Next Generation Next Destination

MANAGING THE RISK OF MID-LEVEL SCARCITY - Suggestions

I ended the last post saying once again organizations have to play catch up, figure out how to replace the mid-level talent and engage them in fostering the younger talent, many of whom are eager to leapfrog them. There is no quick fix, but here are some thoughts on aligning management of the risks discussed in the earlier post and talent management.

• When hiring, really think fit and attitude before skills on a resume. You’ve probably heard that “culture eats strategy for breakfast.”
• Hire people who buy into an articulated belief system that includes instilling the good behavior and belief system and the professional development of young talent.
• Make that an explicit part of the job description and reward system. Some of the large accounting firms as well as “best place to work” companies do this.
• Facilitate dialogues among the different generations to avoid/eliminate friction when mid-level Gen Xers are asked to supervise and mentor Gen Y/Millennials and Boomers to do the same for Gen Xers.
• Avoid decimating or sharply reducing mid-level personnel during economic downturns. Instead, selectively offer reduced schedules at reduced pay to minimize lay-offs of valued talent and maintain a consistent competency level during economic cycles. Clients hate turnover and want to see familiar faces.
• Cross-train people to take on other roles when their work slows, including training and coaching junior staff.

Firms must figure out how to better manage the risk of talent and skills shortages. The past record has been far from stellar. Ability to maintain high professional standards in serving, and thereby retaining, clients is at stake. That’s too big a risk to warrant inaction, especially since change happens faster than ever.

Please share you thoughts in the comments section.

Phyllis Weiss Haserot    www.pdcounsel.com

 

 

PROFESSIONALISM THREATENED BY MID-LEVEL SCARCITY: LLOYD’S SAYS #2 RISK IS TALENT AND SKILLS SHORTAGE

A Human Resource Executive editorial reported that Lloyd’s ranked talent and skills shortages the #2 risk facing businesses as of 2011, up from #22 in 2009. This was a finding of a study of 500 C-suite and board level executives, which also found that that “talent and skill shortages” was one of only two risks that “respondents felt insufficiently prepared for.”

I thought of this when reading Adam Bryant’s interview in his Openers column in the New York Times Sunday Business section (February19, 2011) with Steve Stoute, the CEO of ad agency Translation LLC.  In it Stoute talks about the importance of mid-level talent to fostering young talent  “Any organization is not going to move forward unless mid-tier management helps foster young talent to become better.”  Stoute tasks mid-level talent with the responsibility for both their own behavior (making sure they buy into the belief system of the organization) and that of young talent. These mid-levels are mostly Gen Xers.

Agreed. But one of the problems as I see it as each recession economy turns around is that the mid-tier has been severely reduced in many organizations (e.g., law, financial services, accounting and many more) through massive lay-offs when the recession hit and lingered. That means many firms have senior and junior professionals and staff but are missing a lot of the heavy-lifting Gen X mid-levels who would be experienced and able to lead projects and people and prepare to step into the Baby Boomers’ shoes. This much smaller generation has evolved and shed its “slacker” label to now be working, on average, 10 more hours per week than they were 3 years ago, according to a study by the Center for Work-Life Policy, a think tank. This applies to those who have jobs, of course.

The population of financial advisors and planners has aged with a sparse Gen X cohort, worrisome for the firms and succession planning.

As need for talent and skills heats up with a recovering economy, needed capabilities may not exist in those forced to the sidelines in the last 4 years unless they have been using their unemployment time to acquire desirable skills – probably along with more education debt.

Once again organizations have to play catch up, figure out how to replace the mid-level talent and engage them in fostering younger talent, who are eager to leapfrog them. Ability to maintain high professional standards in serving, and thereby retaining, clients is at stake.

Phyllis Weiss Haserot     www.pdcounsel.com

 

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

 

 

LEADERSHIP TRANSITIONS: How to Use the Intersection of Generations and Gender to Raise the Return for Everyone

Lately I find myself engaged in conversations, mostly raised by Boomers and the older half of Gen Xers about what might be called the intersection of gender and generations issues. Several women expressed the strong belief that women have actually made little or no progress in attaining leadership and management positions in the last 10 years except when it’s their own businesses.

At least a few women who talked with me believe that as a society we have adopted the habits of politically correct speech, and that has swept true attitudes under the rug and made it seem like women have reached a greater degree of equality in the corporate environment and media treatment than they actually have. They believe that we as a society have actually regressed. The other “symptom” is that having made some visible strides, men act as if the gap problem is solved, and there is less talk leading to action than there used to be 

On the other hand, my inbox continues to be filled with e-newsletters and updates from politically active groups, industry professional organizations and media watchdogs that persistently and energetically keep these issues in the forefront. Perhaps we are not getting the same mail and attending the same meetings?

Yes, I think we still have a long way to go. And I think the best strategy for achieving more success for everyone is to sincerely and substantively involve men in the solutions. Down with lip service. So here is one of the best opportunities to take advantage of the intersection with generational attitudes. The younger generations are not only accepting but also demanding all kinds of diversity. They see gender as less of an issue than their older colleagues do. 

