Next Generation Next Destination

ENTITLED TO MOVE UP VS. THE OPPORTUNITY TO PROVE YOURSELF WORTHY

Ilene Gordon was given the challenge at age 32 by a mentor to manage a group of people more than 20 years older. The challenge for this executive several years out of business school was to get the best out of them, to motivate and inspire them.

From this experience, she learned the philosophy of putting people in jobs where they had to stretch, jobs they were not ready for at the time, from this mentor who realized she was smart, analytical and focused and needed greater challenges. Now in her position as CEO of Ingredion, her employees love to hear that philosophy because they know they are going to get opportunities. A Boomer, she “gets it ” that what Gen Y/Millennials want is opportunity and challenge. Often impatient, many of them want that opportunity before, given their relatively short tenure at work, they would be judged to be ready.

This story was shared by Gordon in an interview with Adam Bryant in his Corner Office column in the New York Times (3/17/13). She urges young people to have tenacity rather than just leaving if things don’t happen for them quickly and to have backup plans because things don’t always work out. Young people have to learn to deal with adversity in life and work, and that’s where the backup plans come in. In promoting she looks for energy, drive and the ability to get things done through other people whether all on site or in virtual teams.

The lesson here for the young generations is that they are not entitled to rise quickly just because they think so or want to, but managers should give them opportunities to stretch and grow and prove themselves worthy of promotion and significant responsibility. It’s up to the individuals to figure out what to do, use their energy, and learn the interpersonal skills to lead a team to succeed. Their team members will make them look good if they provide the resources needed and make the team members look good.

What do you think of this philosophy?  Do you think many managers will take the risk and trust it will work out well? They also need a backup plan and create a culture where it is all right to fail.

Phyllis Weiss Haserot     www.pdcounsel.com  

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Research on "Family Narratives" Can Help Organizations Thrive Too.

Generational Differences Globally

RESEARCH ON “FAMILY NARRATIVES” CAN HELP ORGANIZATIONS THRIVE TOO.

Dr. Marshall Duke, a psychologist at Emory University found that children who know a lot about their families, especially the ups and downs rather than all good or all bad, tend to do better when they face challenges. Those with the most self- confidence have a strong “inter-generational self” and know they belong to something bigger than themselves. The research was related in a recent New York Times article.

Communicating effectively means more than talking through problems. Talking also means telling a positive personal or family story. When facing challenges they add a new chapter to their story that illustrates them overcoming the difficulty. The stories become traditions and what I might call a “family brand.”

Can you see how this same approach can help organizations thrive, keep their brands alive and strong and connect them to their community of stakeholders?  Please share your thoughts.

Phyllis Weiss Haserot   www.pdcounsel.com

2013 - THE YEAR OF CROSS-GENERATIONAL CONVERSATION

I’m declaring it, and I mean to see it spread as plans for our “big idea” unfold.

Why do we urgently need cross-generational conversation now in the world at work, in these times?  7 reasons.

*  Knowledge transfer is vital. We have more information to capture than ever, so there is more at stake to lose.

*  Businesses need to avoid losing clients and customers of other generations and obtain new ones

*  We need to transform information to knowledge to wisdom. That requires sharing perspectives and mutual mentoring.

*  We are connected to each other facing common problems that we can only solve for the long-term through multigenerational collaboration.

*  Over-emphasis on electronic communication means we are losing the personal touch and the full communication of non-verbal cues.

*  Looming inter-generational wealth transfers are challenged by family member emotional blocks and lack of effective communication

*  Young people are hungry for it. They want to know what older people know. That’s the feedback I get as I talk with and mentor students and young workers in my work.

This year and going forward build awareness and re-think the importance of cross-generational conversation at work.

As Gandhi urged us: “Be the change you wish to see in the world.”

Wishing you all a healthy, joyful, fulfilling and successful new year and fun celebrations!

To learn more and get started, contact me.

Phyllis Weiss Haserot   www.pdcounsel.com pwhaserot@pdcounsel.com

 

CAREER ENTREPRENEURSHIP

 How to make members of each generation see they are owners/masters of their career enterprise is a challenge in many organizations. It’s what I call “career entrepreneurship,” and the need for it won’t disappear with an economic upturn. I wrote about it (recently) from a Baby Boomer perspective for Next Avenue.

You need to start learning to ask yourself some foresighted questions such as:

• What trends are likely to affect my opportunities and roles?
• What will become obsolete and will require me to change?
• What do I need to learn and do to keep increasing my relevance?

Beverly Kaye wrote about that change in perspective and approach in her book “Help Them, Grow or Watch Them Go: Career Conversations Employees Want to Have” (BK Business, 2012). Individuals need to think about role shifts that require mind shifts, and employers need to support this more entrepreneurial thinking as positive for them as well. Some mind shifts include:

• The goal doesn’t have to be the top position. And if you’re at the top, there are future role shifts that can be satisfying and creative.
• There are alternate paths for different people at different times.
• You can choose riskier or safer moves and shift from one to the otherover a career span for what feels right at the time.

In any case, don’t put artificial limits on yourself.

Work has changed. Job discussions and requirements have changed, and training has not kept up. You may have to re-invent yourself – or not. But the concept of what I call career entrepreneurship, taking charge of your own career development, is a winning strategy for anyone determined to succeed.

Phyllis Weiss Haserot   www.pdcounsel.com

INTERVIEW WITH PHYLLIS WEISS HASEROT on COACH WORLD TV

Enjoy and gain some insights on inter-generational challenges, including the need for knowledge transfer and leadership transfer between and across the generations.

Let me know what you think. I welcome comments, questions and all feedback.

