The Millennial
REVOLUTION How To Prepare Your Business For A New Generation
Contents 5 It Began as an Experiment
8 Bridging the Generational Divide
13 Lead. Don始t Manage.
23 Motivation vs. Compensation
28 Overhaul Your Culture
33 Resources
38 Work With Me
REVOLUTION CONTACT & INQUIRIES
You始re given the unlimited right to print and distribute this e-book and I encourage you to share it. However, you cannot alter it in any way and you may not charge for either the book or the content within it. The copyright in this work belongs to Travis Robertson who is solely responsible for the content. Please send feedback or questions to travis@travisrobertson.com.
Email travis@travisrobertson.com Website http://travisrobertson.com Phone 615.212.2184 Twitter @travisro
“The next five days on this blog are going to be an experiment and I’m going to come right out and ask for your help.”
It Began as an Experiment The quote on the preceding page was
It’s about the Millennial community
more book-friendly and keep it
the sentence that launched a number of talks, hundreds of comments and social media shares, and ultimately led to this e-book you now find yourself reading.
along with those who seek to understand and harness it. That’s why you’ll find comments and thoughts shared by readers of my blog throughout this book. Most are from
interesting for you as well. If this topic is important to you (which I assume it is since you’re reading this), I encourage you to visit my blog at travisrobertson.com where the conversation continues.
To say I’m humbled is an understatement.
Millennials who both echoed and added such rich dialogue to the posts that I would have been a jerk to ignore them here.
Early on in the process, it became apparent that my first post in the series called The Millennial Revolution: An Experiment struck a nerve in people. The traffic to my blog and the comments on that first day far surpassed any previous day’s levels. That’s when I knew I would create this mini e-book to further foster and expand the conversation. I also knew that it wasn’t just about my voice or my thoughts.
Other comments are from generations such as Xers and Boomers who express viewpoints you may just find surprising. If you read the original blog posts, don’t worry--I’ve changed and expanded the content to make them
I would also encourage you to read the Work With Me section if you’re interested in having me speak on this topic to your organization or group. You’ll also learn more about developing a Millennial strategy in your company. I want to express my deep gratitude to everyone who contributed in those early posts. This book would be nothing without you.
“Itʼs about the Millennial community along with those who seek to understand and harness it.”
IN THEIR WORDS: NILES EMERICK (MILLENNIAL) There is no longer a cultural need to hunker down, get safe, and grind out 30 years with one organization to protect against depression-era fears. The greater fears now are the perils facing our world; AIDS, poverty, environmental preservation, clean water, curing diseases, etc. Coupled with the ease of promoting causes and rallying support, it is now not unfathomable to think that the idea of one person funded with only a few dollars and an incredible amount of passion and devotion can have an impact on a grand scale (www.invisiblechildren.org, www.kitointernational.org, www.charitywater.com, the list goes on). The perceived “need” to be a company man is fading. A collaborative, diverse, interesting and fun culture play into some aspects of the Millennial Generation, but there is a need for so much more. In the slew of conversations I have with peers and direct reports each week, I hear resoundingly that the “job” at hand is a stepping stone to a greater passion. That is not to say that these individuals are disengaged from the work at hand, in fact rarely is that so. Remember, these workers were raised with high expectations for performance in the classroom, on the ball field, and at home. While privileged, many come with perfectionistic tendencies.
“Hi. I’m a Millennial and I’m here to help.”
Bridging the Generational Divide This whole thing started when I was
generation don’t really want to work for
approached by my friend Joel Widmer who asked me to speak to a group of Christian CEOs, executives, and small business owners at their weekly breakfast meeting.
their companies.” This working title was swiftly axed by both my wife Lisa and Joel--wisely so I might add.
He said the topic could be on “just about anything” I wanted to discuss so I inquired about the demographics of the group. After hearing that it was comprised primarily of people ages 45 and up, I went to work developing this content.
Instead, I suggested I could speak to the challenges that companies are facing--and will continue to face--as Millennials (those born somewhere between 1977 and 1995) enter the workplace. Joel and Lisa signed off on the idea, and The Millennial Revolution was born.
