Next Generation Next Destination

GENERATIONAL LOOK AT THE CAREER NARRATIVE

Welcome to *Next Generation, Next Destination* Practice Development Counsel’s associate, Robin Ganek, who has provided this post from her Gen Y/Millennial view.

My organization said goodbye to around 15 administrative employees at the end of 2011 at a modest bon voyage ceremony with cake and a champagne toast.  The conference room buzzed with recounted memories and eagerness for sugar, until a tapped plastic cup hushed the room. The tribute was short but heartfelt, and it highlighted the contributions that this group had made throughout their time – an impressive average tenure of 20 years.  One had been with us for over 40 years, witnessing 8 different U.S. presidents in office throughout her career.

It was hard not to pause.  In just three months, I would celebrate my own milestone of four-years, the longest I have ever worked in one place.  Those four years went by quickly, but could I see spending another 16, or even 36?

It’s easy to see that the average time spent in a position is going down. Traditionalists and Baby Boomers may have expected to spend their career working at one organization, but Millennials like myself, and members of Generation X do not.  And while this dichotomy has some common and recognized consequences in the relationships between “resident” employees and more “transitive” ones, it also has ramifications for companies hoping to attract Generation Y into their ranks. One such ramification is a new emphasis on reputation.

One might expect that an employee who spends a relatively short period of time at an organization might not be as interested in that organization’s reputation, both as an employer and in their industry. Interestingly, we often see the opposite.  For Millenials, the mission, social responsibility, business standing and priorities - all elements of an organization’s reputation - are as important attributes of an employer.

The reason for this lies in storytelling. For Traditionalists or Baby Boomers who are defining their career and themselves in a single position, their work tells their story linearly, from their first project to their last, from their apprenticeship to their leadership. In 10 years, or 20, or 30 at an organization, your work literally speaks for itself—it defines who you are and what you do. For a member of Generation X or Y, the story contains flashbacks, jump cuts, side stories, and tangents.  Generations X and Y need to tell their own narrative, and that demands continuity from another source: a purpose, a goal.  The reputation of each organization on a Millennial’s resume speaks to this narrative.

When Millennials leave, they are not expecting a speech with a champagne toast and cake, but they are expecting to take with them the qualities that define that organization and to wear them proudly as they enter their next job.

 

 

 

MANAGING EXPECTATIONS FOR GEN Y AND THE REST OF US

“How we manage expectations is critical to how we pursue our goals,” wrote Alina Tugend in her New York Times column Shortcuts (1/14/12) as she searches for guidance for managing expectations on health and all things in work and life large and small. In these times of a challenging job market and financial future, the psychology of expectations is a significant influence factor in degree of happiness and satisfaction.

Citing brain research, Tugend reports that “negative feelings are much stronger than the good feelings we get when expectations are exceeded.” Further, our brain sends out messages of danger or threat when we don’t meet our expectations.

Several studies about students have found that the best way to motivate them is to set high expectations and let students think they can stretch their capabilities to reach them, even if they have not been high achievers previously. We should want to maintain these high expectations of achievement in the work world.

Tugend concludes there is no “template” to manage expectations in all situations. “It seems as if it is best to have low expectations if things are out of our control, realistic expectations for things we can control to some degree and high expectations of ourselves,” she said. She favors Mary Grogan’s view on Mindfood.com: “It is having flexibility in our expectations and being willing to change track without self-blame that has been shown to increase well-being.”

So how do we translate this for new entries into the workplace and their managers, whichever side we are on?

• When setting high expectations, foster a culture absent fear that not achieving the expectations will result in significant punishment or perceived failure if uncontrollable factors come into play. Many Gen Y/Millennials have had (and still expect) help from parents, teachers, tutors, mentors and fear failure in their eyes, so they thrive better in a supportive culture.
• Be clear and repeat expectations so they are known and not misconstrued.
• Don’t habitually set expectations and goals artificially low in order to appear to over-deliver or your capabilities are apt to be questioned.
• Don’t over-promise to please in the immediate and set yourself up for failure ultimately, which will also hinder your team or project.

