Inspiration
Messages from the Masters |
According to the pessimists, the younger generation has been "going to the dogs" ever since the dog was domesticated. Every older generation has been convinced that nothing good could arise from the attitudes, values and behaviors of the younger crowd. Impatience. The younger generation, like every generation before them, yearns for the good life. Because they grew up in a fast-paced society, they look for rapid advancement. They want as much as possible as fast as possible. Autonomy. Baby Busters are far more likely than their elders to ask "What's in it for me?" They will give you their loyalty, but only if you can show them how loyalty to the company serves their personal interests. Self-Fulfillment. They're looking for jobs that allow them to work at the things they enjoy, while allowing them the leisure to pursue off-the-job interests. They are likely to see their jobs as means to an end -- the end being a high-quality life full of fun and enjoyment. Cynicism. They think the preceding generations have handed them a raw deal in the form of messy world problems and a sluggish economy that shows few signs of catching fire. They fear that their generation will never be as well off as their parents' generation. Extended adolescence. A high percentage of them are products of broken homes, and grew up with absentee, workaholic parents. As a result, they tend to marry later, stay in college, and live with their parents longer. A need for attention. The Baby Busters who did not enjoy two-parent households, or who had to shift for themselves as latch-key kids, may feel cheated out of normal childhoods. Therefore, many of them look for managers and supervisors who can give them the time and attention their parents were unable to give them. Self-Reliance. Often left to themselves by working parents, they've learned to make decisions on their own. Therefore, they're less likely to be impressed by the institutional authority represented by managers and supervisors. Of course, these characteristics don't describe all members of the rising generation, but they do show a decided generational shift in attitudes. Before we condemn young people as ignorant and untrained, let's consider what the work place demands of them. As one Ford executive put it, "Suddenly, we are asking employees to be self-directed team players who contribute to the organization and efficiency of the work place. This demands skills that have never before been expected from line workers." The new generation presents the business world with a sharp reduction in working-age population. There were 41 million Americans in their 20s in 1980 compared to an estimated 34 million in 2000. As the Baby Boomers reach retirement age, American business will face a dwindling pool of talent, with a different set of values. In the long run, our only option is to help young people become productive employees. Busters don't want to be kept in the dark. They want to know what's going on in the company, and they want it from a reliable source -- management -- and not from the rumor mills. They also want to be involved in the decisions that affect them. This calls for corporate leadership committed to the principles of participative management. Participative management requires an educated work force. So businesses that succeed will have to commit themselves to continuing education and development. They can't avoid it. In the past, only a small minority of American businesses have made significant investments in employee development. This will have to change in the future. We can make the next generation a generation of winners. Our challenge is to show them how to achieve their personal objectives by working toward corporate objectives. To learn more about Nido Qubein and/or to receive 20% off when you order his audios or books, visit www.yoursuccessstore.com. |