I began by asking myself this question: “If you had the chance to tell a room full of executives (who are all older than you) something about their business, what would you want to tell them?” My unedited response was something like, “I would want to tell them why the best people of the Millennial
This Isn’t About Why There has been a lot written and discussed that has to do with the why of the Millennial generation. Most of it begins as a psychological analysis of why they are the way they are then quickly devolves into a lot of complaining about the generation. Critics say they’re over-confident, lack work ethic, are too demanding, are highly entitled, etc. And I’ll admit that there’s certainly some truth to all of those claims. However, most of the people making these remarks were themselves
“With the best of intentions, Boomers attempted to give their Millennial children opportunities and advantages they felt they never had.”
considered “radicals” and “hippies” to
However, the point of this book is not
generation ever – which sounds quite
their parents.
to flesh out why they are the way they are because we can’t undo a generation of rearing and parenting. It just is. We now have to determine how to move forward in light of these
promising. I can also tell you that they are the most technologically advanced generation ever. Just like before, I blame our parents. (See? Blame isn’t always a bad thing!)
Not to mention that those complaining about the Millennials were also their parents. With the best of intentions, Boomers attempted to give their Millennial children opportunities and advantages they felt they never had. As a result, we now a generation of people who were raised with hovering parents (or “helicopter” parents) who sought to protect their children from themselves. As a result, Millennials were often held to high standards in academia and sports while simultaneously not being allowed to learn the valuable lessons that come with failure. Instead, parents intervened to prevent that happening. We stopped keeping score. Trophies were given to everyone because “we’re all winners.” They were praised for effort and consistently asked, “What would you like, sweetie?”
realities. And very few things are ever all bad or all good. For example, many view the Millennial generation as possibly the
Fellow Gen Y author and speaker, Jason Ryan Dorsey, puts it this way: “Gen Y is not tech savvy, we are tech dependent. Important difference.”
most innovative and creative
“Millennials are more technologically advanced and they are less expensive than their predecessors.”
This is why Millennials are so critical to your organization. They are more technologically advanced and they are less expensive than their predecessors.
This Is About How My goal is to examine the how of working with the Millennial generation. As they continue to enter the workplace, companies are facing an enormous challenge: how do you attract, hire, manage and retain Millennials? Many companies are finding that Millennials quit and move to a different
company within a year of being hired
eventually mature or grow up and
many of the same things we’ll discuss
and they haven’t a clue how to fix this problem. Companies need the Millennial workforce if they hope to survive and Millennials need the wisdom and experience that comes
realize this is how the world works?”
in this book.
No they won’t. Questions like this come from the
Therefore, this isn’t about maturity or the lack thereof. This is about a different way of doing business.
from the generations above them.
assumption that the “world works” in a particular fashion and that the “best” it will ever work is how it’s been working. How you’ve operated has undoubtedly worked for your organization. However,
Finally, statements like this are generally made out of frustration, fear or both. To survive in this new economy will require change--and
chances are good that it was created to operate under a different environment and with a different generation. To assume that how it has worked will in any way reflect how it
change doesn’t come without a price. Change is difficult. Change takes time and money (but not as much as you might think). Change takes risk. And who wants change when things are
will work is just not good leadership.
comfortable?
Second, this makes the assumption that what Millennials need and want is a reflection of immaturity or youth.
But change is required. Assuming something will just continue on into the future unchanged is folly.
We must figure out how to make this work.
The “Millennials Need to Grow Up” Myth In preparing and delivering the content for The Millennial Revolution I’ve had the opportunity to speak with a number of people at various organizational levels and an interesting question continues to arise that I want to address here early on: “Why should my company have to adapt and change for Millennials? Won’t they
However, when polled, many Xers and Boomers have expressed wanting
“When polled, many Xers and Boomers have expressed wanting many of the same things we’ll discuss in this book.”
Change is also good. Nobody longs to return to the era of the fax machine and few people would be willing to trade in their smartphone for a 1980’s pager. This book will serve as the first step in that change. It will lay the groundwork
for the revolution in your organization. I can’t promise that it will be easy. But I can promise that if you work on implementing these ideas in your company, you will start to see fresh ideas, excitement and innovation you couldn’t imagine being without.
So You’re Saying We Should Cater to Millennials? Definitely not! After all, that’s part of what got them here in the first place. However, their needs and expectations shouldn’t be roundly dismissed either. Every new generation that enters the workforce brings with it challenges of adaptation for it’s employers. In the 80’s and 90’s there was a struggle as Gen X entered with different expectations than the Boomers. In the 60’s and 70’s it was Boomers who shocked the system. Each time, older generations voiced their frustrations. The difference is that this is the first time that the older
“Now we have this clash of the two titan generations over the operational style of the workplace.” generation (Boomers) and the younger
I mentioned this above and I’ll delve
generation (Millennials) are roughly the same size. In fact, it’s expected that the 2010 census will show that Millennials outnumber Boomers.
into this further, but I want this to be crystal clear: Millennials need the wisdom and the experience of the generations above. In fact, most Millennials understand this and are
Now we have this clash of the two titan generations over the operational style of the workplace. Ultimately, Millennials will win if for no other reason than attrition through retirement
quite open to it. They simply expect and need it to be delivered in ways that they can relate to it.
and death. However, that doesn’t mean they are always right in their expectations or demands. Neither side is. There is
of the Millennials. As a result, I’ve had the opportunity to experience much more than most in my generation. I also understand the needs and expectations of the generations above
central ground for compromise and understanding.
because I’ve worked so closely with them for over 12 years.
