“A Boomer’s Response to the Gen Y Dilemma”
By Terri Benincasa

Last week you were told that a Gen Y employee (known in business-speak as “Millennials” because they began entering the workforce at the turn of the millennium), can start out optimistic and hopeful, and wind up as cynical as their Gen X counterparts if your company “falters in plain view” like so many high profile institutions have over the past 8 years.

Couldn’t agree more.           

And what speaks volumes about your company’s “trustworthiness” is its culture: does yours confirm skeptical Gen Xers’ admonition: "Expect little from institutions; you owe them no loyalty because they will show you no loyalty in return."  Or does it clearly establish your business as the place where the best and brightest young workers will not only want to start…but stay?

 

The good news: the Gen Y characteristics outlined last week are fully in alignment with healthy company culture characteristics:

§    They want to work in organizations with integrity (have a mission that is not “lip-service” but lived each day, and is inculcated to all expectations/communications)

§    They want to collaborate with highly motivated people, working closely with and learning from energized colleagues (and bosses) who they respect

§    They want to work in organizations where their time and energy will be appropriately rewarded

And honestly, as Boomer bosses, don’t we want the same thing for ourselves?  Wouldn’t you want the same thing for your child (Millennials are, after all, the children of Boomers…)?

So, if you would much prefer to get the most out of your young employees, thus increasing both their productivity and their loyalty/respect for you/your company, here are a few simple steps to get you started:

§    Develop leadership traits at all levels of your organizational chart, and make that part of your job descriptions and daily performance expectations

§    If you are still operating from a “last century” top-down mind-set, reconfigure your approach to decision-making/problem-solving to one that is team-based

§    Create a performance-based recognition/reward program that includes the development/ use of performance agreements that clearly define both accountability and reward benchmarks, and uses a system that is meaningful to those who will benefit from it

§    Get out and about in the office – if you have interactions with your employees only at evaluation time or when something is going wrong, you’re losing valuable opportunities to develop the kind of “touching-base” relationship that you know reaps great results with your customers…that principle applies to your staff as well

§    Walk your talk – earning respect goes both ways.

Having a healthy culture is no longer optional, thanks to your young staffers, and that’s a good thing.  Healthy cultures ensure happy customers, increase revenue, and take the burden off of the few and share it with the many.

Now that’s a business plan that a Boomer can love!

Terri Benincasa is CEO of Benincasa & Associates, Inc., a Business & Personal Coaching company.  Terri holds a double Masters in Counseling Psychology from Columbia University, has over 15 years of senior management and business ownership experience, and is a trained, professional actress.  She combines these sources with the combined 30 years’ experience of her Associates for very powerful, insightful, and dynamic results.