Working with the whY Generation...

I wrote a blog post called "Creative Problem Solving... a case study" that garnered a surprising amount of commentary, particularly regarding some insights into the Y Generation (Millennials). It was not my intention to talk about one of my most favorite management and leadership topics, but rather use them as a back drop for my "case study" (aka, story) - I was really working the "creative problem solving" angle.  I am sensing they are as energetic as ever, and with 32 million settling into the U.S. workforce alone, I thought I would offer some further thoughts. I have read a white paper or two on the topic, but most of my insight comes from hiring over seventy-five Millennials and managing dozens at any given time - I feel comfortable weighing in. 

If you are wondering where the term came from, it goes something like this... almost twenty five years ago, Douglas Coupland popularized the term Generation X, as well as a generation, in his book by the same name. In great creative fashion, the next generation (those born after 1980-ish), were coined Generation Y... it's still a little fuzzy whether there is an official Generation Z. This is actually a good place to start, as much of the commentary and perspective regarding the Y Generation is coming from the Gen X and the tail end of the Baby Boomers. If you ask the Millennials, they have it all figured out, and the others are the ones with the issues. 

Much of my thinking will come from a Gen X and Baby Boomer leadership perspective, but if you were born after 1980, it may offer you some insights with managing up. Let me paint a picture of the Y Generation, knowing up front, it is with a broad brush.

• They are smart and educated, which can be accompanied with a healthy dose of self worth.
• Very technologically and socially savvy, particularly with anything involving personal devices.
• Yes, they have an air of "entitlement".*
• There is an enhanced sense of work-life balance.  
• Collaboration and a sense of "team" are important.
• If they are not happy, the will move on.
• They require regular validation and re-enforcement
• Have aggressive professional expectations.
• They want mentorship and leadership.

If you are working with Millennials, none of this will be surprising, so lets jump in. 

As leaders, I have seen us fall into this particular trap - Since they are smart, engaging, confident, know technology (we may not), and say the "right" things, we make the mistake of confusing their potential with actual ability (Millennials also make the same mistake, so at least we are all on the same page). I have seen impressed leaders end up with miscast situations, as they have confused potential to do a good job with actual ability. This is a very important point... conversations need to be around "potential" and not perceived "ability". This will help align expectations. Expectations... realistic expectations, are everything.

I remember speaking with a more than a few Millennials six months into their new sales role and they very honestly told me they had mastered their current position and it was time for their promotion; particularly since they had their eye on being a Sales Director in five years. This is where grounded conversations regarding their potential and development of their abilities are needed. I will also tell you up front that when you tell a Millennial it will take five years to develop a set of competencies, they will tell you it will only take them nine months. This is where the label of "entitlement" tends to get bantered about. Development plans, with measurable competencies  are key for constructive conversations, as well as establishing benchmarking for that "superstar" who ultimately does it in nine months.

Millennials are very collaborative, team oriented and socially wired (literally and figuratively). They are prone to speak as, and for the "collective", particularly with issues that may be very personal; they will expect to be heard (and probably agreed with). Transparency in a team setting is everything in my experience - Explain to them who you are, what you expect, the rules, what you like, what you don't like, how best to communicate, when you are wrong, when you are right, when they are right, when they are wrong, ask what they think, translate corporate speak for them, define success and define failure. The Y Generation is thirsty for leaders and mentors who will help them, even when they have it mastered, because deep down know they haven't.

As a leader, the Y Generation will challenge you... they will challenge your ability to develop, retain, motivate and engage - You will become a better leader for it, although it can be quite exhausting.

In the title, I referred to the Y Generation as the whY Generation - Other than being somewhat "witty", I did it because a number of years ago, my HR partner and I presented to commercial leadership, regarding the potential of the Gen Y and the group I led;  "whY" I felt they were important for the future, and why I was having so much fun.

Above pretty much summarizes what I said. The over performance and the pipeline of great talent was just a bonus.

gpe 

* I heard this story of a Millennial who was an entry level sales professional selling cars. At the end of the month, he had missed his quota and did not receive his commission as per his agreement. The next day the parents went to see the General Manager of the car dealership and argued that their son should be paid his commission. The General Manager explained to the parents how the real world works and kicked them out of his office. I don't think the Y Generation were born entitled. 