I intended for this e-book to be a quick introduction of where that common
I believe that this position relative to both groups provides me with a
ground can be found.
perspective that I truly believe can help to bridge the generational divide.
Born in 1977, I’m on the leading edge
“Prevailing management theory evolved out of the industrial revolution when the bulk of our economy centered on the creation of products, not the delivery of services.�
Lead. Don’t Manage. Prevailing management theory evolved
with and the customers we serve then
has struck so he places it in the middle
out of the industrial revolution when the bulk of our economy centered on the creation of products, not the delivery of services.
adjust how we’re operating in response.
of the car “to balance it out.”
Creating a widget is a mechanical task that requires little to no cognitive or emotional reasoning. You put the bolt in the widget then move it down the assembly line for the next person to
we can manage it linearly? Management is about controlling the variables, minimizing changes in inputs and reducing the risk of faulty outcomes.
Mechanical is linear. Cognitive is anything but linear. So why do we think
perform their task. Delivering a service, on the other hand, is a predominantly cognitive and emotional work. It requires that we think creatively about problems and solutions. We are often required to consider the feelings of those we work
Let’s say you’re in the middle of assembling a car and one of your line workers decides he doesn’t care for the aesthetics of how the steering wheel is positioned. Rather than install it as required, he feels as if inspiration
“Mechanical is linear. Cognitive is anything but linear. So why do we think we can manage it linearly?”
What happens? Nothing good. So managers were installed to ensure things like this didn’t happen. They “manage” the variables. They reduce risk and prevent deviation from standard operating procedure.
Modern Workers Shouldn’t Be Managed Unfortunately, most of what modern workers (notice I didn’t say “Millennial workers”) do each day can’t be effectively controlled using this style of management. Let me give you an example: customer service representatives. How many people really look forward to calling the customer service line of a company? Not many.
The reason is because they operate under assembly line management theory. Most reps are measured on four major statistics: calls answered, calls abandoned from the queue (hang ups while on hold), call time (shorter is better), and customer satisfaction. What’s the problem here? Customer satisfaction is very rarely improved by talking to more people for shorter time! And did you know that many customer service reps have to raise their hands and get permission to go to the bathroom? Sign me up!
“In a knowledgebased service
Management
economy, is
So how do we change to accommodate this shift? The answer is not to focus on managing processes
methodology
but to challenge and encourage through leadership.
equally as important as results?” results because assembly of a product
What do you think would happen if the primary statistic they were measured on was customer satisfaction? What would happen if they could spend a few extra minutes on the phone with a
depends on consistent application of methodology.
customer to ensure their satisfaction? And what do you think would happen to morale if they could go to the bathroom without asking permission like they were 6 years old?
important as results? Phrased another way, are the best results always determined using repeatable, predictable and measurable methods?
In a knowledge-based service economy, is methodology equally as
If management is focused on process and methodology, leadership is focused on outcome and results. Leaders improve results by leveraging the passion, gifts and talents of a group of people inspiring them to work toward a common goal. Leaders are part of the team--not above it. They focus on demonstrating and coaching from the front rather than on directing and controlling from above. What does this all look like? If Martin Luther King, Jr. had installed
The answer is a definitive “no.” Management places heavy emphasis on methodology as a way to improve
Leadership is the New
managers, I shudder to think where we’d be today. If Jesus had the 12 Senior VPs instead of the 12 disciples,
the Message would’ve been bogged
If you want to attract and retain
Great coaches learn about the gifts
down in red tape and political bureaucracy.
Millennials your leadership team has to learn how to become great at coaching. Have you ever noticed what sets great coaches apart from good coaches?
and strengths of each team member. We can’t all be pitchers. We can’t all be star outfielders. That’s okay. You need an array of talent. Find out what we’re gifted and talented at and let us work
To lead a team of people requires a common goal, a core message, and a set of principles that the group chooses to live by and believe in. There must be a core message and a culture that is created around it. But it’s more than that. Wait for it... Then you must get out of the way and let people figure out how to carry that message and pursue that goal within the guidelines you’ve created. You must push them toward excellence by encouraging them and showing them that they are a part of something
in our strengths.
