Ask Tammy

I haven’t seen any data that shows dramatic differences between these two ages groups.  Older Gen Y’s (those, say, 25-29) do have different technology use patterns—surveys have shown that they’re less likely to use social networking sites like Facebook and MySpace and less likely to send text messages than those under 25.  Anecdotal evidence would lead me to believe that the major difference with the youngest Y’s will be an intensifying use of those technologies.

The biggest inflection point—in fact so big that I believe it will mark the beginning of a new generation—comes with those around age 13 or 14 today.  Individuals this age and younger formed their conceptual models of how the world works over the past several years.  They’ve been heavily influenced by the recession, resource shortages, and concerns about the environment.  They’ve come of age doused with a cold bucket of reality.  I believe this age group will approach the world with an emphasis on renewal and conservation, and have suggested that we call them the “Re-Generation” or “Re-Gens,” for short.

Filed under: Comparisons Among the Generations | Published: 05/11/09

Hi J—

There are two messages that you need to help your colleagues to hear—

One is the context:  why different generations tend to approach workplace tasks in different ways.  Once people get past interpreting different approaches as signs that “the other guy” is perhaps not as dedicated, hard-working, or whatever other judgement might be applied, and recognize that our different formative experiences have conditioned us to approach tasks in different ways, I find it becomes easier to listen to new ideas.  Could you perhaps give them something to read?  Most people enjoy learning more about the generational perspectives—and ones around scheduling are particularly interesting.  I write about this in Plugged In, as well as in my blogs.

Second, is experimentation:  ask colleagues if they would try a new approach once.  Most people are willing to try something, if they don’t feel they’re buying into a long-term commitment to a different way.  Select a specific task and ask the group if they’d be up for experimenting with a different approach.

There’s a section in Plugged In that discusses presenting ideas in terms of the Return on Investment that the new approach could provide.  That’s also likely to be helpful here.  Presenting your proposal as a way to do something faster or at less cost, strengthens the likelihood of acceptance.

Good for you for looking for ways to do things better.  I hope you have great success!

Best,

Tammy

Filed under: Workplace Strategies | Published: 05/11/09

Hi Greg—

I do have an account, although I confess I’m not very diligent abut Twittering yet. 

I’d love to have you follow me, though, and will do my best to provide some interesting updates.

I’m @tammyerickson.

Thank you for asking.

Tammy

Filed under: Information on Tammy | Published: 05/11/09

I’m quite certain that there will be a shortage of Gen Y knowledge workers as the economy rebounds over the next several years.  In fact, even now, with over 13 million people out of work in the United States, there are 3 million open jobs that organizations are struggling to fill.  Most of these are knowledge jobs—in health care, education, professional services and other fields that require specialized skills.  The gap will widen over the upcoming years.

The economy has, in fact, changed forever.  The percentage of knowledge jobs continues to increase, while the percentage of manufacturing jobs, declines.  One of the implications of this shift is that many of the jobs that are and will become available cannot be filled by everyone who would like to participate in the workforce.  Unlike a manufacturing economy that is able to absorb almost all skills levels, knowledge jobs carry many more prerequisites.

There’s no question that this has been a difficult year for everyone—including members of Generation Y.  However, I’m confident that Y’s will have many positive career opportunities ahead.

Filed under: Surviving in Today's Economy | Published: 05/11/09

Hmmm.  That’s not easy.  It’s hard when any colleague—and particularly a boss—approaches work from a fundamentally different standpoint than you do. 

In this case, your boss’ behavior is consistent with the normal way businesses operated when he was a young employee.  He undoubtedly experienced an extended period of having to learn the ropes and follow the rules before he was allowed to offer any input.  And he probably turns to other old timers for feedback, since he feels comfortable that they share his values, understand his perspectives, and operate using behavioral norms he understands.

I know that this doesn’t make your situation immediately better—but I hope it makes it a little easier if you keep in mind that he’s not behaving in an unusual way—and would probably be very surprised to learn you view him as “hostile.”  As a general rule in life, whenever you meet someone who’s mental model of how things (should) work is very different from yours, start by understanding all you can about where they’re coming from—and develop your strategy from there.

Since he’s the boss, you essentially need to play the game by his rules.  This doesn’t mean that you can’t play to win—believe me, he understands wanting to “win”—but you need to figure out how he judges success.  What are his metrics?  And what do you want?  Think in terms of creating a very professional win/win “contract”—you’ll exceed his standards, with the expectation of gaining (more responsibility, more latitude, more money, or whatever you value) in return.

Good luck!  And remember, he undoubtedly values loyalty and company commitment, so maintain an upbeat attitude through it all.

Warmly,

Tammy

Filed under: Interactions with Your Manager | Published: 05/11/09