Managing expectations is a delicate balance and a considered calculation is needed for each situation.

Phyllis Weiss Haserot   www.pdcounsel.com

 

 

CROSS-GENERATIONAL CONVERSATION WITH THE ELEPHANTS IN THE ROOM

A few days ago I was thinking about stories to tell at a conference where our panel is discussing the issues and solutions at the intersection of generations and gender. Most of the attendees are women partners in law firms or senior in-house counsel.. My perspective is not as a player in the midst of management and internal politics of the issues, but as a problem-solver seeing the bigger issues 

Immediately coming to mind was another conference months off at which I was asked to moderate a panel on relationship skills relating to the value equation of inside/outside counsel collaborations. Interestingly, surprising to me, the panel selected by the organizers is all women as are almost all the speakers besides the male conference co-chair.

Next racing through my mind my mind was a fundraising message I had received again this morning from a not-for-profit organization with a mission to enhance the lives, personally and professionally, of women over age 50, which restricts membership to that demographic.

What these three events have in common as I see it is that the focus, intentionally or not, will turn out to be Boomer and older half of Gen X cohort women talking primarily to themselves, preaching to the choir.

I’ve pointed out in each case the need to have all the stakeholders in the room, all with a voice, and all talking freely with each other. Where are the male leaders with the clout to lead change? Where are the younger people who need to be engaged, not only for their career development, but also to sustain the success of organizations? Are the more senior women, many of whom consider themselves a minority demographic – as they are in leadership roles – making assumptions without inviting the voice of others whose support they are only likely to have when the conversation feels comfortable for all genders and generations and other aspects of diversity, including diversity of thought?

I truly believe we need cross-generational conversation and cross-gender, cross-race and other diverse elements as the beginning of the solutions to many problems and to sustainable success for our businesses and our institutions.

Phyllis Weiss Haserot      www.pdcounsel.com

 

 

 

FREEDMAN’S “THE BIG SHIFT”: MORE THAN BOOMER REINVENTION FANTASY

Marc Freedman, founder of Civic Ventures’ most recent book, “The Big Shift: Navigating the New Stage Beyond Midlife,” deals with the newly defined phase of life between midlife and old age. He calls it the encore phase, rejecting “young old” and “working retired” labels as unsatisfactory and inaccurate.

My side note: Interestingly, another phase of life has been identified in relatively recent years as well between adolescence and adulthood, but it is not referred to in the book. It is known either as emerging adulthood or enduring adolescence. I mention it because together the two phases illustrate how the lifecycle is stretching out not only in years, but also diversifying, presenting complexities, challenges and opportunities we all need to understand. The big shift is even shiftier than Marc Freedman contemplates.

But back to his focus on the post-midlife shift. Freedman does an excellent job of describing the oxymoronic nature of this stage in great detail: “A World Out of Whack,” as one of the chapters is titled…”individuals are thrown into an identity chasm”… “myth of Boomer reinvention.”  Freedman sees the “reinvention fantasy” as part of the problem. He sees the “obsolescence of much of what’s accepted as hard reality by many economists and demographers of today.”

Currently, social entrepreneur Freedman says,” the transition from midlife to this new encore stage is a do-it-yourself project with little guidance, few role models, and scarce resources.” Imagine the windfall of talent that could result, he says, helping carry us toward a new generation of solutions for growing problems in areas like education, the environment and health care.

Freedman advocates for a new map of life and how to navigate it. Boomers will not deal with their 60s and 70s as generations before, both given their fitness and their mindsets. He is optimistic that this encore stage can be characterized by “purpose, contribution, and commitment, particularly to the well being of future generations.” (I am sure the skeptical Gen Xers and Yers will be glad to see that happen.)

Freedman lays out 10 possibilities for translating opportunity to large-scale fruition. The missing piece is where the funding and institutional fortitude to make it a reality will come from. He is hoping his imaginative and inspirational ideas will attract the attention and resources.