Great Coaches Manage for Results Great coaches care about winning (results) but they know there is no set path for achieving it (methodology). Each game will be different. Each game will require a different strategy. Players can’t do the exact same thing in each game and expect the same result.
Great Coaches
Great Coaches Know the Value of One-on-One Attention Great coaches give players lots of oneon-one attention. They don’t hand them a manual and tell them to “learn the plays.” Instead, they tell them to learn the plays and then they work with them day in and day out practicing those plays.
greater than themselves.
Appreciate Uniqueness
Growing up, most Millennials played at least one team sport. We had soccer moms and little league dads. We were
“If you want to attract and retain
shaped by those experiences to expect coaching--not managing.
Most companies offer little in the way of ongoing training. And very rarely
Millennials your team has to learn how to become great at coaching.”
does that come from a manager.
working with the players. They lead
Then take it a step further and solicit
Instead, employees are shuffled to a classroom during a lunch hour.
from the field.
those from them. Show them that you’re not afraid of their ideas. It doesn’t mean you have to run with them - just that you cared enough to listen.
Great Coaches Lead from the Field Great coaches rarely sit in an office. Instead, they are down on the field
It’s important to be present for your team - not hidden away in your office. Be approachable and available for them to come to with questions, ideas, concerns, frustrations, etc.
IN THEIR WORDS: NILES EMERICK (MILLENNIAL) The challenge every organization faces today is to engage each individual according to their skills (to benefit the company) AND their passions (to benefit the individual AND the company). This provides both a challenge and an opportunity. Those that get this balance right will have a far more loyal workforce, will attract employee referrals, project a positive corporate image ... The hard work consists of building relationships with EVERY employee ... not just because it’s a checklist item, but because it creates a bond that a pension no longer makes. This relationship building takes a lot of listening, asking meaningful questions, and pressing in to find the passion that each Millennial clings to. It takes time. In fact, I suspect that EVERY person has these passions ... and it is up to us, the business leaders, CEOs, and Executives to listen, encourage, inspire and lead. We lead now on two fronts--each requiring equal thought and action: 1) Our responsibility to our organization and driving business, and 2) Our responsibility to our people locally and globally. This is not an either or choice; it is a both/and. The relationship goes both ways. We have an incredibly challenging and rewarding course ahead. Not only to listen, encourage, inspire, and lead, but to do all this while teaching through our own (and others) stories how devotion, commitment, and loyalty have led to great successes through the course of our own lives.
I asked Millennials what they look for in a manager. Here are a few of their responses.
“Easy! Someone who is willing to let go and who WANTS new ideas, who is happy when his/her employees provide suggestions and who is not afraid to admit his/her way may not be the best way. I love when managers encourage their employees to contribute and foster collaboration. This is exciting and how the best ideas come to fruition. I think employees are happiest when they believe they are contributing to a company’s growth and purpose, not just mass producing work.” ~ Amber
“I left a controlling and inflexible company for one built on trust because they hired good people--and I took less money to be happier, and it's worked.� ~ Lucas
“I want the following from my employer: ✓ Less status quo culture where people are drones. ✓ Flexibility with my hours with the understanding that I WILL champion my work and get it done--but not always in between 9-6. ✓ Give me room to grow and don’t be threatened by wild ideas. ✓ Ethical work that means something at the end of the road instead of purely focusing the overall mission on dollars all the time.” ~ Phillip
“They need to be fair, direct, mentoring, supportive, interested in me as an individual (rather than just what I can do for them), willingness to be flexible with my personal life.� ~ Julie
“I’ve received authorization to offer you an additional 3% if you stay.” ~ A quote from a former manager when I gave him my notice
Motivation vs. Compensation I’ve quit a couple of jobs in my life. When I did, something odd usually happened--I was offered more money.
Money Can’t Buy Happiness
Only later did that strike me as backwards. I hated working for the
If I have my basic monetary needs taken care of, do I really need more money? Is that really what’s going to
company, dreaded each and every day, felt like the life was being sucked out of me, and they wanted me to stay. Who would want someone like that working for their company? People
motivate me? Is money the only way to measure for success? Or do I believe that if I pursue something that fulfills me spiritually, emotionally, physically and monetarily that I’ll ultimately be
who feel that way are a cancer. I was a cancer to them and they were a cancer to me.
more successful and fulfilled? Even if I don’t have as much stuff?
Remove the cancer! Don’t offer it more money to hang around!