Phyllis Weiss Haserot    www.pdcounsel.com 

 

 

 

Coach World TV with Terry Yoffe, Featuring Phyllis Weiss Haserot ... Coach World TV with Terry Yoffe (Phyllis Weiss Haserot - 09/10/12) www.youtube.com/watch?v=rfwYtuF10Zg

 

THE BUSINESS CASE: #GENERATIONAL DIVERSITY No.1

True diversity includes diversity of thought, style background and experience. We cannot have that in today world without age or generational diversity. Most organizations, media and forums only focus on dealing with gender, race/ethnicity, disability and sexual orientation differences, yet true diversity is much more, and generational worldviews influence many of the more traditional aspects of diversity.

Professor Martin Davidson of the University of Virginia Darden School of Business and the school’s Diversity Director said in a talk to Darden alumni that he thinks generational diversity is the aspect of diversity that needs the most focus because of the critical need for knowledge transfer. I would add to the business case that: many institutions fear age discrimination lawsuits; and they need to enhance their ability to attract, retain, communicate with and work with clients and customers of different generations. Let’s be clear – generational diversity and inter-generational relations are a serious and critical business issue and shape our work and personal lives.

 

THEY SAY IT’S ALL IN OUR HEADS: Transitioning Life Stages

For those who think Gen Y/Millennials lack a sense of responsibility, there is validation; for the Gen Yers themselves, there’s an excuse. It’s their brains!

I am fascinated by the brain research on health and human development as well as behavioral economics – all related to what influences us to do what we do. In previous writings, I have mentioned the relatively recently labeled new stage of life, emerging adulthood or enduring adolescence, usually defined as age 18-29 (or even to 34). Brain research now tells us there is scientific evidence that explains some if the hesitation/reluctance to commit and mobility of Gen Yers.

Jeffrey J. Arnett, a professor at Clark University which recently concluded a nationwide poll of over 1,000 young adults, was quoted in the Wall Street Journal (8/21/12): “It should be reassuring for parents to know that it’s very typical in the 20s not to know what you’re going to do.”  The brain is still unfinished in early adulthood. The upside of that is it allows us to adapt to changing environments and learning things like new languages that are more difficult later on. So today’s Gen Yers benefit from things that are cognitively stimulating. This explanation offers both good and bad news to employers.

Dr. Arnett advises parents “It pays to relax and not panic because your 21-year-old, or even your 26-year –old doesn’t know what he or she is going to do. Almost nobody still has that problem at 40 or 50. We all figure it out eventually.”

Do we figure it all out by our 40s and 50s? Is the midlife crisis a myth, not to mention career transitions? A lot of Boomers are determined to keep growing and re-inventing. In this fast changing world, we all need to keep “figuring it out.” And employers and the workplace must be open to change.

 Phyllis Weiss Haserot    www.pdcounsrl.com

BETTING ON THE UNKNOWN. HOPING POTENTIAL ACHIEVES GREATNESS?

Good news for the younger generation? Does this explain high salaries large firms pay to inexperienced law school grads?

As reported by the Wall Street Journal (7.25.12) a study by Stanford and Harvard scholars that consisted of 8 experiments with people in a wide variety of settings found they get more excited about individuals with promise and potential than they do about those with an actual proven performance record. Further, people are more willing to hire and pay more for the individuals with high potential.

The researchers could only speculate as to why this is so, but the findings were consistent.

Is uncertainty more appealing, the gamble that the high potential individual will achieve greatness? What do you think?

 

PERSPECTIVE: CHANGING DEMEANOR & WHY GENERATIONS BEHAVE DIFFERENTLY

At my recent presentation a Boomer member of the multi-generational audience expressed frustration (as they often do) that the Gen Y/Millennials don’t act properly in the workplace. Well, most of Gen Yers were educated and brought up in times of much looser standards of behavior than the older generations (Traditionalists and Boomers) were and many were not taught the typical expectations of workplace behavior. In college they could dress pretty much as they pleased, schedules were flexible, and advance clearances and permissions were not commonly required. So that’s what they are accustomed to.

By way of illustrating the differences, the special New York Times Education Life section (July 22, 2012) ran excerpts (courtesy of Catherine M. Allchin) from a Dorm Women’s Handbook from the early 1960s and a Resident Hall Contract from 2012. To quote from the 1961 Women’s Handbook:

Dorm Hours: Freshman are to be tucked into bed by 11p.m., and counselors will count noses at this time – upperclass noses too.

Permissions: To go home, sign out with the housemother and pay her for a 2-cent postcard. She will send it to your parents to let them know you are on your way.

Social Standards:  To improve in poise and social ease, students should observe and practice good manners – for example, by standing when an older person enters the room or approaches to speak.

Personal Appearance: Shorts may not be worn on campus except to and from PE classes, and then only when covered by a long coat.

The rules and expectations were clear back then.

Jump to the 2012 Residence Hall Contract by way of contrast. It deals with weapons and alcohol possession and use, personal safety, fire safety and the Gender Equity Hall. “Residents can choose to room with a student of any gender or gender identity. Restrooms in this hall are gender neutral.”

Whether you laugh at the extraordinary differences or yearn for some of the prior standards (as some parents might), what exists now has shaped a lot of young people. Employers are left with the responsibility and task of clearly articulating expectations from day one to set the standards they want to see. Neglecting attention to this early will enable undesirable habits of demeanor, schedules and boundaries to take hold, which will make them difficult to undo. Like it or not, understanding of where the behavior originated and communicating expectations in orientation training is necessary.

Please share your thoughts here.

Phyllis Weiss Haserot     www.pdcounsel.com

 

 

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