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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.
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.
182 pages, Hardcover
First published January 1, 2009
32 people are currently reading
673 people want to read
About the author
Bruce Tulgan
43 books40 followersBruce Tulgan is internationally recognized as the leading expert on young people in the workplace and one of the leading experts on leadership and management. Bruce is a best-selling author, an adviser to business leaders all over the world, and a sought-after keynote speaker and management trainer.
Since 1995, Bruce has worked with tens of thousands of leaders and managers in hundreds of organizations ranging from Aetna to Wal-Mart; from the Army to the YMCA. In recent years, Bruce was named by Management Today as one of the few contemporary figures to stand out as a “management guru” and he was named to the 2009 Thinkers 50 Rising Star.
On August 13, 2009, Bruce was honored to accept Toastmasters International’s most prestigious honor, the Golden Gavel. This honor is annually presented to a single person who represents excellence in the fields of communication and leadership. Past winners have included Stephen Covey, Zig Ziglar, Deepak Chopra, Tony Robbins, Ken Blanchard, Tom Peters, Art Linkletter, Dr. Joyce Brothers, and Walter Cronkite.
Bruce’s newest book is IT’S OKAY TO MANAGE YOUR BOSS (Jossey-Bass, September 14, 2010). He is also the author of the recent best-seller IT’S OKAY TO BE THE BOSS (HarperCollins, 2007) and the classic MANAGING GENERATION X (W.W. Norton, 2000; first published in 1995). Bruce’s other books include WINNING THE TALENT WARS (W.W. Norton, 2001), which received widespread acclaim from Fortune 500 CEOs and business journalists; the best-seller FAST FEEDBACK (HRD Press, 1998); NOT EVERYONE GETS A TROPHY: HOW TO MANAGE GENERATION Y (Jossey-Bass, 2009); and MANAGING THE GENERATION MIX (HRD Press, 2006). Many of Bruce’s works have been published around the world in foreign editions.
Bruce’s writing appears regularly in human resources, staffing and management journals, including a new regular column in TRAINING magazine called ‘Sticky Notes’ and a regular column in the New York Enterprise Report. His writing has also appeared in dozens of magazines and newspapers such as the Harvard Business Review, BusinessWeek, HR Magazine, the New York Times, the Los Angeles Times, and USA Today. As well, his work has been the subject of thousands of news stories around the world.
Before founding RainmakerThinking in 1993, Bruce practiced law at the Wall Street firm of Carter, Ledyard & Milburn. He graduated with high honors from Amherst College, received his law degree from the New York University School of Law, and is still a member of the Bar in Massachusetts and New York. Bruce continues his lifelong study of Okinawan Uechi Ryu Karate Do and holds a fifth degree black belt. He lives in New Haven, Connecticut with his wife Debby Applegate, Ph.D., who won the 2007 Pulitzer Prize for Biography for her book THE MOST FAMOUS MAN IN AMERICA: THE BIOGRAPHY OF HENRY WARD BEECHER (Doubleday, 2006).
Since 1995, Bruce has worked with tens of thousands of leaders and managers in hundreds of organizations ranging from Aetna to Wal-Mart; from the Army to the YMCA. In recent years, Bruce was named by Management Today as one of the few contemporary figures to stand out as a “management guru” and he was named to the 2009 Thinkers 50 Rising Star.
On August 13, 2009, Bruce was honored to accept Toastmasters International’s most prestigious honor, the Golden Gavel. This honor is annually presented to a single person who represents excellence in the fields of communication and leadership. Past winners have included Stephen Covey, Zig Ziglar, Deepak Chopra, Tony Robbins, Ken Blanchard, Tom Peters, Art Linkletter, Dr. Joyce Brothers, and Walter Cronkite.
Bruce’s newest book is IT’S OKAY TO MANAGE YOUR BOSS (Jossey-Bass, September 14, 2010). He is also the author of the recent best-seller IT’S OKAY TO BE THE BOSS (HarperCollins, 2007) and the classic MANAGING GENERATION X (W.W. Norton, 2000; first published in 1995). Bruce’s other books include WINNING THE TALENT WARS (W.W. Norton, 2001), which received widespread acclaim from Fortune 500 CEOs and business journalists; the best-seller FAST FEEDBACK (HRD Press, 1998); NOT EVERYONE GETS A TROPHY: HOW TO MANAGE GENERATION Y (Jossey-Bass, 2009); and MANAGING THE GENERATION MIX (HRD Press, 2006). Many of Bruce’s works have been published around the world in foreign editions.