When polled, Millennials consistently respond that fiscal motivators don’t
But that’s how many companies operate. They assume that the only reason someone would leave their
really matter to them once their basic needs are met. Instead, they place three things above monetary rewards as the most important part of their job. While they’re not delusional in thinking
great establishment must be that they were offered more money. Then they try to throw more money at them so they’ll hang around.
that they’ll always love every aspect of a job, they also don’t believe that they should slog through their lives never finding satisfaction in their work just to
chase a paycheck with more zeros. If they’re going to dedicate over a third of their lives to something, Millennials want to find fulfillment.
“When polled, Millennials consistently respond that fiscal motivators don’t really matter to them once their basic needs are met.”
How do you find fulfillment in work? Do something you are gifted and talented at and do it for something you’re passionate about. If a person is a gifted accountant and they love the work, but abhor the company they work for, can they be fulfilled? Conversely, if that same person finds themselves as a hiring manager for a company they otherwise love, can they be fulfilled? In both cases, we know the answer. So what are the three things Millennials (and most employees) place above monetary motivators? Let’s take a look.
Desire to Work In Their
“People want autonomy over four aspects of work: what they do, when they do it, how they do it, and whom they do it with.” company. But this is difficult work. It
seek out people to team up with in
requires a change in the way you hire.
their personal lives. They are extremely interconnected.
Most companies view “qualifications” as more important than passion and desire to learn. As for me, I will always
In his new book, Drive: The Surprising Truth About What Motivates Us, author
take a less qualified person who is passionate for my company and the position. In the long-run, they will always outperform someone without those traits.
Daniel Pink writes that autonomy can best be thought of as “acting with choice.” He then writes the following: “[People want] autonomy over four aspects of work: what they do, when
Strengths and Passions
The Importance of
Companies that take time to match more than just skills to a position but strengths and passion to a position will
Autonomy
find employees who are more likely to make a longer-term home at the
they do it, how they do it, and whom they do it with.”
Most people think individualism when
Very few companies give their employees even one of those choices,
they hear the word autonomy. But that’s not what Millennials want. In fact, it’s generally just the opposite. They thrive in team environments. They
let alone all four. If you want to attract and retain Millennials, your company will need to find ways to give people autonomy over their work. Let them
pick projects. Let them choose their team for a project. Let them set their schedules. IN THEIR WORDS: JASON MOORE (GENERATION X) My experience with managing this generation leads me to think the point that you make that is most important is: “You must push them toward excellence by encouraging them and showing them that they are a part of something greater than themselves.” In general, this is no different than previous generations, but this is the first generation that has a realistic option to avoid long-term employment at companies that don’t fit their ideals. Prior managerial generations could use fear-based tactics to keep employees in lock step. There are more opportunities available to people in just about any geography where this is no longer the case.
How do you make a difference? The If you don’t give your employees autonomy, someone else will. And if no other company will, they will take the brightest minds of their generation and start their own competing company
answer is going to be different for each person but all will have a common thread – leveraging what they do for the benefit of something greater than themselves.
and you’ll be in trouble.
Work That Matters Take the time to read the In Their Words sections throughout this book and you’ll see a common theme: every single one of them wants to be part of something bigger than themselves. They want to feel like they’re doing work that actually matters. They want to make a difference.
Sometimes this purpose comes from working with an organization like Children’s Hunger Fund or Habitat for Humanity. Other times, it can come from seeing how the work they do directly impacts the product or service your company provides and changes the lives of those who use it. You must show Millennials how they are making an impact on a larger world by working with your company. Tell
“Every single one of them wants to be part of something bigger than themselves. They want to feel like they’re doing work that actually matters.”
stories of the people being impacted.
Why? The answer is simple: we will
Let them meet your clients. Serve in the community with them. There are a lot of ways to make this happen.
leave for less money if we get these three things somewhere else. If you want to keep us, learn to motivate us by creating a company we will thrive in. Don’t just try to compensate our
IN THEIR WORDS: NANCY REECE (BABY BOOMER) Ok--here’s the hiring boomer’s perspective. I would like to see Millenials be more strategic--think long term in terms of their gifting and what they can contribute as opposed to 6-12 months. What would it take to get you to commit longer term to our company if you’re a rising star?
Why We Quit Every single Millennial who has commented on my blog has done something that most companies have never been able to understand: they went to another company that was offering less money. Or, in a couple of cases, they left a well-paying job to create their own company. This includes myself.
misery. If you provide these things, many of us will give you more of ourselves than you could ever imagine. Your company will thrive.
