Working With Others

This is a guest post from Matt Cheuvront and is part of the Guest Blog Grand Tour over at Life Without Pants. Want to learn more about Matt Cheuvront & see how far the rabbit hole goes? Subscribe to the Life Without Pants RSS feed & follow him on Twitter to keep in touch!

Greetings from an over-entitled, conceited, Generation Y know-it-all! Nice to meet you , I’m the twenty-four year old guy on your team that Bossman just brought on board and you’re not quite sure how to work with¦

I get it , I understand that Generation Y gets a bad rep. We’re not willing to settle , we are habitual askers of “why” and we always want our work to have meaning , and yes, sometimes we think we’re smarter than you and don’t give you enough credit where credit is due. But hey, maybe we deserve a little respect as well.

Inter-office politics are never fun , I’ve seen my fair share of drama and gossip in the workplace, even in my short term in the “career world”. It can get ugly, even uglier when you don’t take time to understand what your team wants and needs, and how to best get everyone working on the same bandwagon together.

For what it’s worth , I’m here to help , I’m here to tell you that all youngin’s like me aren’t that bad , that we can bring a lot to the table , but we want you to bring just as much. Here are three MAJOR points to focus on when working with the Generation Y community.

Stop stifling our creativity

Four words: Micromanagement sucks, encourage innovation. People my age want meaningful work , we want something we can invest our all into. The minute you start breathing down our neck , the minute your stop trusting us to do good work , is the minute that trust is breached and the creative juices come to a screeching halt. This isn’t so much a Generation Y thing as it is an “everyone” thing. When you hire someone , you hire someone assuming you can trust them to do their job, right? So what’s the point in hand-holding and micromanaging every step of the way? Loosen the reigns a bit and, until you have to, give your team some freedom to think creatively, set goals, and meet them on their own.

We want to learn from you

We’re young, we’re brash, and we think we know everything. Well heads up , we don’t. Not at all. And to top it all off , we actually want to learn from you. Generation Y (speaking collectively here) is hungry for knowledge , we read , we blog , we network with others, and for what? To learn – challenging ourselves to try new things and think in new ways. So when you bring us on board, you’ve got to be willing to help us learn. Not only will it help someone like me mature and grow into the role , it will help you by developing your team , setting them up for long term success. Don’t shrug us off as know-it-alls, be open to helping your younger team members learn and grow.

We’re the same as you

Really , I get tired of hearing that Generation Y is so different , that we are the ones who want meaningful work, wanting to be trusted and craving freedom. Come on…that isn’t Generation Y, that’s everyone. This post isn’t even about Gen Y (are you starting to get it now?) , it’s about effectively running any business with any demographic. The number one way to build a successful business is to establish outstanding relationships , both internally and with your clients/customers. And every relationship starts with trust. You trust me , I trust you , and we all live happily ever after.

What thoughts do you have about Generation Y in the workplace? Do you have any examples from experience?

“For over 90 years, The Conference Board has created and disseminated knowledge about management and the marketplace to help businesses strengthen their performance and better serve society. The Conference Board operates as a global independent membership organization working in the public interest. It publishes information and analysis, makes economics-based forecasts and assesses trends, and facilitates learning by creating dynamic communities of interest that bring together senior executives from around the world.” (From Conference Board Website)

On Tuesday January 5, 2010, The Conference Board released the results of a survey that indicated the lowest level of job satisfaction among American Workers in the last 22 years. Survey results showed that only 45% of Americans are satisfied with their work. What is even more significant is that 64% of workers under age 25 are unhappy in their jobs. In some workplaces, it is challenging to work and play well with others on a good day; it is particularly difficult to do so when you hate your job.

The last time job satisfaction was this low was back in the late 1980’s when most American workers were experiencing the results of the Reagan Administration’s “trickle-down economics”. And on October 19, 1987 (Black Monday), the Dow Jones Industrial Average dropped 508 points or 22.61% in ONE day. It was also a period that saw the beginnings of process re-engineering in which American Corporations began to systematically eliminate something called “non-value-added jobs”. The pessimism that stemmed from both events certainly took its toll on job satisfaction.

One of the conclusions of the current study is that this level of job dissatisfaction it could stifle innovation and hurt American industry’s competitiveness and productivity. And it may lead to older workers being less likely to share their knowledge and experience with younger ones. I find this last statement to be the most disturbing.

Jason Dorsey, the self-proclaimed “Gen Y Guy” talks about the fact that Gen Y does not want the Baby Boomers to retire because they know things Gen Y does not – like long division and state capitals! Now Jason’s talks are very entertaining and everyone usually has a good laugh. However, the reality is that Boomers do know things that Gen Y does not that directly impact the sustainability of American business organizations. If that knowledge transfer between the older and younger workers does not occur, it will be difficult for companies to continue to move forward. Yes, Gen Y workers seek the opportunity to “show what they can do”, however, if they lack an understanding of the context of how a company works and the rationale for why things have occurred in the past, they may truly be “rebels without a cause”.