Bruce’s writing appears regularly in human resources, staffing and management journals, including a new regular column in TRAINING magazine called ‘Sticky Notes’ and a regular column in the New York Enterprise Report. His writing has also appeared in dozens of magazines and newspapers such as the Harvard Business Review, BusinessWeek, HR Magazine, the New York Times, the Los Angeles Times, and USA Today. As well, his work has been the subject of thousands of news stories around the world.
Before founding RainmakerThinking in 1993, Bruce practiced law at the Wall Street firm of Carter, Ledyard & Milburn. He graduated with high honors from Amherst College, received his law degree from the New York University School of Law, and is still a member of the Bar in Massachusetts and New York. Bruce continues his lifelong study of Okinawan Uechi Ryu Karate Do and holds a fifth degree black belt. He lives in New Haven, Connecticut with his wife Debby Applegate, Ph.D., who won the 2007 Pulitzer Prize for Biography for her book THE MOST FAMOUS MAN IN AMERICA: THE BIOGRAPHY OF HENRY WARD BEECHER (Doubleday, 2006).
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Displaying 1 - 30 of 51 reviews
May 22, 2011
I found that the most positive reviews of this book came from the audience it was written for: anyone not in Gen Y. I personally discovered the contents of this book to be based on sweeping generalizations from thin, alleged traits of anyone born into Gen Y. The opening pages condescendingly created an hilariously unbalanced perspective of the juvenile stereotype of Gen Yers...so unbelievably over the top I didn't know whether to laugh or cry.
Luckily, I have a Baby Boomer dictating this review for me...making sure I'm staying on task...and I consulted my helicopter parents before reading this book so we could jointly go over my "options." Thank GOD my parents and professors held my hand every step of the way through graduate school while I worked full-time and independently sought out scholarships. I did all this so I could exchange my healthy benefits from the job I've held down for more than 5 years for another job I'll take on a whim to "be with my friends."
Hmmmm....
Luckily, I have a Baby Boomer dictating this review for me...making sure I'm staying on task...and I consulted my helicopter parents before reading this book so we could jointly go over my "options." Thank GOD my parents and professors held my hand every step of the way through graduate school while I worked full-time and independently sought out scholarships. I did all this so I could exchange my healthy benefits from the job I've held down for more than 5 years for another job I'll take on a whim to "be with my friends."
Hmmmm....
June 9, 2009
How can we effectively manage Generation Y? Coddle them. Accommodate them. Give them as much attention as their helicopter parents did (and probably still do). Great advice, huh?
Well, the author has a point: this generation has been over-scheduled and over-parented. As a result, managers will have to engage in the behavior that this generation has grown to expect.
Ridiculous? Yes. Sickening? You got it. Practical? Absolutely.
Well, the author has a point: this generation has been over-scheduled and over-parented. As a result, managers will have to engage in the behavior that this generation has grown to expect.
Ridiculous? Yes. Sickening? You got it. Practical? Absolutely.
February 6, 2025
I’m not sure if it’s because I’m a millennial AND a boss but I really struggled with this commentary. Some of it rings true but a lot of it felt like common sense.
February 7, 2010
A more satisfying read for me than the Trophy Kids (about the Millenial generation). The ideas of managing a generation that is very technologically savvy are similar, but this one had more concrete suggestions.
Not being a part of this generation, I found a few items from the book that gave me serious food for thought:
(p. 50) "As one Gen Yer put it: 'Gotta Keep Learning. Gotta keep moving. All the stuff you've forgottten, I'll never have to know. Half the stuff you remember, I'll never have to know. That just means I'm way past halfway to catching up to you. It's the obsolescence curve getting steeper and steeper. It makes it a whole lot easier for a guy my age to catch up to the more experienced people."