“If you want to keep us, learn to motivate us by creating a company we will thrive in. Don’t just try to compensate our misery.”
You cannot manufacture culture.
Overhaul Your Culture If you want to attract and retain
But culture, as important as it is, is
Millennials, you are going to have to overhaul your company’s culture. Let me just spoil the surprise: almost everything you’re doing right now is repelling them.
impossible to manufacture. It’s more than simply changing a few policies then patting yourself on the back for a job well done.
A company’s culture is one of the most important factors in a Millennial’s decision to join--or stay at--a company. If they don’t like your culture, they will leave. If you have trouble retaining Millennials, you likely need to start here.
Haven’t We Been Discussing Culture? In a manner of speaking, yes. “Leading instead of managing” and “motivating in addition to compensating” are really cultural decisions you’re going to have to make about how you run your company or your team.
What Culture Is Not
So What is Culture? Culture is what is created when a group of people share a core set of values and choose to live by those values.
Before we talk about what culture is, let’s spend a second on what it isn’t. A culture isn’t created through typical
Your company’s culture is determined by your entire team’s beliefs and behaviors as they pertain to each other, your customers and your
corporate initiatives or programs. Companies are notorious for creating dumb programs with titles like “Vision 2010” or “Leading Through Innovation Initiative.”
mission. It is not determined by programs or committees. It is formed and nurtured over the life of your company. Programs have end dates. Creating a great culture does not.
Do not even think of creating anything that sounds remotely like “The Summit for Creating a Better Culture” unless you like halting progress before it
So how do you overhaul your company’s culture?
begins. Let me repeat this: you cannot manufacture culture.
Step 1: Examine What You Personally Value If you run a company or team, the culture of that group is a direct reflection of what you value. If your
predictability and perfection over
themselves if the leader won’t? Is that
innovation and failing forward.
even leadership?
generally read like
If you don’t have a passion for something, if you don’t desire growth and learning, if you don’t see work as
You must begin by changing your core values. A company’s culture and values can’t grow beyond that of its
products of the
more than just an opportunity to make money, your team won’t either.
leaders.
“Mission and vision statements
legal department-not like they were crafted by people passionate about what the company does.”
If your team doesn’t feel valued, it’s because you don’t value them. If your team doesn’t offer input, it’s because you don’t value it. If your team gossips, it’s because you haven’t placed value on character and integrity. A fair word of warning: if you truly want to change your culture, be prepared for
Your Company Values If your first response to this is to say, “We have a Mission Statement and Vision Statement so we’ve already done this,” please know that those two things are not enough. In fact, they’re more likely useless since very few of your employees even know or care what they say. Why? Because almost all of them
a painful process. When we see ourselves through the lens of what we’ve created, it can be devastating because we can’t create excuses for it.
involve useless statements and buzzwords that mean absolutely nothing whatsoever. Mission and Vision statements generally read like products of the legal department--not
If you’re not willing to do this, your company’s culture will never change. Why should anyone examine
like they were crafted by people passionate about what the company does.
team seems set in their ways and avoids risk, it’s probably because you’ve made it known that you value
Step 2: Examine What
Your company’s core values are the principles by which you operate. In recent times, I don’t believe there is a better example of this than Zappos-the online retailer that was recently purchased by Amazon for over $1.2
“No switch was flipped. It began with the leadership asking themselves what kind of company they wanted to create.”
Billion. You can read the list of Zappos’ 10 Core Values in the callout to the right. And the Zappos Mission Statement? “To live and deliver WOW.”
THE ZAPPOS 10 CORE VALUES: 1.
Deliver WOW Through Service
2. 3.
Embrace and Drive Change Create Fun and a Little Weirdness Be Adventurous, Creative, and Open-Minded
4. Now, let’s put this to the test. Let’s say a customer who is extremely unhappy with a shipment they received calls your customer service department. What happens in your company if “The Supervisor” isn’t immediately available to help out? Will your employee know what to do? Will they feel like they can make a decision without escalating it? Do you even trust them to? At Zappos, anybody can return any item for any reason within 365 days at no charge. If you’re first thought is, “WOW! That’s insane,” they just
5. 6.
7.
Pursue Growth and Learning Build Open and Honest Relationships with Communication Build a Positive Team and
Family Spirit 8. Do More with Less 9. Be Passionate and Determined 10. Be Humble succeeded at delivering on their mission statement and core values. It took them over a year to craft this list that originally started as 37 principles.
No switch was flipped. It began with the leadership asking themselves what kind of company they wanted to create. Then they worked closely with the employees to find out what kind of company they wanted to work for. This is key. You shouldn’t try to dictate to your employees what the culture will be. You must involve them in the process and value their input as equally important. Ignore that last paragraph at your peril.
