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

Everyone is talking about Steve Ballmer’s words in a WSJ interview, “Maybe I’m an emblem of an old era, and I have to move on,” and the agreement it drew from Salesforce.com’s CEO Marc Benioff.

Benioff doesn’t care about age, born in 1964 he’s no spring chicken, but he does care about attitude.

“The world has changed. The companies that are struggling in the market today have not gone cloud. They have not gone social. They have not gone mobile. They are still trying to sell the same old stuff.”

Consider all the folks you didn’t hire because they “didn’t fit in,” which was a nice way of saying they were older than you/your friends.

Now consider that in 2009 80% of “total entrepreneurial activity” was over 35 and that hasn’t changed.

No one accuses Salesforce.com of lagging behind or slacking on innovation.

Larry Page turned 40 this year, but Google isn’t exactly sitting back on its laurels or ignoring whatever part of the changing landscape they aren’t changing themselves.

If someone said they knew a great 46 year old design guy how interested would you be?

Is 46 a turnoff?

Oops; you just missed out on Jony Ive.

Image credit: HikingArtist

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

The other day I was asked the same question by two different managers, one Gen X and the other a leading edge Gen Y.

The subject was improving and strengthening weaknesses.

They both wanted to know if/when enough is enough.

That’s a question I found an answer to a long time ago, so I shared it, with the caveat that just because it worked for me didn’t mean it was right for them.

The short version I shared is that I stop a specific self-improvement effort when the ROI is too low for the energy (mental, physical, psychical) expended; in other words, there is no viable payoff.

Of course, “viable payoff” is strictly subjective, but any self-improvement effort includes certain expectations (your own, not other people’s) that should include a minimum.

Minimum not met means no viable payoff.

That isn’t to say that I fall back on the tired “that’s the way I am;” instead, I always found ways to off-set whatever action or attitude I’d spent energy changing as far as made sense.

Part of this comes from measuring ROI, but it also comes from intelligent prioritizing, which requires the recognition that time is finite and one needs to pick one’s battles.

Perhaps that’s what life, both personally and at work, is really all about—much like the saying that the journey is the best part.

In fact, I hope that when I’m gone those who knew me will say, “From self improvement to self acceptance. A good trip.”

Image credit: JJChandler.com

A couple of weeks ago I wrote about Roy F. Baumeister’s research showing how decision fatigue affects hiring, self-control and is tied to ego-depletion.

Self-control and will power aren’t traits you as much about as you did when I was a kid; these days the focus is on instant gratification, whether it’s a child demanding a treat, an adult looking for a new job or you-name-it.

The question really boils down to whether self-control really offers significant long-term benefits?

Benefits that are substantial enough to stand up to the embarrassing tantrum your child pitches when she doesn’t get what she wants?

In experiments beginning in the late 1960s, the psychologist Walter Mischel tormented preschoolers with the agonizing choice of one marshmallow now or two marshmallows 15 minutes from now. When he followed up decades later, he found that the 4-year-olds who waited for two marshmallows turned into adults who were better adjusted, were less likely to abuse drugs, had higher self-esteem, had better relationships, were better at handling stress, obtained higher degrees and earned more money.

Impressive; certainly enough to at least get parents to think about showing some backbone and helping their kids learn self-control.

But what about those of us who are Millennials, Gen Xers and Boomers? Is our situation hopeless? Are we destined/doomed to careen through life without those benefits if we don’t already have them?

Fear not. According to other research by Baumeister your self-control, AKA, will power, can be toned by exercising it, just like any other muscle—and he wrote a book about it.

In recent years the psychologist Roy F. Baumeister has shown that the force metaphor has a kernel of neurobiological reality. In “Willpower,” he has teamed up with the irreverent New York Times science columnist John Tierney to explain this ingenious research and show how it can enhance our lives.

Wow; buff self-control.

How cool is that?

UPDATE: I just read this article about SpongeBob, which adds an interesting kicker to the research.