This is something I've believed before even seeing it in writing, but not being able to effectively convey this message to younger generations was one reason I was frustrated when I taught interns:
(p. 120) "Rigourous self-evaluation is not just a key component of learning good judgment. It is the beginning, middle and end of self-management. It is the essential habit of self-imporvement. If you teach Gen Yers one thing, teach them to make a commitment to constant, rigorous self-evaluation. Teach them to assess their use of time, the productivity and quality of their work, and their behavior."
This book gives some specific questions for guiding this generation towards self-evaluation. I found this very helpful.
(p 140)
"You must have a way to monitor and measure their performance on a regular basis...One of the best approaches I've seen to the challenge of monitoring Gen Yers' performance is making them responsible for keeping track of their own performance. Give Gen Yers tools like project plans, work diaries, and checklists. Ask them to keep track of their own work in writing and report to you on a regular basis." There are other tools in the chapter of Teach Them How to be Managed by You, and each of them can help address that work ethic, habits and style are often less developed in younger workers and this is a tangible way that both the employer and employee can see improvements. Writing is a powerful tool for finding success and in this case, bringing old-school and new-tech generations more in synch.
Not being a part of this generation, I found a few items from the book that gave me serious food for thought:
(p. 50) "As one Gen Yer put it: 'Gotta Keep Learning. Gotta keep moving. All the stuff you've forgottten, I'll never have to know. Half the stuff you remember, I'll never have to know. That just means I'm way past halfway to catching up to you. It's the obsolescence curve getting steeper and steeper. It makes it a whole lot easier for a guy my age to catch up to the more experienced people."
This is something I've believed before even seeing it in writing, but not being able to effectively convey this message to younger generations was one reason I was frustrated when I taught interns:
(p. 120) "Rigourous self-evaluation is not just a key component of learning good judgment. It is the beginning, middle and end of self-management. It is the essential habit of self-imporvement. If you teach Gen Yers one thing, teach them to make a commitment to constant, rigorous self-evaluation. Teach them to assess their use of time, the productivity and quality of their work, and their behavior."
This book gives some specific questions for guiding this generation towards self-evaluation. I found this very helpful.
(p 140)
"You must have a way to monitor and measure their performance on a regular basis...One of the best approaches I've seen to the challenge of monitoring Gen Yers' performance is making them responsible for keeping track of their own performance. Give Gen Yers tools like project plans, work diaries, and checklists. Ask them to keep track of their own work in writing and report to you on a regular basis." There are other tools in the chapter of Teach Them How to be Managed by You, and each of them can help address that work ethic, habits and style are often less developed in younger workers and this is a tangible way that both the employer and employee can see improvements. Writing is a powerful tool for finding success and in this case, bringing old-school and new-tech generations more in synch.
August 4, 2020
Probably caters more to older generations, but being a millenial myself, I found it quite informative and accurate. Tulgan has lots of hands on experience hence all the situations presented in the book, but take it with a grain of salt, there is no real research behind it.
July 22, 2015
I found this book rather frustrating to read. It did have some good advice, but that advice was scattered in the midst of generalizations, condescension, and factually inaccurate statements. The premise of the book is that the members of Gen Y are fundamentally different than those in preceding generations and therefore require a different managing style.
This managing style consists of assume they need you to take the role of pseudo-parent and teach them all the things. All the things includes: scheduling, note-taking, checklists, and how to finish a task. Gen Yers need you to hold their hand, provide structure in their lives, and give constant feedback. Keep track of every single miniscule accomplishment so that you can praise them for it and give out copious rewards. The title of the book is “Not Everyone Gets a Trophy”, but you could easily put in parenthesis “But Treat Them Like They Do”.
As you can probably tell, I was not a fan of this book. The main reason for this was less the content and more the tone of condescension the author advocates when dealing with younger people. While he constantly says to respect them, he also advocates near constant supervision for the members of Gen Y, which to me is a mixed message.
However, there was some good advice in the book. What I found the most applicable was have flexibility in scheduling, create open dialogue, legitimately seek input, respect your employees, and communicate both positive and negative things without varnish.
All in all, I would probably not recommend this book unless you have a hard time relating to people of a different generation to yourself.
This managing style consists of assume they need you to take the role of pseudo-parent and teach them all the things. All the things includes: scheduling, note-taking, checklists, and how to finish a task. Gen Yers need you to hold their hand, provide structure in their lives, and give constant feedback. Keep track of every single miniscule accomplishment so that you can praise them for it and give out copious rewards. The title of the book is “Not Everyone Gets a Trophy”, but you could easily put in parenthesis “But Treat Them Like They Do”.
