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.
Like this article? Share it with your friends
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.
Like this article? Share it with your friends
| |||
| No article feedback found. | |||
| Leave Your Feedback | |||
|
|||
|
| |||
| GenY (ages 18-30) represents an amazing portion of the money spent in America. How can your business capture some of those dollars?
|
|||
|
| |||
| All in all there are 6 managerial styles. Now what I am not saying is that there are any right or wrong answers here. |
|||
|
| |||
| In this article you will learn all about your managerial style. |
|||
|
| |||
| I'm all for sales benchmarking. However, when it comes to assessing sales candidates, I strongly discourage benchmarking and here's why. |
|||
|
| |||
| I was asked why Objective Management Group's (OMG) assessments are so much more predictive of sales success and future performance than behavioral styles assessments and personality assessments. There is more than ... |
|||
| |||
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 |
|||
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 |
|||
Dr. John OdaJohn Oda Ph.D NLP is a business peak performance expert, an author, and speaker frequently called upon to provide corporate training, workshops and seminars for many companies in the United States. He is an expert in coaching sales and business professionals in overcoming the behaviors and obstacles that may impede their sales results and affect their bottom line. Since 1995, John has created a speaking bureau such topics, which include: time management, sales training, human diversity, leadership programs and etc. He provides companies with a strategic plan to increase their bottom line by over 25 percent yearly. - Visit Dr. John Oda's Website |
|||
Bernard ReberBack in late 1992, MS Access hit the streets. About that time the company I managed needed new software to handle their growing client base and I decided to try this new product. I had little difficulty writing and adapting a database to suit us and discovered a hidden talent for programming. A business was born. With business studies and 25 years of management experience in three different countries under my belt, I could offer a unique combination of skills and my customers agreed. From these humble beginnings my software 'invoiceit' emerged in 1999 and has since been taken to 49 states (hello Wyoming, won't you join us?), all across Canada and more than 70 other countries. From the very beginning the program included cashbook accounting, the simplest form of keeping financial business records. The Dictionary.com defines 'cashbook' as "A 'book' in which to record money received and paid out". For 'book' substitute 'simple software' and that's what I'm about. Now I have published Simple Accounting, an inexpensive spreadsheet solution which even you can master. For just $14.95 it costs less than a takeout meal! More at http://www.scrambled-card.com/simple_accounting_main.htm - Visit Bernard Reber's Website |
|||
|
To learn more about the Evan Elite Author Program please contact us. | |||
![]() | |
![]() Kristin Morgan (Visit Kristin's Website)
| |
![]() |
|
|
![]() |
|
|
|
![]() |
| Modeling the Masters: Learn the true secrets behind Walt Disney's business success factors & grow your company! Video produced by Phanta Media |
|
|
![]() |
| Have you written articles that would be of value to entrepreneurs? Become an expert on our site by publishing them! Expose yourself to a wide audience, drive more traffic to your website and get more sales! Click Here for details. |
|
|
![]() | ||
|
| ||
|
|
|
Get advice & tips from famous business owners, new articles by entrepreneur experts, my latest website updates, & special sneak peaks at what's to come!
|
![]() |
|
|
![]() | ||
|
Top 50 SEO Posts - 2008
Top SEO Posts of the Year | ||
|
Top 50 Political Blogs
Top Political Blogs of 2008 | ||
![]() | ||
|
|
|
|
|
||||||||||||||||||||||||||||||
|
|
||||||||||||




















