Home Leadership Turn Archives Me RampUp Solutions Option Sanity
 


  • Categories

  • Archives
 

Ducks in a Row: Say Hello To Generation Z

Tuesday, May 30th, 2017

https://www.flickr.com/photos/kathryn-wright/27567185716/Companies and bosses have struggled over the last decade or so learning how to attract, manage and retain millennial workers.

Long before that they had to learn to manage Boomers — the original me generation.

This is a generation, after all, that thinks of itself as “forever young,” even as some near 70. Most of all, what came across onscreen as well as in Greenfield-Sanders’ portraits was an unapologetic affirmation of the essential Boomer mantra—yes, it is still all about ME.

Then came Gen X, the supposed slackers who are now running things.

For a small, and supposedly lost, generation, Gen X’ers have found their way to positions of power. (…)Gen X’ers, incidentally, are among the most highly educated generation in the U.S.: 35% have college degrees vs. 19% of Millennials.

We all know that everything moves faster these days — whether products, attitudes — or generations.

So, without more ado, meet Generation Z, which encompasses those born between 1995 and the early 2000s.

They present a new challenge to bosses, especially since they bear little resemblance to Millennials.

The question for most bosses and bosses-to-be is this: having finally wrapped their heads around Millennial dos and don’ts is it worth the effort to add Gen Z to the repertoire?

Unequivocally yes.

Actually, you don’t have much choice, since there are 79 million (and counting) of them.

Image credit: Kathryn Yengel

Ducks in a Row: The Cult Of Me

Tuesday, May 16th, 2017

https://www.flickr.com/photos/joannaleeosborn/9802436943/

The “cult of me” isn’t new.

Through time, all generations were self-absorbed, but due to sheer size, the Boomers are the original me generation.

Gen X wasn’t much better and in 1982 Steve Wozniak financed The US Festival. According to Glenn Aveni, director of a recently released documentary about the festival,

“Woz felt the 1970’s were The ‘Me’ Generation and that it was time for the world to embrace a less selfish credo, one of unity and togetherness.”

Great music, but little effect.

Millennials come next, slightly more of them (75.4 M to 74.9) and most happily carry on the focus on me.

Tech has driven that focus across all generations via selfies and social media to the point that for millions their experiences, meals and even their lives exist only if they constantly post them online and they are liked, shared, and retweeted.

There was a time when I allowed myself to be more than what could fit onto a 2-by-4-inch screen. When I wasn’t so self-conscious about how I was seen. When I embraced my contradictions and desires with less fear of embarrassment or rejection.

The focus on me has led to a focus on being happy — polls and articles measuring happiness, and comparing happiness.

Back in the day, the Boomers considered everything a challenge that must be overcome. Fast forward to now and Millennials, especially those in Silicon Valley, see the world as a series of problems to be “hacked” (modern times call for modern words).

Which, to put it politely, is a crock.

Andrew Taggart thinks most of this is nonsense. A PhD in philosophy, Taggart practices the art of gadfly-for-hire. He disabuses founders, executives, and others in Silicon Valley of the notion that life is a problem to be solved, and happiness awaits those who do it. Indeed, Taggart argues that optimizing one’s life and business is actually a formula for misery.

This is important, because, in many ways, it’s Silicon Valley that is shaping much of our world — even for those of us who choose not to actively participate.

But I doubt Taggart and his ilk will change that attitude or the obsessive focus on “my world.”

Scott Berkun, a former Microsoft manager and philosophy major who has written multiple business books on the subject, says philosophy’s lessons are lost on most in Silicon Valley. Many focus on aggrandizing the self, rather than pursuing a well-examined purpose. “If you put Socrates in a room during a pitch session, I think he’d be dismayed at so many young people investing their time in ways that do not make the world or themselves any better,” he said.

I never saw life as a challenge or a problem. I prefer a different mantra.

Life is a mystery to be lived — not a challenge/problem to be overcome.

