Gen Y Now Millennials and the Evolution of Leadership

A new generation of workers is forcing employers to rethink the workplace. Generation Y, or Millennials, bring new ideas, innovation, and energy as they enter the workforce AND their expectations and demands are unique. In Gen Y Now, top team leadership gurus Buddy Hobart and Herb Sendek explore all the myths about this up and coming generation and show you how Millennials can be your most creative, motivated, and loyal employees.

This book goes from demographic research to concrete practice, explaining that Generation Y is more than we've been led to believe. They value authenticity, flexibility, and recognition. Using the strategies in Gen Y Now, you can hire and retain these demanding workers, and the payoffs could be huge.

• Keep up with current trends and technologies to move your organization into the future
• Attract the best young talent in preparation for the mass retirement of Baby Boomers and Gen X
• Understand how demographic trends impact the way your intergenerational teams think
• Inspire motivation in Millennial employees, reducing dissatisfaction and turnover costs

There are 80 million Millennials, and they are transforming the modern workforce. Your organization stands to gain from Gen Y employee engagement—if you know how to achieve it. Gen Y Now contains the leadership strategies you need to manage and motivate the Millennial generation.

Buddy Hobart is the president and founder of Solutions 21, a business management consulting firm based in Pittsburgh, PA. Solutions 21 regularly conducts seminars and customized training programs on leadership, behavioral styles, and Generation Y.

Herb Sendek is the men’s basketball coach at Arizona State University. Herb works with Gen Y daily. He knows first-hand about selecting and developing successful Gen Y teams. He is nationally recognized for high-impact team leadership and recruiting strategies.

Introduction xvii

Chapter one The Platform Is Burning 1

Back to the Future 2

The Time Is Now 2

Leadership for a New Generation 3

The Right Kind of Change 6

Conclusion 8

Chapter tWO For the First Time in History 11

The Generations 12

Why the Emphasis on Gen Y 13

The High Cost of Turnover 14

The Need to Retain Knowledge Capital 18

Conclusion 20

Chapter three Why the Negative Feelings Toward Gen Y: The Science 23

Prejudices 23

The Four Generations 26

Overcoming Stereotypes 31

Conclusion 34

Chapter four Myths 37

Myth 1: Gen Yers Are Slackers or Lazy 38

Two Common Attribution Errors and the

Rest of the Story 39

Myth 2: Gen Y Needs Instant Gratification and

Wants a Trophy for Just Showing Up 43

Gen Y Loves More Feedback 45

Myth 3: Gen Yers Are Disloyal and Job-Jumpers 49

How to Inspire Gen Y 51

Communicate the Big Picture 52

Myth 4: Gen Y Is Self-Centered and Narcissistic 54

Myth 5: Gen Y Is Pampered and Spoiled 56

Authority Figure vs. Authentic Figure 60

Myth 6: Gen Y Lacks Respect for Authority 64

Myth 7: Gen Y Feels Entitled 66

How You Must Deal with These Myths 70

Conclusion 72

You Have to Be a Role Model 72

Do Not Lower Your Standards 72

Chapter five Recession Generation 77

Some of the Numbers 78

Gen Y’s Response 80

Gen Y’s Post-Recession Attitude 82

Our Thoughts 84

Conclusion 88

Chapter six Key Skills 91

Understanding Gen Y’s Eight Key Skills 91

Key Skill 1: Gen Y Is Tech-Savvy 92

Key Skill 2: Gen Y Is Diverse 93

Key Skill 3: Gen Y Understands the Global Marketplace 94

Gen Y Thinks Globally 94

Key Skill 4: Gen Yers Have Good Self-Esteem 95

Key Skill 5: Gen Y Has a Sense of Security and Is Ambitious 96

Key Skill 6: Gen Y Has Life Experience in the Marketplace 97

Gen Y Understands the Customer Perspective 97

Key Skill 7: Gen Y Is Research-Oriented 98

Key Skill 8: Gen Yers Are Problem Solvers 99

Conclusion 100

Chapter seven New Realities for Leaders 103

Ten New Realities About Gen Y 104

You Need to Enforce the New Realities 104

Reality Change 1: Gen Y Is Delaying Marriage and Parenthood 105

Reality Change 2: There Is No Stigma Associated with Moving Back Home 106

Reality Change 3: When Gen Y Leaves, No One Is at Fault 107

Reality Change 4: Gen Y “Leases” a Job; Not “Buys” 109

Reality Change 5: Multiple Jobs Are a Badge of Honor 110

Reality Change 6: Your Leadership Is Continually Being Evaluated 111

The Triple Bottom Line 113

Reality Change 7: Their Circle of Influence Is Also Watching 115

Reality Change 8: The Extended Family Is Coming Back for Gen Y 117

Reality Change 9: Gen Y Has a Vision for Themselves 118

Identify Gen Y’s Personal Vision 120

Develop a Shared Vision 120

Reality Change 10: There Is an “Ambition Gap” Between Gen Y Men and Women 121

Conclusion 124

Chapter eight You Have a Personal Brand 127

The New Leadership Brand Promise 128

Some Examples 129

What Is Your Leadership Brand? 130

What You Do for Employees 134

Better Leadership Works for Everyone 135

Communication Fundamentals 135

Choose Your Words 136

Nonverbal Communication Counts 137

Communication Involves Listening 138

Conclusion 139

Chapter nine World-Class Performers 141

Skill 1: World-Class Performers and Leaders Use Performance Feedback or “Game Film” 143

