One Smart 8cr and a Generation
We're going to switch it up a bit today. I work with a lot of very smart and talented individuals, almost all of whom range in age from twenty-two to mid-thirtysomethings. One of those people is Kate, or as I like to call her, K8cr. I don't know how often you all make it over to the 800-CEO-READ Blog, but she's been contributing insightful posts for a couple years now, and a recent post of hers speaks to the topic of today's book by Cam Marston, Motivating the "What's In It For Me" Workforce: Manage Across the Generational Divide and Increase Profits. So what I thought I'd do is reprint the first half of Kate's, "A Manifesto from a Praised Young Person," then cut to the Marston's book description, then give you the rest of the essay. Saddle up, because this is way more thoughtful than most of my schlock. So, without further ado...
A Manifesto from a Praised Young Person (from April 24, 2007)
Did you see the WSJ's Weekend Journal this past Friday? Smack dab in the middle of the front floats a large-headed young employee with his nose to the sky. The article, "The Most-Praised Generation Goes to Work."
This is the generation of twentysomethings who have grown up on praise and the words "you're special." The generation where everyone became a winner on the soccer field, swim team, or drama club. Gold stars and ribbons abound their world.
I, too, am in this generation brought up on praise and warm-fuzzies (a.k.a. compliments, as one of my elementary school teachers explained). Employers are responding to our generation of praise.
They "are dishing out kudos to workers for little more than showing up. Corporations including Lands' End and Bank of America are hiring consultants to teach managers how to compliment employees using email, prize packages and public displays of appreciation. The 1,000-employee Scooter Store Inc., a power-wheelchair and scotter firm in New Braunfels, Texas, has a staff "celebrations assistant" whose job it is to throw confetti -- 25 pounds a week -- at employees. She also passes out 100 to 500 celebratory helium balloons a week."
Book Description for Motivating the "What's In It For Me" Workforce
All generations are not alike. While Baby Boomers base their vision of professional success on climbing hierarchical corporate ladders, Gen-X and New Millennial workers view success quite differently. These younger workers care little for tradition, placing a higher value on individuality, personal freedom, and the professional flexibility and creativity it takes to succeed in a globalized economy.
This generational divergence creates a communication challenge for many of today's managers. The promise of slowly climbing the company ladder no longer has the motivational force it once did, and the traditional management structure is quickly slipping into obsolescence. Younger workers are less loyal to their organizations, quicker to adapt to cultural and technological changes, and more possessive of their free time.
In Motivating the "What's In It For Me?" Workforce, Cam Marston reveals how to diffuse the conflict between managers with one set of expectations and employees with another. He shows managers how to deal with differing generational expectations regarding promotions, incentives, recognition, and prioritization of work itself, bridging the gap between managers raised in one tradition and workers raised in another.
Based on his long experience consulting with and interviewing managers and workers of every age, Marston provides detailed guidance on motivating every employee to achieve peak performance--no matter what generation they belong to. Packed with guidance on bringing the generations together to achieve organizational success, this practical guide offers concrete steps for solving generational problems in any workplace.
It takes more to motivate today's "What's In It For Me?" workforce, but connecting with younger generations is vital for any manager's success--as well as any organization's. Marston helps you bridge that gap, so you can get more out of every worker, no matter their age and attitude.
Kate's Manifesto Continued...
Bob Nelson, thank you consultant and author of 1001 Ways to Reward Employees, would tell you that each generation has different praise requirements:
- 60 Plus Years -- prefer public, formal awards but don't need constant praise
- Baby Boomers -- are looking for "more self-indulgent treats" such as massages and new technology
- Under 40 -- need a bit more praise and "near-constant feedback."
He goes on to explain that, "It's not enough to give praise [to this generation] only when they're exceptional, because for years they've been getting praise just for showing up."
If an employer is complimenting "us" for merely showing up, of course we expect to be praised when we do something above and beyond showing up. It's Pavlov's basic rule. The expectation for praise becomes a reflex.
But what if the expectations were set higher than just showing up?
Coming from a member of the praised generation, we want to be challenged. We want to care about what we're doing and we want you to care about we're doing. My favorite bosses and coaches have always been those who make me stretch and grow; they're the ones who sit me down and explain that they have big expectations for me. I have to earn their praise. It's only when I've challenged myself and succeeded (however you define success), that I can actually accept and savor a compliment.
In the end, Bob has it right. "By encouraging and praising them [the praised generation], you'll get more out of them."
So yes, we were raised on praise. Most of us benefited with self-esteem. That self-esteem gave us a backbone. That backbone helps us stand up for our ethics (which after such scandals as Enron and Worldcom, can't be bad), question company policies and processes in a productive way, and use disappointments to better ourselves rather than take it personally.
We're not asking for kudos and presents for every small success. Challenge us and congratulate us when we go above and beyond. As a fellow member from my generation and co-worker chimed in,
"Take us seriously." If we're not doing well, tell us. Don't hold us to anything less.
We're not so different from other generations.
Sorry! This offer has expired. Check out today's offer instead.