Some thoughts on inspiration... and I guess leadership.

The following is the original and the rewrite can be found by clicking here

A long time friend* brought the following quote to my attention a couple of days ago, as we were talking about life and its meanderings. It was written by Marianne Williamson and has also found its way into the movie Coach Carter as a tribute to the themes of the story. The quote goes like this -

“Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness, that most frightens us. You playing small does not serve the world. There is nothing enlightened about shrinking so that other people won’t feel insecure around you. We are all meant to shine as children do. It’s not just in some of us; it is in everyone. And as we let our own lights shine, we unconsciously give other people permission to do the same. As we are liberated from our own fear, our presence automatically liberates others”. 

It is not my intention to offer an interpretation of this per se, but since we are here, why not? Success does frighten some of us... even to the point that we will very expertly sabotage ourselves to ensure we never quite find it** - Where as with others, they will avoid success as they believe it will come with a feeling that they are somehow fraudulent and at any moment be discovered. Aside from the above comments though, what really struck me about this quote was that it evoked a strong emotional feeling of inspiration, much more than any intellectual interpretation of the words. 

There is a great social complexity with the human condition, our social structures, our interactions, and our desire as individuals to be understood and to understand. The emotion that came with the quote above, at least for me, speaks directly to this desire to be understood and to understand. I will be so bold to suggest that it is not just myself; if you look at the social media streams they are full of inspirational quotes and videos that speak to - 

• Personal growth
• Individuality
• Struggle, success and failure 
• Love and heartbreak
• Understanding

Just to name a few.

So I think it is fair to say, more than ever, that the "collective" inspires and feeds our need to be understood and to understand. It just struck me now that I should offer a definition for the word "Inspire" and it goes something like this, "to fill (someone) with the urge or ability to do or feel something"; inspiration, by extension, is the act to inspire. How neatly my thoughts are coming together don't you think? This aspect of inspiration feeds the feelings and emotions of our desire to be understood and to understand... it helps us find our way. So the collective is feeding this desire to be inspired... but what about when we look to the individual - And this I guess, brings us to leadership.

My intention here is to offer a perspective on leadership as it pertains to what we have been discussing... and yes, I know it's mostly been a monolog so far, but a dialogue is just a comment button away. I have found that leaders, and by extension leadership can be defined in two ways; Selfless Leadership and Selfish Leadership.

Selfless Leaders, tend to see their people as more valuable than themselves, participate with and understand them, and strive to develop an environment of trust; with mutual success. They more often than not, through their words and actions, evoking that emotion which leads to that connection and trust needed to be successful in our social structure.

Selfish Leaders, tend to see people as a resource for their personal needs and agenda, focus only these agendas and display little interest in people or any mutual success, other than any required operational function. I have found selfish leaders tend to offer little in the way of emotion that drives this feeling of being understood and understanding - Never creating a connection or trust.

And why should you care about any of this? Well... if you are involved with a team, couldn't it be said a team is really just a micro reflection of the great social complexity of the human condition, our social structures, our interactions, and our desire as individuals to be understood and to understand? And if so, you know what they say about how Great Teams Doing Great Things.

All of this just because I read a quote by Marianne Williamson and was inspired.

gpe

* The long time friend I refer to is "The Duke", who I mentioned in my blog entitled "Reflections" (Dec 31, 2014). I will be curious to see if he drinks his bourbon straight up the next time we go out (none of this will make sense unless you have read the post, but it sure has made me smile).

** Dr Brene Brown alludes to sabotaging her success by flying just under the radar in one of her TED talks, as well as discusses much, much more (I have attached the talk). If you are not familiar with Brene I encourage you to check out her two TED talks and even her books. She is a qualitative researcher by training and has explored the areas of shame and vulnerability. It is interesting, thought provoking, enlightening and very entertaining.

Good People Find a Way...

The following is the original and the rewrite can be found by clicking here.