It’s a happy way to live.

Image credit: Joanna Lee Osborn

Ducks in a Row: How Good Is Your Face-To-Face?

Tuesday, March 21st, 2017

https://www.flickr.com/photos/44412176@N05/4197328040/

Why is it that the most difficult part of management, i.e., people management, constantly moves backwards?

Managers from the Greatest Generation tried to manage by memo.

That lasted until the 1970s when Boomer and Gen X managers took a giant step backwards and started trying to manage by email.

Millennials have taken an even larger step in that direction by trying to manage by text and have swept many of the previous contingents along with them.

Granted, people at all levels often look for and find ways, frequently turning to available technology, to avoid, or at least minimize, the most frustrating and difficult parts of their jobs.

However, that doesn’t work when the frustrating part is 90% of the job.

Every time this comes up I find myself quoting something Terry Dial said to me decades ago.

“People are 90% of our costs as well as the key to customer service and satisfaction. The only thing that should take priority over hiring a new employee is keeping a current one.”

Wally Bock puts it this way (and offers excellent advice on how to do it.)

In the Marines, I learned that when you’re responsible for a group, you have two jobs. One of them is to accomplish the mission. The other is to take care of the people.

I personally guarantee that you won’t accomplish the former if you ignore the latter.

You cannot “care for your people” by email or text — it requires face time.

It requires one-on-one conversations — wherever they take place — and not just about performance.

Conversations need to be human, that means family, hobbies, food, sports, etc.

Face-to-face humanizing contact is critical for teams, too, whether they are in a different office around the block or around the globe.

As Valerie Berset-Price, founder of Professional Passport says,

“Building trust is a multisensory experience,” she says. “Only when people are physically present together can they use all of their senses” to establish that needed trust. Without a bond, conflict or disengagement can more easily arise and is more difficult to resolve.

So whether you consider yourself a manager, a leader, a boss, or just a plain working stiff honing your in-person communication skills will not only improve your career opportunities, but also all parts of your life.

PS I just saw this article on IBM’s move to have teams in-person face-to-face.

Image credit: gorfor

Entrepreneurs: Motivational ‘Duh’

Thursday, December 1st, 2016

https://www.flickr.com/photos/anchovypizza/4222126794/

Tuesday I commented on the ‘duh’ factor in relation to Amazon finally eliminated forced ranking reviews, AKA, rank and yank, recognizing that they did nothing to foster teamwork or improve retention.

Like I said, “duh.”

Today we have Facebook offering up another duh moment.

Facebook is trying to accommodate millennials and its younger predecessor by talking to each worker and figuring out how their individual skills can be used to make a more personalized career path, not something more traditional and cookie cutter-like.

Definitely duh.

I defy you to think of anyone who works at any job and any level who doesn’t prefer this approach.

Take a look at what turns on/off the so-called silver-tsunami  of Gen X and Boomers.

Millennials may walk faster than Gen X and Boomers when they don’t like the culture, but that, too, will change as they take on more responsibilities, such as kids, mortgages and aging parents

Whenever I hear how different the needs of millennials are compared to previous generations I’m reminded of these words from Socrates.

“Our youth now love luxury. They have bad manners, contempt for authority; they show disrespect for their elders and love chatter in place of exercise; they no longer rise when elders enter the room; they contradict their parents, chatter before company; gobble up their food and tyrannize their teachers.”

Give it a rest.

You hire individuals and need to manage them as such.

So put away the cookie cutter and provide everyone, no matter their age, with an environment in which to grow and flourish and the tools needed to do it.

That’s your job in a nutshell.

Flickr image credit: David

Entrepreneurs: Stupid Follows Stupid

Thursday, August 4th, 2016

https://www.flickr.com/photos/bensutherland/260720037/

It’s always interesting to see young people following in the footsteps of their predecessors.

Even more so when they hotly deny doing it.

