Gen Y Now: Millennials and the Evolution of Leadership

WHAT READERS ARE SAYING ABOUT GEN Y NOW Great leadership is the one sure thing that separates truly exceptional organizations from the rest. Hobart and Sendek have nailed it with this book. We are in a new century and leaders need new skills and capabilities to lead their currentand future workforce. This book shows you how to be a 21st century leader. Stephen J. Kontra , vice president, Global Learning Development, Pfizer Inc. Insightful and well–conceived, Hobart and Sendek blend unique perspectives about the often misunderstood, yet talented crop of Gen Y workers. A must read for educators, employers, administrators, and leaders who seek guidance on effectively blending old–school concepts, work ethics, and technology with todays vibrant and creative next generation. The book is positive, upbeat, and optimistic about where this generation can take us if we effectively partner with them. Dr. Rick Brandenburg , Wm. Neal Reynolds Distinguished Professor, North Carolina State University As I read Gen Y Now, I kept thinking, Exactly! I wish my boss knew this. The book shows leaders exactly what they need to do to attract and retain Gen Y workers, and any organization that has seen an exodus of Millennials should read Gen Y Now to figure out what theyre doing wrong and how to make it right. Annie Siebert , reporter, writer, editor Hobart and Sendek provide a great resource for leaders and consultants navigating the ever–changing landscape of generational challenges in the workplace. Nicole Lipkin , Psy.D., author, What Keeps Leadership Up at Night and Y in the Workplace Gen Y is firmly in the workforce and leaders better understand them to be successful. Hobart and Sendek show leaders how to respond to Gen Ys need for learning, recognition, fairness, and flexibility and take advantage of their willingness to collaborate and innovate. The book is must reading for managers in all types of organizations. Manuel London , PhD, dean, College of Business, State University of New York at Stony Brook Its not that corporate America cant afford to ignore generational differences anymore; its that corporate America cant afford not to harness them. If youth are our future, that future belongs to organizations that know how to manage, motivate and mentor Millennials into leaders. Hobart and Sendek are here to show you how its done. J. M. Henderson , author and contributor, Generation Meh, Forbes

