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Managing the Generation

by Dr . Tim Elmore
foreword by Ted Weyn

Toughest

How Generational Diversity is Impacting Todays Workplace

Tim Elmore offers invaluable insights about generational challenges that exist in all businesses... whether the owners, employees and managers know they have a problem or not! Keep reading for practical tips to solve your generational diversity problems. -Tim Tassopoulos, Senior Vice President of Operations for Chick-fil-A Our future success as leaders depends on our ability to inspire, harvest and unleash the potential of our youth in the workplace. I have used Tims insight and solutions to train countless managers in hiring, engaging and retaining the very best new talent. Thank you Tim for sharing such valuable insight and solutions its priceless. -Steven Krajenka, Retail Executive for Gap Inc., Sony, and American Eagle Outfitters Tims insights on leadership concepts and generational diversity has been instrumental in helping us enhance the development of our management team. -Tim McKinley, Vice President for Cox Business Managing the Toughest Generation is a must read for business managers and leaders at all levels. Dr. Tim Elmore shares years of experience with Generational Diversity and some invaluable advice on how to communicate, motivate and lead your workforce regardless of their age. Want to take your business to the next level? Read this book and take action on Dr. Elmores recommendations! -Brian T. Dooling, Vice President of Marketing for US Security Associates, Inc.

Copyright 2013 by Tim Elmore All rights reserved. You have been granted the non-exclusive, nontransferable right to access and read the text of this e-book onscreen. No part of this book may be reproduced, transmitted, downloaded, decompiled, reverse engineered, or stored in or introduced into any information storage and retrieval system, in any form or by any means, whether electronic or mechanical, now known or hereinafter invented, without express written permission from the publisher. Requests for information should be addressed to info@GrowingLeaders.com

Table of Contents

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Foreword ............................................................................................................................................. 05 Generational Diversity ........................................................................................................................ 07 America Is Number One Again... Unfortunately ................................................................................ 10 Millennials in the Marketplace: How Are They Any Different? ............................................................ 14 Understanding the Value of Work ........................................................................................................ 17 Building a Work Ethic in Todays Professionals ..................................................................................... 20 The Benefits of Hard Work ................................................................................................................... 23 How Meaningful Work Motivates Young Professionals ....................................................................... 26 Inspiring Generation Y on the Job ...................................................................................................... 29 How to Successfully Lead Generation Y .............................................................................................. 32

Managing the Toughest Generation ................................................................................................................................................................................................................................................... 05

Foreword

Over the past twenty-five years,


I have been exposed to many diverse business experiencesworking in publicly-traded as well startup companies. The exposure to different business environments has allowed me to see both sides of the corporate worldfrom an owners viewpoint as well as from an employees perspective.
As early as my late high school years, I had a strong thirst to learn the ins and outs of how to create and grow small businesses. As my career expanded, I was further intrigued to investigate how those principles could be applied to create growth opportunities within larger corporations. Over the past five years I have observed an interesting business dynamic that I believe acts as a silent inhibitor to business growth. This overlooked dynamic is one that is often undervalued and/or unrealized within the corporate setting. It has the potential to cause an internal slowdown within business operations, which ultimately impedes operational and sales growth. In some cases this silent inhibitor is causing outright corporate paralysis. Like a mysterious disease that has stumped the doctors diagnosis, many businesses are experiencing a cultural and productive malaise that is hindering the organizations progress... So, what is this inhibitor? Generational Diversity. For the first time in history, there are six distinct sociological generations alive on planet earth. In many instances, four generations are asked to work together on teams in a business setting.

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My experience with both large and small businesses has confirmed that there is a definite communication breakdown between generations in todays marketplace. Different generations grew up in different cultures, have different values, and lead with different styles. Different generations have various degrees of knowledge about technology. Consistently we hear of internal communications and team dynamics that frustrate executives and challenge business progress. Addressing cultural dynamics is always more difficult than operational or sales-related obstacles. Cultural changes take time in order to make a significant impact, and in todays rapid-results business environment, these challenges are often pushed aside. The challenges caused by Generational Diversity are not going away anytime soon. In fact, they will only increase as todays Millennial Generation graduates from college and enters the workforce over the next twelve to fifteen years. Companies who fail to address this cultural challenge will be relegated to the laggards of the business world. The communication challenges will continue to inhibit their growth unless they learn how to bridge the proverbial generation gap. In an Aberdeen Study published June of this year titled Take Me to Your Leader: Developing the Leadership Pipeline, it reported that, Organizations struggle to find the talent they need externally, and as a result many are forced to not only up-skill new hires at the entry level, but develop more senior

leaders from within. A focus on identifying these critical skill and leadership gaps and ultimately coming up with strategies to bridge them is the top priority identified by organizations towards enabling their Human Capital Management (HCM) success. This eBook has been created to provide you with greater insights into what Generational Diversity is, and how it is impacting your business operations. The experience, insight and expertise that Dr. Tim Elmore brings to this topic is an invaluable resource for any business leader. He has worked with corporations across the United States and around the world to help them better understand the emerging generation and provide practical tools for bridging the generation gap. Any professional seeking to remove the operational malaise and adoption resistance that is plaguing their organization must consider the insights this eBook can provide... Dr. Elmore also provides an overview of Habitudes: Images That Form Leadership Habits and Attitudes and how these images can help organizations bridge the gaps that exist in your operations. The Habitudes training resources provide a common corporate vocabulary that sustain long-term change and foster stronger internal synergies. If you want your company to have sustainable future growth, attract new talent, and create a business culture that leverages the positive attributes of each generation, this eBook can help.