As you can probably tell, I was not a fan of this book. The main reason for this was less the content and more the tone of condescension the author advocates when dealing with younger people. While he constantly says to respect them, he also advocates near constant supervision for the members of Gen Y, which to me is a mixed message.
However, there was some good advice in the book. What I found the most applicable was have flexibility in scheduling, create open dialogue, legitimately seek input, respect your employees, and communicate both positive and negative things without varnish.
All in all, I would probably not recommend this book unless you have a hard time relating to people of a different generation to yourself.
August 29, 2016
Certainly not all GenYers are like the ones described in this book. Nevertheless there are some good food for thoughts for managers and others who encounter GenYers. Many of the suggestions should work for most workers and not just GenYers, so I think those are good suggestions, such as frequent rewards in small increments, setting clear expectations and boundaries, etc. Once the critics can get past the cliche that the book is a false generalization of GenYers, I do think it is somewhat of a valuable read.
October 2, 2016
Full of stereotypes. I'm a Millennial leading Millennials, all of which have excellent educations and are eager to get involved. It's Gen Y employees, who assume age and time with the company are more important than new ideas and schooling, that more often bring things to a stand still.
Millennials might have been coddled, but they happily embrace change and couldn't care less about in house politics.
Millennials might have been coddled, but they happily embrace change and couldn't care less about in house politics.
January 7, 2020
«Неопределенность – их привычная среда. Глобализация не заставляет представителей поколения Y чувствовать себя мелкими и незначительными. Скорее, она заставляет их чувствовать себя жителями мира.»
Эта книга рассказывает как об отношениях, потребностях поколения Y, так и о том, что их мотивирует.
Я полностью согласна с автором, что в большинстве случаев поколение Y не подыскивает для работы крупные устоявшиеся компании, задавая себе вопрос: «Интересно, удастся ли мне вписаться в этот коллектив?» Скорее, его представители смотрят на потенциального работодателя с мыслью: «Интересно, удастся ли тебе вписаться в мои жизненные планы?»
Карьеры представителей поколения Y будут состоять из длинной цепочки краткосрочных трудовых договоров, заключенных исходя из чисто деловых соображений: «Чего вы ждете от меня? Что вы можете предложить взамен прямо сейчас и в обозримом будущем? Я буду работать у вас лишь до тех пор, пока это будет выгодно нам обоим».
Первая часть книги мне очень понравилась.
Например, автор опровергает 14 мифов о данном поколении и вот несколько из них :
1. Деньги – это единственное, что имеет для них значение (На самом же деле, деньги – это лишь стартовое условие)
- Невозможно удержать их в компании в течение длительного срока (Это вполне возможно. Но добиваться этого нужно постепенно, шаг за шагом)
- Они не хотят выполнять тяжелую работу (Скорее, они не склонны выполнять неинтересную работу в обмен на туманные обещания вознаграждения когда-нибудь потом, в отдаленном будущем)
Вторая часть даёт менеджерам практические советы по «воспитанию» сотрудников из поколения Y. И тут как-то всё слишком «строго»:
- Научите их эффективно использовать рабочее время
- Научите сотрудников жить по графику
- Научите их составлять планы
Брюс Тулган занимается проведением собеседований с молодыми сотрудниками постоянно начиная с 1993. Интересно было почитать его мнение о том, стоит ли руководителям устанавливать дружеские отношения с подчинёнными, либо же вести только деловые . (ответ – нужна золотая середина, но тоже со своими нюансами)
Эта книга рассказывает как об отношениях, потребностях поколения Y, так и о том, что их мотивирует.
Я полностью согласна с автором, что в большинстве случаев поколение Y не подыскивает для работы крупные устоявшиеся компании, задавая себе вопрос: «Интересно, удастся ли мне вписаться в этот коллектив?» Скорее, его представители смотрят на потенциального работодателя с мыслью: «Интересно, удастся ли тебе вписаться в мои жизненные планы?»