Introduction 1. The Platform Is Burning Back to the Future The Time Is Now Leadership for a New Generation The Right Kind of Change Conclusion Ann’s Gen Y Profile 2. For the First Time in History The Generations Why the Emphasis on Gen Y? The High Cost of Turnover The Need to Retain Knowledge Capital Conclusion Bryan’s Gen Y Profile 3. Why the Negative Feelings Toward Gen Y: The Science Prejudices The Four Generations Overcoming Stereotypes Conclusion Dan’s Gen Y Profile 4. Myth Myth 1: Gen Yers Are Slackers or Lazy Myth 2: Gen Y Needs Instant Gratification and Wants a Trophy for Just Showing Up Myth 3: Gen Yers Are Disloyal and Job Jumpers Myth 4: Gen Y Is Self–Centered and Narcissistic Myth 5: Gen Y Is Pampered and Spoiled Myth 6: Gen Y Lacks Respect for Authority Myth 7: Gen Y Feels Entitled Conclusion Elizabeth’s Gen Y Profile 5. Recession Generation Some of the Numbers Gen Y’s Response Gen Y’s Post–Recession Attitude Our Thoughts Conclusion Julie’s Gen Y Profile 6. Key Skills Understanding Gen Y’s Eight Key Skills Key Skill 1: Gen Y Is Tech–Savvy Key Skill 2: Gen Y Is Diverse Key Skill 3: Gen Y Understands the Global Marketplace Key Skill 4: Gen Yers Have Good Self–Esteem Key Skill 5: Gen Y Has a Sense of Security and Is Ambitious Key Skill 6: Gen Y Has Life Experience in the Marketplace Key Skill 7: Gen Y Is Research–Oriented Key Skill 8: Gen Yers Are Problem Solvers Conclusion Jeff’s Gen Y Profile 7. New Realities for Leaders Ten New Realities About Gen Y You Need to Enforce the New Realities Reality Change 1: Gen Y Is Delaying Marriage and Parenthood Reality Change 2: There Is No Stigma Associated with Moving Back Home Reality Change 3: When Gen Y Leaves No One Is at Fault Reality Change 4: Gen Y “Leases” a Job, Not “Buys” One Reality Change 5: Multiple Jobs Are a Badge of Honor Reality Change 6: Your Leadership Is Constantly Being Evaluated Reality Change 7: Their Circle of Influence Is Also Watching Reality Change 8: The Extended Family Is Coming Back for Gen Y Reality Change 9: Gen Y Has a Vision for Themselves Identify Gen Y’s Personal Vision Develop a Shared Vision Reality Change 10: There Is an “Ambition Gap” Between Men and Women in Gen Y Conclusion Kate’s Gen Y Profile 8. You Have a Personal Brand The New Leadership Brand Promise Some Examples What Is Your Leadership Brand? What You Do for Employees Better Leadership Works for Everyone Communication Fundamentals Choose Your Words Nonverbal Communication Counts Communication Involves Listening Conclusion Kim’s Gen Y Profile 9. World–Class Performers Skill 1: World–Class Performers and Leaders Use Performance Feedback or “Game Film” Skill 2: World–Class Performers and Leaders Turn Unconscious, Negative Tendencies into Conscious, Positive Choices Skill 3: World–Class Performers and Leaders Practice Energy Management Energy Waster 1: Why Can’t They Be Like We Were? Energy Waster 2: Why Do We Have to Change . . . Why Can’t They Change? Energy Waster 3: Defensiveness Skill 4: World–Class Performers and Leaders Realize That What Is Required for Improvement May Be Counterintuitive Gen Y Wants Feedback Skill 5: World–Class Performers and Leaders Develop a Clear Vision Skill 6: World–Class Performers and Leaders Seek Out Coaches/Mentors Skill 7: World–Class Performers and Leaders Develop Tactical and Measurable Action Plans Skills 8: World–Class Performers and Leaders Recover from Losses Quickly Skill 9: World–Class Performers and Leaders Use Positive Self–Talk Conclusion Liz’s Gen Y Profile 10. Study Your Game Film: Knowing Personality Types A Lack of Self–Awareness It’s All Communication Leadership Is Communication People Are Different! Styles, Personality Profile, and the Four Generations Personality Theory The DiSC TM Personal Profile Primary DiSC Styles Leaders Communicate Effectively The Accuracy of DiSC Profiles Game Film for Leaders Vision Alignment Execution Building and Maintaining Momentum Providing Real–Time Feedback Self–Assessment Hiring Career Planning Team Building Flexible Leadership Style Preventing or Resolving Conflicts Game Film Conclusion Mallory’s Gen Y Profile 11. Emotional Intelligence Why the Interest in EQ? Three Ways to Define EQ Gen Y and EQ A Good Manager Needs to Have High EQ Social Skills Gen Yers Are Group–Oriented Self–Awareness “Analyzing” Yourself Self–Management Managing Others’ Emotions Conclusion Meghan’s Gen Y Profile 12. Addressing the Burning Platform: Change Management Improving Your Organization Your Organizational Assessment Survey Two Gen Y Issues Your Change Efforts Five Steps to Sustaining Change Keep Score Link the Front Line Rewards and Recognition Performance Management Implementing Change Vision and Strategy Organizational Alignment Workforce Enablement Sustainability Conclusion Sarah’s Gen Y Profile 13. Attracting and Retaining the Talent You Want The Human Investment The Story The Moral of the Story Factory Settings Prepare Your Current Employees for Gen Y The Basics: Recruit for Your Brand Develop Specific Candidate Profiles Develop Accurate Job Descriptions for the Job Now Train Your Interviewers! Behavior–Based Questions Provide More Relevant Information Look for Real Situational Information There’s No Substitute for Reality On–Boarding: Have a Plan Have a Gen Y Mentor Communicate Your Expectations Expand Gen Y’s Horizon Follow Up: Promise Feedback and Deliver It Keep Gen Y Informed Strategic Planning for Retention One–on–One Performance Management Conclusion Sara’s Gen Y Profile 14. Leadership Challenges Coaching Opportunity 1: Gen Y Can Be Easily Distracted Coaching Opportunity 2: Gen Y May Quit Too Soon Coaching Opportunity 3: Gen Y Wants to Advance Before They Are Ready Coaching Opportunity 4: Knowing Something Is Not the Same as Doing Something Coaching Opportunity 5: Gen Y Is Not “Hungry” Enough Conclusion Bill’s Gen Y Profile 15. Leadership: A Timeless Principle Principles vs. Rules Leadership Is a Timeless Principle Leaders Must Look in the Mirror First Becoming World–Class Gen Y’s Attitude and Superior Skills The New Realities Turning Knowledge to Action The Platform Is Burning References and Research About the Authors Index

Buddy Hobart is the president and founder of Solutions 21, a business management consulting firm based in Pittsburgh, PA. Solutions 21 regularly conducts seminars and customized training programs on leadership, behavioral styles, and Generation Y. Herb Sendek is the mens basketball coach at Arizona State University. Herb works with Gen Y daily. He knows first–hand about selecting and developing successful Gen Y teams. He is nationally recognized for high–impact team leadership and recruiting strategies.