In another test, measuring self-control and impulsiveness, kids were rated on how long they could wait before eating snacks presented when the researcher left the room. “SpongeBob” kids waited about 2 1/2 minutes on average, versus at least four minutes for the other two groups.

Image credit: Kirkus Reviews

Its studies show that [word deleted] workers are looking for flexible jobs that have “a climate of respect, work-life fit, supervisor support and learning opportunities.”

Would reading this sentence lead you to expect yet another story about the work expectations of Millennials?

If so, you would be wrong.

The sentence comes from a Wharton article called The Silver Tsunami that discusses the value older workers bring to employers.

Now consider these ten points on how to manage from a recent BNET post

1. Don’t be the boss. At least, don’t appear to be
2. Don’t be dismissive, help them learn new skills.
3. Use their experience.
4. Understand differences in lifestyle.
5. Validate them.
6. Know what motivates them.
7. Talk to your employees.
8. Don’t’ be intimidated by them.
9. Introduce a mentorship program…
10. If [word deleted] employees do step out of line, reel them…

Sounds a lot like advice on managing Gen Y, doesn’t it?

But it’s not; it’s advice on how to manage when employees are older than the manager.

Do you see where I’m going here?

Boomers, Gen Xers, Millennials.

They are all people; people with similar desires and foibles, although usually expressed in different terms.

And they all want similar things from their managers: respect, challenge, opportunities to grow, work/life balance—the same things you probably want from your boss.

And it’s your job to provide them to everyone.

Flickr image credit: http://www.flickr.com/photos/zedbee/103147140/

It’s a holiday weekend, so I thought I’d offer you a variety from which to pick and choose.

First up is a good overview of the business and political crises that are either ignored or denied by the leading players.

Polls show that our business, political and financial systems, and the people who lead them, are seen as lacking in ethics, competence and respect. … We have a crisis of ethical culture in both the public and private sectors.

Chris O’Brien offers a thoughtful look at money, motivation and Silicon Valley, although what he says applies universally.

That money motivates us to do our best is the ultimate expression of faith in the free market. Challenging this orthodoxy is heresy.

Yet research overwhelmingly indicates not only that money is not an effective incentive for creativity and innovation — it actually may make performance worse.

Next is an interesting commentary by Donna Flagg that looks below the typical views of managing Gen X and Y.

But really, I fail to see how this is different from any other good, old-fashioned generation gap where the underlying issue is simply about a need to understand differences.

Next is more insight about your brain and the subject of daydreaming; if you don’t daydream you may find it surprising.

But now that researchers have been analyzing those stray thoughts, they’ve found daydreaming to be remarkably common — and often quite useful. A wandering mind can protect you from immediate perils and keep you on course toward long-term goals.

Finally, the comments are in on Harvard’s Jim Heskett’s most recent online discussion considering whether strategy, execution or culture had the greatest impact on a company’s success. It’s definitely worth reading, both the initial article and the comments.

Respondents who ventured to place weights on the determinants of success gave the nod to culture by a wide margin.

Have a wonderful holiday weekend!

Flickr image credit: http://www.flickr.com/photos/pedroelcarvalho/2812091311/

Millennials and those who study them love to position them as demanding different things from the workplace than their predecessors.

The latest is a list from LeaderTalk that describes Millennials’ Five Leadership Truths:

Truth #1 – Leadership development begins with self development; it’s about the individual; what is the first question most people want to ask a new leader?

Truth #2 – You can’t do it alone

Truth #3 – The foundation of Leadership is Credibility

Truth #4 – You either lead by example or you don’t lead at all.

Truth #5 – Being forward-looking most differentiates leaders.