Here are my reasons for optimism. (Yes, I am a born optimist, but one that doesn’t like being disappointed.) I emphasize that these are general patterns, not absolutes, and we need to recognize individual situation and avoid stereotypes.

• Gen Y makes smaller gender distinctions as to relationships, capabilities, ambitions, leadership and tenure than older generations do.
• Collaborative styles, which are comfortable for many women, are favored by the younger generations. Collaboration is necessary for solving ever more complex problems.
• With more women making purchasing decisions on the client side, more women and other diverse professionals will be designated to lead client teams and business development opportunities. Economic factors are strong attitude influencers.
• Younger men are about as focused on family (dual-centric) as women are and desirous of restructuring the workplace so it works better for people.
• Women are gradually learning the importance of rainmaking to their careers, the importance of getting sponsors, not just mentors, helping each other and learning to be more confident in negotiations.
• While unconscious bias is still common, a desire for rejuvenating professionalism among all generations (as revealed in the findings of the Practice Development Counsel survey soon to be released) will gradually shrink the gap in leadership and increase opportunities for women. Professionalism will increasingly trump gender biases.
• There is a growing awareness of the value of gender neutrality in producing organizational success.
• Everyone gets older – we can’t stop it – so more people with gender bias will be transitioning out of the workplace.

This is not occurring, and probably will not happen, fast enough to please women and accelerate the success of many businesses. But I believe it will happen faster if we take the focus off difference and involve stakeholders of all generations and genders in achieving common goals of productivity, client retention, succession planning and professional excellence.

This is a controversial subject, and we need to give it the attention it deserves. I urge you to send your comments, provocative or not.  Let’s keep a lively dialogue going.

Phyllis Weiss Haserot    www.pdcounsel.com 

DON’T REWARD DISAGREEABLE, UNPROFESSIONAL BEHAVIOR

“Rude People Earn More” was a grabbing headline in the Wall Street Journal, August 15, 2011 among many articles referring to a new study actually titled “Do Nice Guys – and Gals – Really Finish Last? "by professors from Cornell University, University of Notre Dame and the University of Western Ontario.

The big news, (or is it confirming what we suspected?) is that men who self-report that they are below average in agreeableness earned about 18% more than nicer ones in the research sample of over 10,000 people in a wide range of professions from 3 surveys over nearly 20 years plus a separate study by the three professors of 400 business students. “Disagreeable” women earned on average 5% more than “agreeable” ones.

The several articles I saw about the study didn’t define “agreeableness,” so I asked Assistant Professor at the Cornell Industrial & Labor Relations School Beth Livingston, who has been widely quoted in the articles, for the definitions. The study team defined agreeableness as “trust, straightforwardness, altruism, compliance, modesty, and tender-mindedness. Disagreeableness is seen as the opposite, though variance suggests that it's rarely that straightforward,” said Dr. Livingston.

Previous findings by other researchers cited by the study authors concluded that:

• Agreeable people place greater value on their interpersonal relationships.
• Those individuals are more motivated to maintain relationships.
• They are more “prosocial.”
• They are more helpful and cooperative.
• As a result of all of the above, they are better liked by their peers than are disagreeable people.

Take-aways from the research:

• Agreeable people may be reluctant to be assertive in salary negotiations and leave money on the table.
• Males may think agreeableness doesn’t conform to societal and workplace expectations of masculine behavior.
• An organization’s compensation system may reward disagreeableness though managers may not realize it or the downside of doing so.

Distinctions to consider made by other professors and executives are between disagreeableness, incivility and disrespect. They may overlap on occasions but are not the same things. All of these may be perceived as unprofessional behavior.

I hope that the findings in this new study are considered beyond the catchy headlines, and that unprofessional and disagreeable behaviors are perceived as unacceptable and no longer rewarded. However, too much compliant behavior and modesty could be a detriment to the organization as well as an individual's positive leadership. It will be interesting to see if the younger generations make this culture change.

(This is my blog, so I can say I am especially pleased to see all the attention Beth Livingston, the youngest faculty member, teacher, scholar and collaborator, is getting. I recruited her a year ago to work with me on my consulting for the Cornell “generations initiative” for faculty and staff recruitment and retention, a project of the University’s Human Resources Department, and am thrilled with her contributions and commitment.)

Phyllis Weiss Haserot     www.pdcounsel.com

 

 

PLEASE RESPOND TO OUR SURVEY ON PROFESSIONALISM

For mentoring that I do with students and professionals and a book I am writing, I have created a survey on professionalism through generational lenses.

 Please click on this link  http://surveys.verticalresponse.com/a/show/639502/979c3acc39/0 and take a few minutes to respond to the short survey. I will be happy to share results with anyone who asks.

Thank you in advance for your thoughts and valuable time.

Phyllis Weiss Haserot   www.pdcounsel.com 

 

MAKING THE MOST OF UPSIDE-DOWN REPORTING RELATIONSHIPS - Part 2

In the previous post I provided guidelines for the more senior in age team member who is assigned to work for a younger supervisor.  Sometimes this happens after a long career, possibly including leadership positions. The demographics of the current and future workplace are resulting in some unconventional structures. The younger manager, though ostensibly in charge, may feel as awkward as the older colleague. Even if not feeling insecure in the role, there are things the younger manager can do to foster a harmonious and productive relationship.

