that another way of viewing a ClashPoint is in the context of a diversity conversation that goes like this. If we see diversity as any dimension that defines groups or individuals, generational differences certainly are one dimension. And when the dynamics of those differences impact a situation we have what is called diversity tension.  It is important to recognize that diversity tension is a normal occurrence in organizational life and acknowledging it when it is present is the first step in resolving that tension.

When we delve deeper into what contributes to diversity tension – particularly in the domain of generational differences – we usually find that an insistence on traditions, preferences, and conveniences rather than actual job requirements is at the root of the tension.  Traditions refer to the way things have always been (e.g., we do performance reviews once a year). Preferences are the way we like things to be (e.g., I like people to wear real shoes rather than flip flops). Conveniences refer to the way it is easier (for me) to do things (e.g., it is easier to give you feedback once a year then every time I see you). In contrast, requirements are the things that are essential to getting the job done.

Let me illustrate the diversity tension around generational differences by relating a personal experience from my internship at a Philadelphia Bank during the summer before my senior year at Princeton.

Suits, starched shirts, and ties were required attire for all male office employees. Business casual was not even on the radar screen at this time. On the second day of my internship, I arrived wearing a blue dress shirt.  Even though it was freshly starched, I received a note that I needed to see the Senior Vice President of my department immediately.  As soon as I entered his office, the lecture began.  “As long as this bank has been in existence, only WHITE dress shirts are appropriate (a tradition). And I like it that way (preference). And furthermore, when a man wears a white shirt, it is easier to dress in the morning because every tie in the closet works (convenience).” Not one of the reasons he gave for wearing a white shirt was essential for me to complete my job successfully (a requirement).

So when a Millennial gets the same kind of lecture about flip flops, tattoos, etc., is it really about the job requirements, or is it about traditions, preferences, or conveniences?  The same holds for when a boss rebuffs a Gen Y’s request for more frequent feedback because it is less convenient for the boss than just providing it at performance appraisal time.  Any thoughts?

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Point and Counterpoint About Millennials

May 10, 2009 By Leave a Comment

I happened to catch this segment on Book TV and think it is still relevant to introduce now.  This clip is a discussion between authors Mark Bauerlein (The Dumbest Generation) and Neil Howe (Millennials Rising: The next Great Generation) that took place at the American Enterprise Institute on September 20, 2008.  As you can tell from the two titles, the authors have diametrically opposed views of Gen Y.  I’m interested in hearing others’ points of view on this point and counterpoint discussion before I weigh in.  The segment is 90 minutes long.  However, I think you will find it provocative.

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