Skill 2: World-Class Performers and Leaders Turn Unconscious, Negative Tendencies into Conscious, Positive Choices 145

Skill 3: World-Class Performers and Leaders Practice Energy Management 146

Energy Waster 1: Why Can’t They Be Like We Were? 147

Energy Waster 2: Why Do We Have to Change . . . Why Can’t They Change? 147

Energy Waster 3: Defensiveness 148

Energy Waster 4: Judging the Messenger 148

Skill 4: World-Class Performers and Leaders Realize That What Is Required for Improvement May Be Counterintuitive 149

Gen Y Wants Feedback 150

Skill 5: World-Class Performers and Leaders Develop a Clear Vision 151

Skill 6: World-Class Performers and Leaders Seek Out Coaches/Mentors 155

Skill 7: World-Class Performers and Leaders Develop Tactical and Measurable Action Plans 157

Skill 8: World-Class Performers and Leaders Recover from Losses Quickly 158

Skill 9: World-Class Performers and Leaders Use Positive Self-Talk 159

Conclusion 161

Chapter ten Study Your Game Film: Knowing Personality Types 163

A Lack of Self-Awareness 164

It’s All Communication 165

Leadership Is Communication 165

People Are Different! 165

Styles, Personality Profile, and the Four Generations 166

Personality Theory 168

The DiSCTM Personal Profile 168

Primary DiSC Styles 169

Leaders Communicate Effectively 173

The Accuracy of DiSC Profiles 175

Game Film for Leaders 175

Vision 180

Alignment 181

Execution 184

Building and Maintaining Momentum 184

Providing Real-Time Feedback 188

Self-Assessment 194

Hiring 194

Career Planning 195

Team Building 195

Flexible Leadership Style 196

Preventing or Resolving Conflicts 196

Game Film 197

Conclusion 199

Chapter eleven Emotional Intelligence 203

Why the Interest in EQ? 204

Three Ways to Define EQ 206

Gen Y and EQ 208

A Good Manager Needs to Have High EQ Social Skills 208

Gen Yers Are Group-Oriented 209

Self-Awareness 210

“Analyzing” Yourself 210

Self-Management 211

Managing Others’ Emotions 211

Conclusion 213

Chapter twelve Addressing the Burning Platform: Change Management 215

Improving Your Organization 216

Your Organizational Assessment 217

Survey Two Gen Y Issues 218

Your Change Efforts 219

Five Steps to Sustaining Change 221

Keep Score 222

Link the Front Line 223

Rewards and Recognition 223

Performance Management 226

Implementing Change 228

Vision and Strategy 228

Organizational Alignment 229

Workforce Enablement 230

Sustainability 232

Conclusion 234

Chapter thirteen Attracting and Retaining the Talent You Want 237

The Human Investment 238

The Story 239

The Moral of the Story 241

Factory Settings 243

Prepare Your Current Employees for Gen Y 245

The Basics: Recruit for Your Brand 245

Develop Specific Candidate Profiles 247

Develop Accurate Job Descriptions for the Job Now 248

Train Your Interviewers! 250

Behavior-Based Questions Provide More Relevant Information 251

Look for Real Situational Information 252

There’s No Substitute for Reality 253

On-Boarding: Have a Plan 254

Have a Gen Y Mentor 255

Communicate Your Expectations 255

Expand Gen Y’s Horizon 256

Follow Up: Promise Feedback and Deliver It 257

Keep Gen Y Informed 257

Strategic Planning for Retention 258

One-on-One Performance Management 259

Conclusion 260

Chapter fourteen Leadership Challenges 263

Coaching Opportunity 1: Gen Y Can Be Easily Distracted 264

Coaching Opportunity 2: Gen Y May Quit Too Soon 267

Coaching Opportunity 3: Gen Y Wants to Advance Before They Are Ready 270

Coaching Opportunity 4: Knowing Something Is Not the Same as Doing Something 275

Coaching Opportunity 5: Gen Y Is Not “Hungry” Enough 277

Conclusion 279

Chapter fifteen Leadership: A Timeless Principle 283

Principles vs. Rules 283

Leadership Is a Timeless Principle 285

Leaders Must Look in the Mirror First 286

Becoming World-Class 286

Gen Y’s Attitude and Superior Skills 287

The New Realities 289

Turning Knowledge to Action 289

The Platform Is Burning 290

References and Research 291

About the Authors 299

Index 301

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