My friends and colleagues Tom Mungavan and Carol Keers from ChangeMasters wrote a book titled, “Seeing Yourself as Others Do – Authentic Executive Presence at Any Stage of Your Career”. The self-awareness of how we impact others is one of the cornerstones of building effective work relationships and influencing others

On December 29, 2009, Alexandra Levit posted a video on Brazen Careerist in which Jason Dorsey shares his thoughts on how managers can engage new Gen Y employees on their first day at work. Known as the “Gen Y Guy”, Jason is a frequent speaker and corporate consultant who helps organizations engage and retain members of the Millennial generation.

Usually, the featured posts get a number of comments. To date, this particular post received only one – mine – in which I wrote that I thought Jason’s three ideas were great and that I could make the case that these tips apply to any new employee regardless of the generation – they are simply good on-boarding practices.

I am interested in others’ reaction to this short clip. I particularly would like to know from members of Gen Y if Jason speaks for you – do these three things matter to you on your first day at work. And from those Gen X and Baby Boomer bosses to whom Jason seems to be speaking, I am eager to hear your reactions. So what are your comments?

Today would have been my mother’s 91st birthday – she died ten years ago on December 12, 1999.
In the ten years since her passing, I have thought about her often – even more so in recent days.  I remember the stories she told me about growing up in southern New Jersey just across the Delaware River from Philadelphia as a middle child of Polish immigrant parents. She came of age in the heart of the Great Depression and married my father two months after the Nazis invaded Poland to mark the start of World War II in 1939. And having grown up in a neighborhood of boys, she could hit the hell out of a baseball. I still have a mixture of pride and embarrassment when I think about the summer evening she was playing ball in our back yard with the neighborhood kids and hit a line drive directly into the neighbor’s kitchen window!

I’ve blogged in the past about what I’ve learned from my father about working and playing well with others. I just wanted to share a key lesson from my mother that contributed greatly to my almost twenty year run as a freelance consultant/writer.
I was probably about eight years old.  It was summertime and I was playing Little league baseball. I guess I inherited my mother’s prowess with a bat because I was a pretty comfortable as a hitter right from the start.  And this particular evening I had four base hits and was touting my exploits to the neighbors. My mother overheard my bragging, dragged me into the house, and firmly explained that “tooting your own horn” was not only inappropriate, it could come back to embarrass you.  Her belief was that it is much better to let others talk about your accomplishments rather than doing it yourself.

Today people often ask me if I am an expert in whatever. Having had my mother’s good counsel, I will respond by saying something like, “Well, I do work in that area, however, it is really not for me to say if I’m an expert; that’s for others to say.”

As I look at some blogs, resumes, Facebook pages, and other venues, I wonder how my mother would react today to some of the claims people are making and what they are saying about themselves.

I’m interested in hearing from everyone – particularly Millennials and Gen X readers – regarding the relevance of my mother’s advice in this new age of social media marketing. Thanks!

Happy Birthday, Mom!

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.

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

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.

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.

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?

My friend Laura is a public health nursing supervisor.  She knows that I do cross-generational work and recently shared this experience with me.

Mary is a twenty-something on Laura’s staff that is in her first professional job out of school.  At Mary’s annual review, Laura did what every good manager does, she asked Mary for her input on how Laura could me more effective in providing work direction or if there is anything in the way they work that could be done differently.  Mary told Laura that she thought she was a great boss and then ask why they had to follow a certain process for client visits because she thought there might be a better way.  Now, Laura could have given, the “that’s the way we’ve always done it” response and moved on.  Instead, she asked Mary, “What ideas do you have about how things could be done differently?” Mary then outlined a well-thought out recommendation for the process with great reasons.  Laura told me that her first reaction was “that’s a great idea” and she asked Mary to write up her recommendation so that Laura could get the necessary approvals for change (they do live in a hierarchical organization afterall).  Mary completed the written recommendation in a nanosecond, and Laura got the approvals very quickly.  This new practice made the operation a whole lot more efficient and effective and had other staff saying, “Why didn’t we do this sooner?’

Here is the lesson.  One of the many gifts that the Millennial Generation brings to the workplace are fresh eyes, an enthusiasm to contribute immediately, and the ability to see solutions that simplify the way things are done. When a baby boomer manager dismisses a suggestion of a Gen Y employee because they are too young or new or whatever, they leave that young employee with the feeling that they can’t make a difference where they are and increase the likelihood that person will be texting their network to find another job. In contrast, Laura’s response really helped Mary feel included and the fact that many loved the suggestion increased Mary’s credibility with everyone. And … because the manager has such a strong impact on job satisfaction, Mary is probably texting her friends about what a great place to work she has. This is a win-win for everyone!