Marc Freedman is not only an important and articulate voice, he is a doer. And with a fortunate alignment of the stars and a great deal of effort, it might happen.

Phyllis Weiss Haserot       www.pdcounsel.com

 

 

TRANSITIONING TO TEACHING OVERSEAS

A significant number of Boomers thinking about transitioning their careers think about teaching. There is a new opportunity for experienced Americans interested in teaching overseas which I was recently made aware of. The majority of applicants for this specific program are 50 or 60 or older.

The “Teacher Ambassador Program” (TAP) will train Americans for English-speaking positions at magnet high schools in 13 Chinese cities. They say it will differ from other programs by training participants in how to:

• Appropriately incorporate American styles of teaching (project-based learning, dialogue, critical thinking, etc.); and
• Identify and pursue culturally appropriate community service opportunities in and out of the classroom.

TAP is run by United World College-USA (and the Ameson Foundation, a charitable organization in NY that focuses on cultural and education exchanges in China.

China is hungry right now for American teachers (for various subjects, many of which are AP), and some of their best current teachers (in public schools) are in their 60s. (See great story example below.

Allen Glick, 65, English teacher in Suzhou said: “My wife and I are comfortably ensconced in Suzhou, which is a charming and laid back city,” Allen continued. “Living in China has been like a second honeymoon.” Allen also has been pleasantly surprised by his students, who he calls “utterly respectful. I seem to hold an honored position among them. Many of my teaching colleagues in the States would stand in line for days to have students like mine.”

 

 

ARE BOOMERS TAKING AWAY NEXT GENERATIONS’ JOBS BY NOT RETIRING?

By not retiring on the schedule expected, what affect are Boomers having on the younger generations’ careers? I wrote about this issue at the request of Aging Today, a magazine (March/April 2011) of the American Society on Aging.  Here’s my briefer answer.

In a thriving economy, this question would not even be asked. We’d be challenged by what was expected before the severe recession in 2008 – a labor and talent shortage. Forecasts said that the retiring Boomers couldn’t be replaced with the much smaller Gen X cohort – even with the ambitious Gen Y/Millennials vying for quick promotions. Eventually the supply and demand balance will change to reflect those demographic forecasts.

There shouldn’t be an expectation of a mandatory retirement age for people who are productive, energetic, knowledgeable, connected and willing to be team players. While that’s certainly not all the Boomers, it describes a lot of them. If all the Boomers left with their knowledge, skills, judgment and contacts, the workplace and organizations in general would suffer significantly.

 On the other hand, shifts are in order, and younger people need opportunities to grow, prosper and lead. That means that many boomers need to accept a shift in their roles, a transfer of leadership sooner or later and frequently, situations in which they are reporting to and supporting younger managers. For my thoughts on the last, read http://www.secondact.com/2011/04/how-to-survive-a-kid-boss/

Phyllis Weiss Haserot    www.pdcounsel.com

 

 

NEW YEAR CHALLENGE FOR CHANGE - Action and Reinvention

Being both future-oriented and an optimist, each year I send a new year’s message. This year, it’s by way of a video, Challenge for Change in 2011.  See it here.  You can also read it below.

 Join me in my wish for a healthy, peaceful, prosperous, fulfilling and joyous year for all of us.              Phyllis

 Challenge for Change in 2011

 Last year my New Years message was the Gandhi quote: “Be the change you wish to see in the world.”                                                                                                                                                                          For For 2011, when we seem surrounded by political gridlock and angst, I send forth the words of President John F. Kennedy:  “There are risks and costs to a program of action. But they are far less than the long term risks and costs of comfortable inaction.”

 I ask you to think about that and how it applies to your life and work. What are you holding back, not acting on, cocooned in your comfort zone when you know you need to be leading or participating in change?

 Now is the time!