Карьеры представителей поколения Y будут состоять из длинной цепочки краткосрочных трудовых договоров, заключенных исходя из чисто деловых соображений: «Чего вы ждете от меня? Что вы можете предложить взамен прямо сейчас и в обозримом будущем? Я буду работать у вас лишь до тех пор, пока это будет выгодно нам обоим».
Первая часть книги мне очень понравилась.
Например, автор опровергает 14 мифов о данном поколении и вот несколько из них :
1. Деньги – это единственное, что имеет для них значение (На самом же деле, деньги – это лишь стартовое условие)
- Невозможно удержать их в компании в течение длительного срока (Это вполне возможно. Но добиваться этого нужно постепенно, шаг за шагом)
- Они не хотят выполнять тяжелую работу (Скорее, они не склонны выполнять неинтересную работу в обмен на туманные обещания вознаграждения когда-нибудь потом, в отдаленном будущем)
Вторая часть даёт менеджерам практические советы по «воспитанию» сотрудников из поколения Y. И тут как-то всё слишком «строго»:
- Научите их эффективно использовать рабочее время
- Научите сотрудников жить по графику
- Научите их составлять планы
Брюс Тулган занимается проведением собеседований с молодыми сотрудниками постоянно начиная с 1993. Интересно было почитать его мнение о том, стоит ли руководителям устанавливать дружеские отношения с подчинёнными, либо же вести только деловые . (ответ – нужна золотая середина, но тоже со своими нюансами)
January 28, 2024
When I started managing a new, younger, team at a new job in July, I began giving thought to generational differences. Historically, I've been closer to the age of my direct reports, but that is no longer the case. I also received some very good advice last year: that leaders of my age should find a mentor (not mentee) who is fifteen years younger. This is the first of several books I will likely read about generational differences in the workplace.
I didn't love this book, but I did get value from it. For one, it didn't just talk about Generation Y, it talked about Generation X (which I am). The Generation X pieces rang true for me and helped me understand myself better as a professional, which was cathartic to me in some ways.
While it made some relevant points about Generation Y, I will agree with comments that it was oversimplified and condescending at times and didn't say much that diverts from good leadership practice; employees need clear expectations set for them, conversations about deliverables, and some structure. But all of those things are Leadership 101 and don't have much to do with age.
I didn't love this book, but I did get value from it. For one, it didn't just talk about Generation Y, it talked about Generation X (which I am). The Generation X pieces rang true for me and helped me understand myself better as a professional, which was cathartic to me in some ways.
While it made some relevant points about Generation Y, I will agree with comments that it was oversimplified and condescending at times and didn't say much that diverts from good leadership practice; employees need clear expectations set for them, conversations about deliverables, and some structure. But all of those things are Leadership 101 and don't have much to do with age.
April 19, 2019
a therapist recommended this book to me. She said even though it is geared towards employers of "Millennials," that it's also helpful in parenting Millennials. I thought it was great and if I was an employer of Millennials, I would read this book over and over again. According to this book I am also one of the first years typically classified as the Millennials (beginning with a birth year of 1978) - I"m 1980! So the book was also fun to read as it relates to me and certain characteristics I find in myself. Fascinating!
May 13, 2019
Tulgan gives managers his observations and insights on Millennials in the workforce. From debunking 14 myths about this generation to "in loco parentis" management tips to teaching them customer service and self-management skills, the author uses lots of stories and hard-won advice from those working with this generation. And once you've mastered managing this generation, Gen Z is right on their heels with the earliest ones now entering the work force.
December 29, 2019
One of the first books on the Y generation and the workplace. An essential at the time of its release, its fundamentals still hold up today.
As always with such books, trying to put a generation in equations, some generalizations and categorizing occur, but they help decoding what was, at the time, an emerging phenomenon : The huge generational gap, and how to solve the difficulties arising from it in organisations.
One of the classics on inter generational management, it also gives a positive view of millennials. A generation which, correctly managed, surpasses in efficiency, creativity and innovation those who preceded.
As always with such books, trying to put a generation in equations, some generalizations and categorizing occur, but they help decoding what was, at the time, an emerging phenomenon : The huge generational gap, and how to solve the difficulties arising from it in organisations.
One of the classics on inter generational management, it also gives a positive view of millennials. A generation which, correctly managed, surpasses in efficiency, creativity and innovation those who preceded.