But the frosting on the denial cake is that they are following in some of the stupidest footsteps.

Which they are doing in droves.

Last week I wrote how stupid it is to stereotype 80 million millennials.

Before that is was management’s stupidity regarding Gen X.

Age, however, is the biggest stupid and has been for decades.

For Boomers, the breakpoint for when a person became hopeless and valueless was 30; Millennials raised it to 40.

As bad as age discrimination has been in general, it is far worse in tech.

VC Vinod Khosla crystallized and popularized this mindset back in 2011.

 “People under 35 are the people who make change happen. People over 45 basically die in terms of new ideas.”

That means you can expect no more creativity from Larry Page, Sergey Brin, Marc Benioff, Parker Harris and Satya Nadella. (For insight to other fields read the article.)

Not to mention that 32 year-old Mark Zukkerberg only has a few good years left.

There are thousands more at all levels, I just picked recognizable people to better illustrate the stupidity.

The difference between when the Boomers did it and now is the notice and action being taken.

This past week, the EEOC joined a probe behind a federal class action lawsuit against Google filed last month, charging that the search giant “engaged in a systematic pattern” of discrimination against applicants over the age of 40. The suit, expanding upon a related case filed earlier this year, cited data from Payscale that placed the median age of Google’s workforce at 29, with a margin of error of 4%. By contrast, the median age for U.S. computer programmers is 43.

Actually, I will probably find it somewhat amusing to watch founders as they try to meet candidate demand for the compensation and perks of the past few years in today’s do-more-with-less/revenue-based-business-model world.

That also goes for many, not all, by a long shot, tech workers who are looking for those same jobs and perks.

So heed the advice I recently gave a founder who took advantage of my standing offer of free help (both my phone number and email are posted on this blog).

He asked how to land a “star” candidate looking for “yesterday’s” compensation and refused to consider anything less.

My advice was to take a pass, refer him to Facebook or Google hire a reality-based programmer who can do the needed job and was sincerely interested in his product and vision.

The only thing he might lose were a few late night bragging rights.

In short, grow up, get smart and hire talent — no matter its age or color or gender.

Flickr image credit: Ben Sutherland

Golden Oldies: Coming or Going?

Monday, April 18th, 2016

It’s amazing to me, but looking back over the last decade of writing I find posts that still impress, with information that is as useful now as when it was written. Golden Oldies is a collection of what I consider some of the best posts during that time.

I was reminded of this particular post when I read two Harvard articles, How to Hire a Millennial and What Do Millennials Really Want at Work? The Same Things the Rest of Us Do. It’s been such a joke to me ever since the Millennials hit the marketplace. Reading/hearing and working with clients, all freaking out on how to attract a workforce so different from the Boomers and Gen X. Ha! I said it then and Harvard says it now — people of any age pretty much want the same things from their employers; nothing new except how long they’ll wait to get them. Read other Golden Oldies here.

http://www.flickr.com/photos/shinazy/7310391140/Bosses across the spectrum are wringing their hands and worrying about creating an environment that will attract and retain young workers, while still motivating and retaining the rest.

It would be amusing to watch them try and jump through the required hoops if it wasn’t so sad.

Sad because so many of the required behaviors aren’t new.

The Millennials are demanding what people have wanted all along.

Yes, there are differences between what Millennials, Gen-X and Boomers want, but the important cultural basics are the same.

The biggest difference is patience, i.e., how long they will stay when not getting what they want?

Millennials want their work to matter; they want to be heard, recognized, challenged, mentored and grow.

Correcting for descriptive language, there is nothing new on that list from what good workers have wanted for decades.

So what changed; why is it so imperative now?

Partly the numbers.

In America its staff are young: 62% are from Generation Y, 29% are from Generation X and just 9% are baby-boomers.

But mostly the impatience. The young vote with their feet far more easily than older workers because they have less to lose—no mortgage, no kids and responsible only for themselves—and the economy improves Gen-X and the Boomers will also vote more quickly with their feet.