 Wishing you a spectacular New Year – all  year!                                                                                      

  Phyllis Weiss Haserot

 

REINVENTION HELP WITH TRANSITIONING TO REWARDING ENCORE CAREERS

Even before the recession there was a growing interest on the part of Baby Boomers in encore careers. Many people want to continue to contribute, do challenging and much needed work, and receive a paycheck. Encore.org, has made it easier for people to find encore careers that combine purpose, passion and a paycheck.

 The redesigned website offers:

• A new Work section with easy entry points based on where you are in your job search (Explore, Prepare, Find) that lead to helps advice and resources
• Get started advice for the top five encore fields: education, health, government, the environment and the nonprofit sector
• Hundreds of local organizations, searchable by state, that are creating encore career programs  

There’s even a new animated video to help people “get” what encore careers are all about called “What’s Next?” for individuals to share with friends and colleagues.

 The new website also offers an encore story bank, a calendar of events, more job listings, lots of ways to connect with others and the latest encore news.

Sounds like it's worth exploring if you're looking fora new career where you can make a difference.

Phyllis Weiss Haserot  www.pdcounsel.com

 

LOOK TO NEXT GENERATION VALUES & ATTRIBUTES TO CHANGE PROFESSIONAL SERVICES BUSINESS MODEL

Though it wasn’t at all the theme of his economist-oriented remarks, below are some of my thoughts inspired by Bruce MacEwen’s (Adam Smith Esq.) talk on the legal profession to the Legal Marketing Association/Metro New York chapter on April 15^th.

 

 I believe effective changes of the law and other professional services firm business model need to come from a meeting of the minds of clients, current (mostly Baby Boomer) decision-makers and the next generations following them who function with a different set of formative influences and world views. Willingness of law schools to modify their curriculum to align better with real world practice realities would be a great help to both students and employers.

 

Some nuggets extracted from MacEwen’s talk:

• Clients care about value, not hours expended.
• One-third of the legal department purchasing decision is based on diversity.
• There is a trend toward legal departments asking their outside firms to collaborate with each other.
• Some general counsel are willing to experiment with the billing system with no punishment for ”messing up.”
• Trust is missing in many inside/outside counsel relationships and is necessary for positive change in the system.

Little of the above is news in 2010 to an audience of law marketers and most applies to other professional services as well.

 

Ways in which professionals under 35 would like to change the model:

• Diversity is expected, and firms should capitalize on it by encouraging and supporting diversity in not only demographics but in diverse thinking as well.
• They want a multiplicity of career paths, off- and on-ramping.; flexibility.
• They want transparency and trust in leadership and management.

 Some crucial questions:

• How to increase trust at all levels? The still growing free-agency model works against trust and loyalty.
• How do off- and on-rampers and their employers assure up-to-date skills?
• Will a growing economy bring complacency again?
• And MacEwen’s question: If a firm’s strategy is no longer growth, what is it? And what does no-growth or slow-growth mean for the careers of young professionals in the huge Millennial/Gen Y generation?

 Phyllis Weiss Haserot       www.pdcounsel.com

TRANSITIONING: ENCORE CAREERS AND INTERNSHIPS

Three-quarters of boomers surveyed by Merrill Lynch plan to continue working, and if they "retire" around 64 or earlier, they plan to start a second career. Usually they are looking for a next career that not only pays the bills but also gives back. The buzz phrase is "encore careers," and a number of vehicles are emerging to help boomers and their elders make the transition to new careers in nonprofit organizations or public service.

 

It used to be that AmeriCorps was the domain of the under-30 set looking to accumulate experience and credentials on the way to more lasting careers. Since the Serve America Act was signed into law this spring, the demographics changed as it aims to fill at least 10 percent of AmeriCorps openings with people 55 and older. It also establishes "Encore Fellowships" that place people 55 and older in management positions in nonprofits. It authorizes $11,000 apiece for 10 fellows per state, with host organizations providing matching funds. Think internships for people with already extensive resumes. This is just one example of a definite trend.