July 8, 2017
Some good insights. Tanya's review is spot on.
October 28, 2018
A bit repetitive but accurately describes and suggests some solutions for problems I've had working with GenY (born between 1978 and 1990 by this author's definition.
December 14, 2020
Could be a good book for ppl leading people
May 23, 2021
Book has few interesting angles on managing millennials, author explains ways to motivate, inspire and how to keep them.
April 29, 2023
Definitely was a message I think anyone who is Generation Z or a millennial would appreciate in attacking many of the myths regarding these generations as being “lazy”.
January 13, 2023
HIGHLIGHTS:
1. Gen Yers respect transactional authority: control of resources, control of rewards, and control of work conditions.
- They learn best from a combination of the human element—coaching, direction, guidance, support, and shared wisdom.
- If you want high performance out of this generation, you better commit to high-maintenance management.
2. Performance-based compensation.
- Show them you care. Give them structure and boundaries.
- Help them keep score – competition against standards and own past performance.
- Stop paying them, and start buying their results.
3. Individualized Learning Plan & keeping a learning journal.
- Make a list of learning resources (books, people, websites).
- Set learning goals directly related to specific responsibilities.
- Keep track of good ideas. Every assignment must have clear goals and specific deadlines with measurable benchmarks.
- GenYers treasure time over all other non-financial rewards.
- Teaching them how to use a schedule for a better plan.
- Teach them how to make a plan. Take notes and use checklists.
4. Reward those who succeed; withhold rewards from those who fail.
- Use small rewards and use them frequently, tie directly to specific instances of performance.
- Teach them how to set priorities. Identify their biggest time wasters.
5. Teach them how to pay close attention to real life and be prepared to revise and adjust their plans every step of the way.
- Teach them to start on one little goal at a time—the smaller the better.
- Teach them how to get what they need from you.
6. How to focus energy on the work that needs to get done.
- Checklists help them focus.
- Basics of self-management.
- Lessons learned from real experience are meant to guide the planning and execution of future missions. Teach them to commit to constant, rigorous self-evaluation.
- Productivity. Quality. Behavior.
7. Give them “real” power. Focus on solutions, not problems.
8. Teaching Style: Coaching, Mentors, Career Advisers, Organizational Supporters.
9. Establish a regular time and place for 1-to-1. Focused routine. Customize 1-1 for every employee.
10. Keeping close track of their work, telling them that they are important and their work is important. The process motivates them to perform.
1. Gen Yers respect transactional authority: control of resources, control of rewards, and control of work conditions.
- They learn best from a combination of the human element—coaching, direction, guidance, support, and shared wisdom.
- If you want high performance out of this generation, you better commit to high-maintenance management.
2. Performance-based compensation.
- Show them you care. Give them structure and boundaries.
- Help them keep score – competition against standards and own past performance.
- Stop paying them, and start buying their results.
3. Individualized Learning Plan & keeping a learning journal.
- Make a list of learning resources (books, people, websites).
- Set learning goals directly related to specific responsibilities.
- Keep track of good ideas. Every assignment must have clear goals and specific deadlines with measurable benchmarks.
- GenYers treasure time over all other non-financial rewards.
- Teaching them how to use a schedule for a better plan.
- Teach them how to make a plan. Take notes and use checklists.
4. Reward those who succeed; withhold rewards from those who fail.
- Use small rewards and use them frequently, tie directly to specific instances of performance.
- Teach them how to set priorities. Identify their biggest time wasters.
5. Teach them how to pay close attention to real life and be prepared to revise and adjust their plans every step of the way.
- Teach them to start on one little goal at a time—the smaller the better.
- Teach them how to get what they need from you.
6. How to focus energy on the work that needs to get done.
- Checklists help them focus.
- Basics of self-management.
- Lessons learned from real experience are meant to guide the planning and execution of future missions. Teach them to commit to constant, rigorous self-evaluation.
- Productivity. Quality. Behavior.
7. Give them “real” power. Focus on solutions, not problems.
8. Teaching Style: Coaching, Mentors, Career Advisers, Organizational Supporters.
9. Establish a regular time and place for 1-to-1. Focused routine. Customize 1-1 for every employee.
10. Keeping close track of their work, telling them that they are important and their work is important. The process motivates them to perform.