Here’s some advice to promote trust and cooperation.

• Keep in mind the purpose of your work. What are the common goals for team members?
• Show respect for experience.  (Some day you will be the experienced, older person.)
• Ask for advice, even if you think you know what the best approach is. Invite input and listen.
• Build allies among the older generations on your team for advice and support.
• Surmount “just a kid” perceptions through your performance and involving others. Use your collaborative skills and don’t make a show of coveting praise and credit.
• Get your older team members what they need to do their jobs well – resources, approvals, etc. (That will help them make you look good.)
• Give seasoned team members freedom, but establish boundaries and communications requirements upfront.
• Identify what motivates each individual and what type of recognition is meaningful to each.
• Give appropriate credit to others and arrange for their recognition.

A solid and harmonious relationship with older colleagues will pay off in spades for building your career, access to their (often high-powered) networks, and organizational success. Demographics indicate that this is the wave of the future.

Phyllis Weiss Haserot    www.pdcounsel.com

 

DRESS CODE PROFESSIONALISM OVERKILL?

If you are thinking about transitioning into banking or work with that industry, the 43-page new dress code from Swiss bank UBS AG should get your attention. (It immediately drove pursuit of dress code stories by ABC and MSNBC,  judging from media queries I received the day after Elena Berton’s story “Dress to Impress, UBS Tells Its Staff” appeared on the front page of the Wall Street Journal Money & Finance (!) section, Dec. 15, 2011.)

The level of detail for the dress code UBS is testing with Swiss retail banking staff is astounding. The intent is to impress customers using very precise specifications on garments, including their quality, grooming and hygiene to re-establish confidence in the brand. Further this is intended to mend relations with clients. Pardon my skepticism regarding these lofty and important objectives. Isn’t the strategy a bit superficial considering what we think we know about what it takes to re-establish and mend client relations?

In case you are curious about the code, here are some examples of the specifications according to the article:

• Suits only in dark grey, black and navy blue (conveying competence, sobriety, formalism)

PROFESSIONALISM THREATENED: THE COST OF INCIVILITY

Courtesy, rudeness, incivility, and professionalism – the economic impact

Most of us have experienced or observed work-related rudeness, hostile behavior, obvious distractions when personal attention is needed, and worse. It’s annoying, no doubt, but there are significant costs to organizations from this aspect of unprofessional behavior as well as reported in “Incivility Can Have Costs Beyond Hurt Feelings” Shortcuts column by Alina Tugend, New York Times, Nov. 20, 2010]

Christine Pearson, a professor of management at Thunderbird School of Global Management in Arizona, has conducted research for a decade that documents that many workers left jobs because of continuing incivility – but they rarely say that on exit. Pearson is co-author with Christine Porath of “The Cost of Bad Behavior” (Penguin Portfolio, 2009). Their research covered 9,000 managers and workers and found that incivility was rampant in the workplace. Some examples are ignoring a colleague, gossiping behind colleagues’ backs, ignoring requests for help and borrowing supplies without asking – doing these things consistently, not a one-off. Interestingly, they found that 60% of bad behavior came from supervisors or levels above, 20% from people on the same level and 20% from people below.

Results of this behavior were: decreased effort on the job after experiencing ongoing rude behavior, slacking off or sticking only to the narrow definition of their tasks as well as exit of valuable talent. Apparently there is a sort of double-standard in many organizations. Employees are expected to treat clients/customers with respect, but there is little concern about how colleagues treat each other.

There are solutions; some are simple but not easy. Orientation meetings – when people first join an organization – can emphasize the importance and expectation of civility. Most important says Pearson is that top management model civil behavior and be willing to discipline all those who act badly or unprofessionally on a consistent basis, regardless of their success in other ways.

Other academics are researching incivility and taking up the cause of change. One is Pier M. Forni, a professor of Italian literature at Johns Hopkins University and co-founder of the university’s Civility Initiative. . Forni says “We are both ruder and more civil than in times gone by.” In referring to the latter, he says we are more accepting of diversity and have a higher ecological awareness. But classical courtesy is on the decline.

Professor Forni, author of  “The Civility Solution: What to Do When People Are Rude” (St. Martin’s Press, 2008) attributes the major causes of incivility to anonymity, stress, lack of time, lack of restraint and insecurity. Anonymity provided by the Internet and ability to easily shoot off rants by text has lowered the bar. One measure to counteract electronic incivility of note: growing economic power South Korea teaches “netiquette” to school children at an early age.

I would wager a guess that few firms and other organizations have been tracking and calculating the financial costs of the civility transgressions component of unprofessionalism. Perhaps they should be calculating those along with the social costs. That would make the business case for training, coaching and disincentives for negative behavior.

Please contribute your thoughts.

Phyllis Weiss Haserot      www.pdcounsel.com