Google is often portrayed as the embodiment of millennial-friendly work practices. But Laszlo Bock, a human-resources chief at the internet firm, points out that it has workers as old as 83. And he argues that the only thing different about Generation Y is that it is actually asking for the things that everybody else wants.

The improving economy is a sword over every boss who considers talent replaceable and, therefore, expendable.

Bosses don’t need Google-style perks to hire and keep great talent, but they do need to create a culture that provides the intangible wants, whether in synergy with or in spite of what their company does.

Flickr image credit: Bitchin’ Ol’ Boomer Babe

 

Golden Oldies: Entrepreneurs: A Lesson From IDEO

Monday, February 22nd, 2016

It’s amazing to me, but looking back over nearly a decade of writing I find posts that still impress, with information that is as useful now as when it was written. Golden Oldies is a collection of what I consider some of the best posts during that time.

Seniors are already a giant market and growing every day, but the solutions are being done most often by twenty/thirty/forty-somethings who have no real idea what seniors face. Don’t believe me? Try this. Lightly smear your glasses (or sunglasses) with Vaseline and wear them for a few hours. You’ll end up with a much better understanding of the world in which your parents/grandparents see. Or you can do as Ideo did. Read other Golden Oldies here.

https://www.flickr.com/photos/jm3/519148031How would you respond to the following?

  • Would you hire a woman?
  • Would you hire an old woman?
  • A really old woman?
  • Could such a woman contribute significantly to a project?
  • What could she teach your hot, young engineers?

While most founders would answer ‘no’ or ‘nothing’, IDEO thinks differently.

The company recently hired Barbara Beskind and both she and IDEO consider her 90 years a major advantage.

She applied after seeing an interview with IDEO founder David Kelley, who talked about the importance of a truly diverse design team and hires accordingly.

The aging Boomer market has companies salivating and hundreds are developing products for them.

The problem, of course, is that younger designers have no idea what difficulties older people face; not the obvious ones, but those that are more subtle.

Beskind does.

For example, IDEO is working with a Japanese company on glasses to replace bifocals. With a simple hand gesture, the glasses will turn from the farsighted prescription to the nearsighted one. Initially, the designers wanted to put small changeable batteries in the new glasses. Beskind pointed out to them that old fingers are not that nimble.

It really caused the design team to reflect.” They realized they could design the glasses in a way that avoided the battery problem.

It’s the little things that make or break products and the knowledge of the little things comes mostly from having been there/done that.

That kind of insight is priceless.

Now how would you answer those questions?

Image credit: jm3 on Flickr

Entrepreneurs: A Lesson From IDEO

Thursday, January 29th, 2015

https://www.flickr.com/photos/jm3/519148031

How would you respond to the following?

  • Would you hire a woman?
  • Would you hire an old woman?
  • A really old woman?
  • Could such a woman contribute significantly to a project?
  • What could she teach your hot, young engineers?

While most founders would answer ‘no’ or ‘nothing’, IDEO thinks differently.

The company recently hired Barbara Beskind and both she and IDEO consider her 90 years a major advantage.

She applied after seeing an interview with IDEO founder David Kelley, who talked about the importance of a truly diverse design team and hires accordingly.

The aging Boomer market has companies salivating and hundreds are developing products for them.

The problem, of course, is that younger designers have no idea what difficulties older people face; not the obvious ones, but those that are more subtle.

Beskind does.

For example, IDEO is working with a Japanese company on glasses to replace bifocals. With a simple hand gesture, the glasses will turn from the farsighted prescription to the nearsighted one. Initially, the designers wanted to put small changeable batteries in the new glasses. Beskind pointed out to them that old fingers are not that nimble.

It really caused the design team to reflect.” They realized they could design the glasses in a way that avoided the battery problem.

It’s the little things that make or break products and the knowledge of the little things comes mostly from having been there/done that.