September 21, 2011
Not something I deal with on a regular basis since I'm not out in the "workforce", but what a great book of insight into the thought processes of a generation. To go from "everyone is special" to a place where you have to earn your specialness must be difficult. We are doing our children a disservice when we tell them that they are good at everything and when they find out they are not, they have to learn how to deal with disappointment as an adult instead of in the formative years. Not everyone is good at everything, and some people are great at some things. Kids know if they are not good at something, but having people tell them (falsely) that they are good at something is not helpful. Their self-esteem is not going to be harmed by the truth when they are young, no matter how hard it is to hear. What is hard is to hear it for the first time as an adult. (Think: American Idol first auditions when the singer thinks they are just awesome and can't understand why the judges don't think they are as wonderful. Rude awakenings and foundation shattering happens. If someone had been honest with them along the way, they wouldn't have to deal with the humiliation while millions are watching on TV!) A great read for understanding a generation of people who are entering the workforce.
January 24, 2010
Some very interesting points/advice on the Gen Y. As a borderline Baby Boomer, I find it challenging to relate to the Gen Y folks. This book gave some specific tips (among them):
Tell them the rules.
Give them a scorecard.
Be flexible.
Realize it's a transactional based relationship - you pay them, they have to do specific tasks.
Don't ignore them when they're doing great.
The latter is tough for me because I'm one of those "If you don't hear from me, everything's fine" managers.
There are some amazing anecdotes in the book. Mind boggling, actually. From parents calling bosses to tell them that they're aren't giving their kids the right work to Gen Yers sending emails to the CEO with ideas in their first few months of work. Yikes.
The reality is that this generation is in the workforce in full and a good leader needs to learn how to adapt to their style. Any tips on that subject are welcome.
Tell them the rules.
Give them a scorecard.
Be flexible.
Realize it's a transactional based relationship - you pay them, they have to do specific tasks.
Don't ignore them when they're doing great.
The latter is tough for me because I'm one of those "If you don't hear from me, everything's fine" managers.
There are some amazing anecdotes in the book. Mind boggling, actually. From parents calling bosses to tell them that they're aren't giving their kids the right work to Gen Yers sending emails to the CEO with ideas in their first few months of work. Yikes.
The reality is that this generation is in the workforce in full and a good leader needs to learn how to adapt to their style. Any tips on that subject are welcome.
August 5, 2010
At the request of a client for how to "discipline" performance problems with 20-somethings, I started a lit review on current research about managing Generation Y. This book is written by a Yer and gives an honest assessment of how Yers are motivated in the workplace. As a Gen Xer with a tendency toward Boomer paradigms, I must admit that I wasn't happy that I'll have to completely change some of my assumptions about management. However, we have 2 choices: 1)ignore the reality of Gen Y and expect them to adapt to us oldies (highly unlikely), or 2) adapt some of our behaviors to manage them appropriately. This book will paint a clear picture of the Gen Y psyche at work.
As an aside, did you know I found TONS of resources for how we all should adapt to Gen Y, but NOT ONE book on how Gen Y should adapt to Gen Xers or Boomers in the worksplace?? Strange, considering that we hold the purse strings in most organizations! Someone ought to write that book!
As an aside, did you know I found TONS of resources for how we all should adapt to Gen Y, but NOT ONE book on how Gen Y should adapt to Gen Xers or Boomers in the worksplace?? Strange, considering that we hold the purse strings in most organizations! Someone ought to write that book!
June 26, 2010
Mainly focused on Gen-Yers in the work place, this book offers some helpful hints on dealing with the generation born after 1985. I was hoping to gain more insight into what makes them tick (as a coach and teacher I felt this would help with getting a message or motivation across), but instead this book is mainly some tips and heads-ups.
To be frank, the useful information could've been bulletted, and even if this book is only 170 pages it was probably still too long. Tulgan, who is touted as a guru, really seems to have pieced this together quickly. Furthermore, there is no finality or wrap-up. Like I said, it would be better if each chapter used bullets to really get to the heart of the matter.
To be frank, the useful information could've been bulletted, and even if this book is only 170 pages it was probably still too long. Tulgan, who is touted as a guru, really seems to have pieced this together quickly. Furthermore, there is no finality or wrap-up. Like I said, it would be better if each chapter used bullets to really get to the heart of the matter.