Step 3: Relentlessly Pursue Your Core Values When working on your core values, create high standards and then hold
everyone accountable to the relentless pursuit of them. If you say you value “fun and a little weirdness” but have a policy that requires people to wear ties to work and doesn’t let them decorate their desk with more than one picture, you’ve failed. In your relentless pursuit of your values, you will have to change a lot of what you do and how you do it. You will have to rewrite your mission statement and vision statement (or just integrate them into the Core Values and get rid of them altogether). You will have to examine every corporate policy. You will have to examine your hiring process. Everything must be changed. The good news is that it doesn’t have to change overnight. Give people the freedom (read: autonomy) to figure out how to change these things a little bit at a time (or a lot at a time if they choose to do so).
“Everything must be changed. The good news is that it doesn’t have to change overnight.” Core Values Create Accountability To Culture The beauty of a set of core values that everyone knows and agrees to is that it creates accountability. If you’re not playing by these rules as an employee, you’ll feel pressure to change or leave. People become protective of cultures like this because they are so difficult to find. On the flip-side, if you as a leader violate them yourself, you will lose any trust or credibility you created. If you ask for openness and honesty but then don’t paint realistic pictures of where the company is at, you may as well take that out of your core values. Core values will either make you better or brand you as a hypocrite so be
aware of what you’re asking for when you create them.
The workforce - your workforce - is rapidly transitioning to a younger generation. The conversation should no longer center around if your organization should change, but how.
Resources I wish I could say that this e-book was a comprehensive, all-you’ll-ever-need type of guide. But this is just the tip of the iceberg. To continue researching this topic, you’ll want to take advantage of some of the great resources that are out there. Below is a list of books, blogs and others who are doing a great job helping people understand The Millennial Revolution. To visit the resource, just click on the resource name or the link. If you think I’m missing something, let me know and I’ll consider adding it to future versions of this book.
Books on Related Topics & Trends LINCHPIN: ARE YOU INDISPENSABLE? - BY SETH GODIN This is one of the most important books on this list. In Linchpin, Seth Godin argues that we are all artists now because most of us deal with emotional work. We create and sell ideas, not widgets. So how can we become indispensable in this new paradigm? That’s what Seth covers. Click here to pick up Linchpin by Seth Godin. DRIVE: THE SURPRISING TRUTH ABOUT WHAT MOTIVATES US This book by Daniel Pink is a shocking and enlightening look at what truly motivates people to performance. Click here to pick up Drive by Daniel Pink. A WHOLE NEW MIND: WHY RIGHT-BRAINERS WILL RULE THE FUTURE This was Daniel Pink’s first book. It’s a fascinating look at how our economy is shift- ing from being predominantly left-brained to one driven by right-brained thinking and work. Click here to pick up A Whole New Mind by Daniel Pink. SWITCH: HOW TO CHANGE THINGS WHEN CHANGE IS HARD - BY CHIP & DAN HEATH Understanding why some change is easy for people while other change is difficult can be a valuable tool for any leader trying to affect change in their organization. Chip and Dan Heath examine two “systems” within our brains - a rational system and an
emotional system. If you want to make change easier for people, you have to get these two systems to align. Click here to pick up Switch by Chip and Dan Heath. DELIVERING HAPPINESS: A PATH TO PROFITS, PASSION, AND PURPOSE - BY TONY HSIEH Tony Hsieh is the founder of Zappos - a company recently purchased for over $1B by Amazon. He’s also known for creating one of the most innovative company cultures this world has seen. His book, Delivering Happiness, talks about how they did it. Click here to pick up Delivering Happiness by Tony Hsieh. NOW DISCOVER YOUR STRENGTHS - BY MARCUS BUCKINGHAM & DONALD O. CLIFTON This book--along with the slimmer StrenghtsFinder 2.0--are tools I regularly recommend when working with clients. I’ve used them in hiring, managing and coaching situations to better understand the people I work with. Given that all employees (not just Millennials) want to work in their strengths, you would be wise to invest in a copy of at least StrengthsFinder 2.0 for every person on your team. Then, use the results to ensure that you have the best people in the best positions. Click here to pick up Now Discover Your Strengths by Marcus Buckingham and Donald O. Clifton. STRENGTHS-BASED LEADERSHIP - BY TOM RATH This is the leadership edition of the StrengthsFinder test and covers the reader’s leadership styles and strengths (as different from their general strengths). Believe me, they are much different. Consider this book for your leadership team. Click here to pick up Strengths-Based Leadership by Tom Rath.