During one of my professional "iterations" there was a complete executive retooling within the organization and with it came a number of very capable business people... you know, the people that have Harvard, Wharton or General Electric somewhere on their resume; the type of people where in a meeting it can sometimes be analogous to "watching a tiger play with a puppy" (as an aside, I love using pithy sayings like this). This was a particularly fulfilling time for me at a professional level - I learned so much.

An adage that started to get bantered about at the time, which to this day echoes mixed emotions  for me, was "Good People Find a Way". But why, I've asked myself? It obviously is a truism... isn't it? Someone who is able to get it done, make it happen or create something never seen before is by definition good - This of course is true. But if they are unable to find a way, are they then bad?  Lets talk it out and let me start here...

Good People Find a Way

I knew a VP of Sales and Marketing named Roger Cooper (may he rest in peace), who once said this about selling, "Intellectually you know you can't win every sale, but emotionally and in your heart you know you will win them all". This has resonated with me for years as his point was you need to believe that you will win it all and align your thinking and activity to that - There was no plan B* for him. This has to be at the core of "Good People" when defining them and ultimately making "Finding a Way" possible. This is how you move into a place where you can think "outside of the box", tear down barriers and accomplish what people said can't be done. Obviously you have to have the ability to "find a way"... be it knowledge, skills, endurance or that nebulous special quality. I should point out that depending on the situation, "finding the way" may include an iterative failing and learning process, environmental situations that need to be managed through with resources that need to be secured - All of which you may be in the midst of being worked though when someone decides to measure you with this adage. The rub for me begins to take shape.  

So lets say "Good People Find a Way" is a valid truism and yes you are good when you solve for the situation...very objective. I will also suggest that being "good" is also applicable when you are emotionally engaged, skilled and working through the situation - Doing the right things... maybe a little subjective but "you know it when you see it"**. Where I struggle, is with the context and leadership of when and how the term "Good People Find a Way" is used, not what adage itself represents.

I want to back up here for a minute to clarify the context of when the adage "Good People Find a Way" is applicable. We are talking about addressing complex situations, unknowns or "unexpected surprises" and solving for them. We are not talking about administrating an established process or practice that should be considered table stakes -  If a person can't find a way to manage this out you have a training issue or a miscast. The adage is out of place here.

So what do I mean when I say I struggle with the context and leadership regarding "Good People Find a Way"? Contextually there are two ways that this adage can be used - To re-enforce the "truism" or as a motivator... and it's as a motivator where I struggle.

Let me get the easy one out of the way - If a leader is using the adage as a truism to set the bar and develop expectations, it is a "good ol' rally cry" to anchor people...it then can be workable. It allows for the articulation of "Good People", the qualities (both hard and soft) and what it takes. This is a very valid way to set the bar for expectations, values and culture but it still needs to be clearly articulated.

I will concede that in theory, as a motivator, "Good People Find a Way" could be used to re-enforce that a person is good, has what it takes, and sets the stage for discussions involving what is needed to work through challenges and "find the way". My experience though, more often than not, is the adage gets introduced when the results are not as expected and it becomes a challenge for the person (or team) to pull up their proverbial socks.

I have seen it disastrously used when a leader uses the adage because he really does not want to accept the situation and that their initial expectations may be flawed; putting blinders on with regards to a bigger, possibly more difficult situation than initially thought. Worse still, uses the adage as a method of blame and deflecting ownership and responsibility. Not only does the leader miss the real situation but demoralizes the people who can solve for it.

"Good People Find a Way" is a truism and should be treated as such; it is how the impossible is made possible - If you want it to happen, get the right people and foster the right environment. As a leadership and motivational tool, as well as a performance indicator, it needs to be considered with great caution...more often than not, when used, it reflects poor leadership, deflection and blinders.

I write some of this with fond memories of an old colleague of mine, who unlike me with my mixed emotions, simply hated the adage. 

gpe

* I will never say you shouldn't have a back up plan but I will also say that if you are not careful your Plan B will become your Plan A. (a future blog topic in the making)

** If it's good enough to be used by the U.S. Supreme Court it's good enough for me. (Obscenity in Jacobellis vs Ohio)