That kind of insight is priceless.

Now how would you answer those questions?

Image credit: jm3 on Flickr

The More Things Change…

Monday, December 15th, 2014

https://www.flickr.com/photos/croweb/2836990301

the more they stay the some.

Does this sound familiar?

“Our youth now love luxury. They have bad manners, contempt for authority; they show disrespect for their elders and love chatter in place of exercise; they no longer rise when elders enter the room; they contradict their parents, chatter before company; gobble up their food and tyrannize their teachers.”

The result of a new study? The words of a trusted expert?

No, it’s a quote from Socrates (469-399 B.C.).

Just as the Boomer generation was defined by the actions of a large minority, not all Boomers did drugs and dropped out, so the millennial generation has been defined by another large minority.

But they are a minority.
New patterns show they may not be as self-absorbed as they first appeared — maybe as a result of ageing.

But a very different picture of millennials emerges from what may be the most illuminating literary project of our era, the Pew Research Center’s sequence of reports on millennials. The 2010 edition, subtitled “Confident. Connected. Open to Change,” offered an X-ray of its first wave, the “roughly 50 million millennials who currently span the ages of 18 to 29.”

After all, you wouldn’t expect a 29-year-old’s attitudes and goals to be the same as an 18-year-old’s.

Socrates’ words show two things clearly.

  1. Every generation has been sure that the following generation will be the downfall of the human race.
  2. Every generation has been wrong.

Flickr image credit: Ben Crowe

If the Shoe Fits: Surviving Your Startup

Friday, April 18th, 2014

A Friday series exploring Startups and the people who make them go. Read all If the Shoe Fits posts here

5726760809_bf0bf0f558_m Whether you admire Arianna Huffington, founder of The Huffington Post, or not, you can’t argue with her success.

But it came at a cost, “…seven years ago I collapsed from exhaustion, burnout and sleep deprivation. I broke my cheekbone on the way down and got four stitches on my right eye.”

That incident lead Huffington to add a third metric to success’ standard two metrics of money and power.

…the third metric, which includes our well-being, our wisdom, our capacity to wonder and bring joy into our lives, and our capacity to give. Without these four pillars, life is really reduced to our to-do list.

Too many in the startup community do treat their lives as a to-do list, from starting a company through marriage and kids, with sub to-do lists for each.

They lose sight of the simple; seeing life as a series of competitive challenges.

Which I find hilarious, since that attitude harks back to the much maligned Boomers, whose mantra was “life is a challenge to be overcome.”

Granted, there are many challenges that indeed need to be added to our to-do list until overcome, but there are many others that, although noticed, may be passed by, with nary a ripple in our well-being.

Destroying yourself for the sake of a vision benefits no one—not your team, nor your investors, nor your family/friends and least of all yourself.

Image credit: HikingArtist

RSS2 Subscribe to
MAPping Company Success

Enter your Email
Powered by FeedBlitz

About Miki View Miki Saxon's profile on LinkedIn

About Ryan ryanrpew

About Marc marc-dorneles-cpcu-b8b43425

About KG View KG Charles-Harris' profile on LinkedIn

About Ajo View Ajo Fod's profile on LinkedIn

Clarify your exec summary, website, marketing collateral, etc.

Have a question or just want to chat @ no cost? Feel free to write or call me at 360.335.8054

Download useful assistance now.

Entrepreneurs face difficulties that are hard for most people to imagine, let alone understand. You can find anonymous help and connections that do understand at 7 cups of tea.

Give your mind a rest. Here are 2 quick ways to get rid of kinks, break a logjam or juice your creativity!

Crises never end.
$10 really does make a difference and you'll never miss it,
while $10 a month has exponential power.
Always donate what you can whenever you can.

The following accept cash and in-kind donations:

Web site development: NTR Lab
Creative Commons License
This work is licensed under a Creative Commons Attribution-NoDerivs 2.5 License.