August 4, 2016
I'm a boomer and I read this along with several other boomers belonging to our senior management team. probably the best part of this book was the discussion that was generated as we shared our impressions. If you work in a cross-generational workplace(and who doesn't?)this book is a good read for both ends of the generational continuum. Tulgan is a pretty young guy and this is not a "bash the young" kind of book, but he does seem to be pretty fair handed to all.
It is an quick read and while I won't say I had any great epiphanies or that is solved my management woes, it was worth the time. I do recommend you involve a reading group at your workplace as our book discussions were quite illuminating.
It is an quick read and while I won't say I had any great epiphanies or that is solved my management woes, it was worth the time. I do recommend you involve a reading group at your workplace as our book discussions were quite illuminating.
December 22, 2013
If you're a manager living comfortably in a stagnant organization that's only recently struggling with younger new hires, this book is a quick way to open your eyes.
If you're relatively current on modem management principles and techniques, this book offers little other than some amusing anecdotes and fluffy descriptions of the stereotypes around genY workers behavior.
Newsflash! GenY workers want what everyone wants, and happen to be the least experienced among your workforce. They lack maturity the same way other generations did entering the workforce, and are affected by the digital revolution in ways that were unavailable to previous generations.
If you're relatively current on modem management principles and techniques, this book offers little other than some amusing anecdotes and fluffy descriptions of the stereotypes around genY workers behavior.
Newsflash! GenY workers want what everyone wants, and happen to be the least experienced among your workforce. They lack maturity the same way other generations did entering the workforce, and are affected by the digital revolution in ways that were unavailable to previous generations.
July 24, 2009
Since teachers don't get management training, but we spend a lot of time managing people, project, committees and fundraisers, I enjoy reading a little bit here and there about how to manage effectively. If you've ever caught yourself saying "Those young people today!", then I wholeheartedly recommend this book. Tulgan is able to contextualize Generation Y, the generation after mine (X) and show the reader how to get the best out of them. The best part is his tips will surely work in any situation. Looking forward to using some of his ideas if my student teacher this winter is a Y-er.
July 23, 2017
The gist of the book is recognizing that the next generation entering the workforce was raised in a different environment then previous ones. They are the ones who have only known advanced technologies and some have come from households with over-involved parents.
The key points were to listen to them, recognize the great ones, and find ways to incorporate their drive and spirit into what matters for them as well as the company.
Could not see how the the approach is different than other generations.
The key points were to listen to them, recognize the great ones, and find ways to incorporate their drive and spirit into what matters for them as well as the company.
Could not see how the the approach is different than other generations.
January 1, 2014
Interesting and quick read. I definitely identified with a lot of the example generation y-ers and would very much appreciate any manager who took Tulgan's tips into account. Being aware of my approach to work (one day at a time), my limitations (overconfident, among others), and the things that are important to me (flexibility to work when I want, where I want) also helps me to communicate more explicitly with those above me. As Tulgan concludes, clear communication is the best way to achieve a smooth and efficient working relationship.
June 28, 2014
Part of my role as a training consultant is to support organizations as they onboard and attempt to retain the millenials (20-early thirty somethings) as they bump into the values of us baby-boomers (50ish and beyond). The elders hold the knowledge and 'reigns' in many cases while the newest workforce has a vastly different working 'DNA - and thus the chaos and conflict begins... I thought this was a good book and one that was thought provoking. I find it hard to rate a book like this as a 5 just because a 5 to me means that I just couldn't put it down. Worth the read.
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December 29, 2011OK, first, this book wins the Best Title Ever Award hands down.
Also, so THAT's why the damn kids are so obnoxious these days, with their flipflops and their texting! *waves cane around*
Although this book is written for people who manage other people in a work setting, I find the insights useful for surviving amid the swarms of 20-ish-year-olds on the college campuses that make up my immediate day-to-day environment.
Also, so THAT's why the damn kids are so obnoxious these days, with their flipflops and their texting! *waves cane around*
Although this book is written for people who manage other people in a work setting, I find the insights useful for surviving amid the swarms of 20-ish-year-olds on the college campuses that make up my immediate day-to-day environment.
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