Not Everyone Gets A Trophy: How to Manage Generation Y
This book will frame Generation Y (children born between 1978-1991) for corporate leaders and managers at time when the corporate world is desperate to recruit and retain worked in this age group. It will debunk dozens of myths, including that young employees have no sense of loyalty, won't do grunt work, won't take direction, want to interact only with computers, and are only about money.
This book will make a unique contribution in four key ways:
It will disprove the idea that the key to recruiting, retaining, and managing this generation is to somehow make the workplace more "fun." To the contrary, Tulgan argues that the key to winning the respect of this generation, and getting the best effort out of them, is to carefully manage their expectations by never downplaying any negative aspect of a job.
He will show managers how this Generation thinks transactionally in all negotiations. For them it's about what they will do for you today and what you will do for them today, not tomorrow, not five years from today, but today.
He will explain why they have no interest in tying their futures to your corporation. But he will also make clear that they do have a well thought-out plan for themselves, one that requires that every job they take build up their skill sets, so they become more valuable employees for someone else--if and when you do not fulfill your end of the bargain, or drag your feet in doing so.
But most of all, it will explain to corporate leaders that for this generation their personal life comes first, so that each job they take must accommodate itself to some need defined by their personal life. Tulgan argues that until you know the personal need the job can satisfy for a potential employee, you and the applicant may be talking past each other. Those needs are so beyond the imagination of most bosses that Tulgan devotes a third of the book to explaining how they affect the job decisions of this generation.
I loathed Generation Y 'workers'. Now I understand them. I could even (maybe) manage them.
By Jesse Kornbluth "Head Butler" - March 9, 2009
Bruce Tulgan published his first book about young people in the workplace when he was 27 and arguing on behalf of his own generation. After fifteen years of working with business leaders in companies ranging from Aetna to Wal-Mart, he felt this was the right time to present business leaders, managers, and other grown-ups with a reality check about "Generation Y" employees (those born 1978 and later). And so, at 42, he has assessed the new generation of young workers.
I have rarely resisted a book more. Not because of the book, which is lively and wise and provocative, but because of the attitudes that Tulgan attributes to this generation. I loathed these kids, even though I felt like some descendant of Spiro Agnew ranting against hippies. Bruce knew all about that position --- and why I had it. So when we got together to discuss his book, he not only had a smart answer for every question, he had a trenchant analysis of his interrogator. And, perhaps, you as well... read more
Focuses on the extremes of Gen Y
By Hike & Bike - April 24, 2010
Two main themes in the book revolve around casualness with authority and personal agendas of the GenY'ers. Here's my cut: GenY kids are only what their parents (and their parent's generation) allowed them to become. Their casualness is a DIRECT result of their upbringing; parents who want to be "best buddies" and bosses who "friend" them on Facebook. What in the heck do you think is going to happen? Of course they're going to be more comfortable with saying "hey dude" instead of "excuse me, sir/ma'am" and expect direct access to the upper leadership. With regards to the personal agendas, here's the unintended consequence of previous generation's destruction of loyalty. The GenY's saw first hand growing up that the new corporate paradigm is short-term gain, and loyalty is gone if it makes the balance sheet look better. I'd be worried about my own personal agenda too. We did this to them and now we complain that they're different. Sheesh, get a grip!
Ever since the publication of the informative "Managing Generation X", Bruce's followup books, "Work This Way", and more recently "It's Okay to be the Boss", as well as the many manuals he has authored have continued to be valuable contributions to management. Now, he has scored again with the most necessary and long awaited guide to Generation Y, "Not Everyone Gets a Trophy: How to Manage Generation Y". In it, Bruce clearly defines who these folks are, how they differ from their predecessors and helps us in understanding their needs and how they can become valuable contributors to today's work force. Bravo!!
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