Management styles for Gen-X and Gen-Y
Management styles for Gen-X and Gen-Y
Unfortunately, a growing trend is that today's managers are also 'individual contributors' and spend more time 'doing' than managing. With managers spending more time 'doing', there is a growing capability gap to give workers (particularly the Gen-X and -Yers) what they need. This gap exists for many reasons, including: companies doing more with less people; managers don't know how to provide feedback and develop people; scarcity of rewards; organizations do not place high enough value on the role of the manager.
Employees typically don't leave companies; they leave their managers. Employees want managers that will provide goals, direction, feedback, coaching and who recognize and reward for good performance. Research indicates that management behavior is a key factor in retention, and in fact, has consistently shown that dissatisfaction with one's manager is a top reason for leaving an organization. Some of the most commonly found items predicting intention to leave were: insufficient performance feedback and coaching; insufficient learning and development opportunities; insufficient reward and recognition for work; insufficient sense that their organization values them.
Research has shown that Gen-Xers not only expect feedback, they demand it. Gen-Y workers will demand it even more. A key point to remember is Gen-X and -Y workers are expecting more from their managers and workplaces, not less, and are willing to walk out if they don't get it.
Building management capability goes beyond training. It also includes creating a company culture that values the role management plays in attracting and retaining top talent, and sets clear expectations for the management role.
Management styles for GenX and GenY - To learn more about this author, visit Kristin Morgan's Website.
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Today's Generation X employees (born between 1960 and 1975) have higher expectations of what managers should do to support them than the Baby Boomer generation had before them. Generation Y (1976-2001) workers have even greater needs for feedback and development. Baby boomers grew up in a time when having a job was considered thanks enough. Gen-Y workers and, to a lesser extent, Gen-X workers, are accustomed to praise, reinforcement and time to develop their interests and skills.
Unfortunately, a growing trend is that today's managers are also 'individual contributors' and spend more time 'doing' than managing. With managers spending more time 'doing', there is a growing capability gap to give workers (particularly the Gen-X and -Yers) what they need. This gap exists for many reasons, including: companies doing more with less people; managers don't know how to provide feedback and develop people; scarcity of rewards; organizations do not place high enough value on the role of the manager.
Employees typically don't leave companies; they leave their managers. Employees want managers that will provide goals, direction, feedback, coaching and who recognize and reward for good performance. Research indicates that management behavior is a key factor in retention, and in fact, has consistently shown that dissatisfaction with one's manager is a top reason for leaving an organization. Some of the most commonly found items predicting intention to leave were: insufficient performance feedback and coaching; insufficient learning and development opportunities; insufficient reward and recognition for work; insufficient sense that their organization values them.
Research has shown that Gen-Xers not only expect feedback, they demand it. Gen-Y workers will demand it even more. A key point to remember is Gen-X and -Y workers are expecting more from their managers and workplaces, not less, and are willing to walk out if they don't get it.
Building management capability goes beyond training. It also includes creating a company culture that values the role management plays in attracting and retaining top talent, and sets clear expectations for the management role.
Management styles for GenX and GenY - To learn more about this author, visit Kristin Morgan's Website.
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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