Blogs You Should Read I’m a firm believer that you should read the works of those who are either influencing the people you want to understand or who have a strong handle on what makes them tick. With that said, here are some of the people who influence and/or understand the Millennial generation. Seth Godin - http://sethgodin.typepad.com Without a doubt, Seth Godin is one of the most influential and forward-thinking leaders on this shift in the workplace. If you’re not yet reading his blog and his books--specifically, Linchpin--you’re in for a thought-provoking and challenging treat.
Gary Vaynerchuck - http://garyvaynerchuck.com Gary is a Gen Xer who resonates with those in many different generations--including Millennials. His message is one of pursuing your passion with intensity and hard work. Chris Brogan - http://www.chrisbrogan.com A forward thinker. Also a Gen Xer with a large Millennial following. He writes and speaks on passion, new media and communication and marketing in a new era of business. Leo Babauta - http://zenhabits.net If you want to understand how many Millennials view finances, possessions and work, this would be a great blog to start with. Pamela Slim - http://www.escapefromcubiclenation.com Author of the incredible book Escape from Cubicle Nation, Pam is a coach and speaker who works with people interested in fleeing the cubicle for something more fulfilling and meaningful. Michael Hyatt - http://michaelhyatt.com I’ve had the pleasure of working with Mike and I can say from first-hand experience that he is a CEO who gets it. On his blog, you’ll find posts on leadership, transparency, social media (for executives), and much more content geared toward leading people through times of change. Being in the publishing world, Mike has done a spectacular job of doing just that in his company. Most Millennials I know would give their right arm to be coached and mentored by him. So we settle for his blog. Donald Miller - http://donmilleris.com Don is a renowned author of multiple best-selling books all geared toward Xers and Millennials. His emphasis is on the spiritual and social side of the equation and he appeals to people of varying beliefs, backgrounds and ideologies. Not an easy task given the topics. Jason Moore - http://newrulesofwork.net/blog Jason Moore writes on culture and leadership effectiveness. He doesn’t post very frequently, but the stuff he has on his site will keep you quite busy as you wait for new content.
Brazen Careerist - http://blog.brazencareerist.com Penelope Trunk is the creator of Brazen Careerist--a site dedicated to the Millennial workers. It features a blog, social networking, tools and resources all centered around the transition between the generations. She will offend you and challenge you. But you shouldn’t ignore her. Travis Robertson - http://travisrobertson.com If you received this book from a friend, I’d encourage you to visit my blog as well. I spend a lot of time looking at business and social trends from the Millennial viewpoint. As a speaker, consultant and writer on the topic, I’ve worked with leaders and employees in every generation in an effort to bridge the divides and clarify the misunderstandings. I think you’ll find the perspective helpful as you lead this movement within your organization.
Other Resources The Catalyst Conference - http://www.catalystconference.com A spectacular event created by Andy Stanley and Craig Groeschel that brings together leaders who desire to impact a new generation. While the event is geared toward the Christian community, they have hosted business leaders such as Seth Godin who I mentioned above. I would encourage you to investigate it for yourself before drawing any conclusions. Tim Elmore & Growing Leaders - http://www.growingleaders.com An organization focused on training up a new generation to be thought-leaders and change agents.
Understanding begins with a dialogue.
Work With Me BIOGRAPHY After 12 years of leading teams of Millennials in the technology industry, I am using my experience and knowledge to help companies and organizations develop strategies for growth in a new era of business. With the Millennial generation now outnumbering the Baby Boomers, I will teach you how to engage with this group and clarify the myths and misunderstandings that surround it. A Millennial myself, I bring my passion for - and experience with - technology, new media and leadership to each engagement. SPEAKING If you’re interested in having me speak to your company, organization or group about The Millennial Revolution, you’re in for an enlightening and energetic session. I have spoken to executives, leaders and teams across many different industries. Sessions are focused on helping foster understanding and communication across all generations. I can speak from a variety of angles including: • How to attract, hire and retain Millennial team members • How to attract clients and customers from within the Millennial generation • How to understand, communicate and work with Millennial team members CONSULTING Over 75% of companies agree that they will need a Millennial strategy for their company. Despite this, most of those companies admit they have not yet created a strategy for attracting, hiring and retaining Millennial team members. Nor have they developed a strategy for reaching them as clients or customers. I can work with your team and guide you through this process. If you would like to book me to speak to your organization or are interested in developing a Millennial strategy, you can reach me directly at travis@travisrobertson.com or by calling me at 615.212.2184.
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