Nearly two years ago Success Television listed Gen Y’s 10 main turnoffs…

1. Inflexibility.
2. Judgmental attitudes.
3. Close-mindedness.
4. Fear of and an unwillingness to use technology.
5. Unwillingness to listen to and respect Gen Y’s opinions, ideas and views.
6. Intimidation.
7. Being told they have to “pay their dues”.
8. Lack of professional and leadership development through the company.
9. Emphasis on traditional dress (coat or suit and tie are out).
10. Lack of intellectual horsepower. [By what yardstick? Miki]

Now I ask you, what on either of these lists is new? It seems to me that they are the same things that Boomers and Gen X (and previous generations) have been complaining about for years; the language changes, but the concepts aren’t new.

Sadly, I believe that the workforce will be complaining of the same types of things long after I’ve turned to dust.

Boomers and Gen X were just as much a disruptive force in the workplace-of-that-time as Millennials are today.

Granted the willingness to stick it out has shortened considerably, but even the willingness to walk if you’re not happy is based to no small degree on a healthy economy where the next job is easily available.

Add time and a few age-driven responsibilities—kids, mortgages, aging parents—to the mix and soon Millennials will be the establishment with another generation ranting about their unwillingness to change.

The demands of each generation are what forces change, both large and small, upon the workplace—always has and always will.

Hat tip to The Leadership Hub for pointing the LeaderTalk post.

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Image credit: HowardLake on flickr

I’m old enough to remember when maturity was something to strive for; when living with your parents post 18 made you a loser; when being cool also meant being independent and paying for your own place was a badge of honor.

But that was then and this is now.

Andrew Gordon sent me a link to a Washington Post article discussing how thirty-something is the new twenty-something (the comments are well worth reading, too).

In other words, people are “coming of age” far later in life than ever before.

Maybe this isn’t surprising, since people aren’t aging the way they did.

In books and films from the forties and before, even into the fifties, people in their fifties and sixties were described or portrayed as elderly, while those in their seventies and up were considered ancient—tell that to a Boomer if you want to die young.

But is it really necessary to delay growing up just because people are staying young longer?

Does staying young really require immaturity?

Has ‘adult’ become a dirty word synonymous with out-of-date, out-of-touch, unable to grow and change?

If so, we are in deep doo-doo.

Obviously, there are millions of responsible twenty and thirty-year-olds who are building careers and relationships and families.

But there are millions more who are still living at home; hanging out and who have no real concept of responsibility.

Then there are those who look great on the surface, but thwart them, throw a few obstacles their way, or scratch them with a real conversation and the immaturity oozes out.

If this keeps up the 2025 remake of “The 40 Year Old Virgin” will be “The 50Year Old Virgin” or maybe 55.

40 years ago Spock made being smart sexy.

How can we make maturity sexy?

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Image credit: Culture Culte on flickr

Have you stopped to think that the “leaders” responsible for this mess are mostly Boomers and a few older Gen X?

It doesn’t surprise me, the Boomers’ parents tried to give them everything that they didn’t have and ended up with the first sex/drugs/rock&roll generation that thumbed their collective nose at “the rules” more than any previous one.

They, in turn, raised the first “entitled” generation and Gen X has increased that attitude by an order of magnitude.

In 1977 Richard Nixon said, “When the president does it, that means it is not illegal,” and it seems as if the generations that revile him have taken that as their individual mantra—in spirit if not in fact.

The effort eliminate accountability and further increasing that sense of entitlement to further trash future leaders’ ethical base is in full swing. (Texas seems to be taking a leading role in both. Read this, this and this.)

Religion doesn’t seem to be the answer—I’m sure that most “leaders” of the current debacle would tell you that they have a strong faith, as would all the religious “leaders” who have lied, cheated, stolen and abused.

Education certainly doesn’t lead to a higher moral plane—the millions of people damaged by the well-educated people who wreaked havoc on the global economy certainly equals, if not exceeds, the damage done by drug dealers and other criminals.

Obviously, ignorance doesn’t cut it, either.

I don’t know the answer, but I’m pretty sure it starts in the crib and the initial responsibility belongs to the people responsible for creating that life.

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Photo by Sandy Caldwell