Ted Weyn
October 2013

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Generational Diversity

A chasm exists today between adults and the youngest generation of employees who are entering the workforce.
Generational Diversity has emerged as a unique dynamic in the twenty-first century. For the first time in business history, there are four distinct generational groups attempting to collaborate in the workplace. The challenge? These diverse generations operate with very different values, communication styles, and production objectives.

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The sociological groups typically fall into the following business areas:

My colleague Ted Weyn, a business professional for over 25 years and consultant for dozens of global Fortune 1000 companies, makes the following observations regarding todays corporate business world: Operational adoption is becoming a large focus for companies trying to impact and accelerate business critical initiatives. Many organizations are increasingly challenged to have their executive-created mandates be accepted and implemented within the companys environment. Innovative ideas and operational improvement programs are having little or no impact because internal resistance plays a huge part in these mandates failing to gain traction. The expression passive resistance is becoming commonplace when programs and initiatives are introduced to staff; theyre accepted on the surface but not implemented operationally. Today, most consulting firms say that communication is

the key component to any successful change management initiative. I have been fascinated with the exponential growth of Burberry under the leadership of former CEO, Angela Arhendts. When she started in 2006, the company was not viewed as a fashion industry leader and sales were lagging. During her tenure at Burberry, revenue tripled and social media became a cornerstone of their strategy. I got to hear her speak at a conference several years ago where she talked about an idea that had a lasting impression on me. Angela found ways to embrace the knowledge and creativity of her youngest employees to generate new ideas on how to grow the company. Then, she and her executive leadership team leveraged their years of experience and expertise to implement the best of those ideas. This created a strong culture of teamwork and innovation within the company, and produced extraordinary financial results. This is a brilliant example of generational diversity at its best.

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In this eBook, I want to help business leaders and employers bridge the generational diversity chasm by learning how to leverage and maximize the strengths of each team member, especially those newly entering the workforce. Here are the gaps we must close:

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The gap between how young employees learn and the way leaders teach. The gap between Generation Ys expectations and the realities of the business world. The gap between the instant world of technology and the at times grinding world of adult responsibility.

If you want your business to grow in the future, its vital that you learn how to attract young talent, successfully onboard them to your company, and create a culture where generational diversity is valued and embraced. If you do this, I believe the benefits to you and your organization will be immeasurable.

The 3 Biggest Needs

Research on this generation has revealed their three biggest needs today:
Emotional Intelligence Self-awareness, self-management, social-awareness, and relationship management

Character Development Self-discipline, personal values, emotional security, and personal identity

Leadership perspective Possessing vision, problem solving skills, priority setting skills, and execution skills

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America is #1 Again... Unfortunately

In America, we usually pride ourselves in being the best.


We love being number one in the world: in the Olympics, economics, entertainment, you name it. According to Relevant magazine, the National Academy of Sciences has confirmed what America has long known to be true: America is indeed number one. Does it even matter in which category? Its so obvious that its almost redundant to say it, but, in the interest of journalistic integrity, wed best examine the details.

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When put up against Canada, Australia, Japan, Britain, France, Portugal, Italy, Germany and eight other developed nations, America came in first for all kinds of stuff:

Infant mortality Injury and homicide rates Teen pregnancy Sexually transmitted diseases AIDS Drug abuse Obesity and diabetes Heart disease, lung disease, and disabilities

And America shows no signs of slowing down. Its a tragedy, said Dr. Steven Woolf, head of the Department of Family Medicine at Virginia Commonwealth University. Our report found that an equally large, if not larger, disadvantage exists among younger Americans. That doesnt even touch on violence, in which Americans are seven times more likely to be murdered than people in the other countries, and 20 times more likely to be killed by a gun. According to a report by Wealthson, the U.S. also leads in unemployment when compared to the top ten industrialized nations (2009-2010). And youth unemployment is higher than any other demographic in the U.S. So, heres my question: Is there any connection between being number one in categories like teen pregnancy, drug abuse, obesity and homicide rates and the fact that young adults are not working? I think there is. When you study unemployment rates for young people and compare them to rates in these categories as

well, you see a parallel. When youth are working they are generally engaged in something meaningful, and they dont have time for these anti-social endeavors. I recognize this may seem overly simplistic, but its true. Work is not only about a paycheckits about the development of a person, about the expression of ones gifts, about contributing something valuable back to society. I know this sounds oldfashioned, but work is supposed to give meaning to our day-today lives. I am not saying its where we derive our identity, but it IS a place to express our identity. One college dean recently asked me, Why dont students want to grow up? I think I know one reason. Consider this: the adult world they are entering has never been more complex, and we are not adequately preparing them for what they will soon face. Furthermore, the adolescent world has never been more pleasurable. Many in the Generation Y demographic see no need to leave their current reality of leisure to enter a long, hard adult lifestyle. This same dean also asked why I felt he should work so hard to creatively connect with students when those students are going to have to learn to engage with an unglamorous adult-world sooner than later. In other words, why use images, conversations, technology, and experiences when they dont represent the rigor of classic higher education. My response was simple. Its true, we must prepare them for a world that isnt always fun; but to reach them, we must start where they are. Effective teachers/leaders always begin where the listener lives. Recently I spoke to a CEO who just finished hiring a batch of twenty-somethings. When I asked what college theyd graduated from, he said he didnt know, because hed stopped hiring American graduates. He was going to India to find young talent because, unlike Americans, they were ready for the workplace. The American kids, he said, were self-absorbed, greedy and un-teachable. Ouch.

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I dont believe this is a picture of every college graduate, but it does bring up a critical issue. One of the most crucial challenges well face in our lifetime is a global challengewith consequences right here at home. It will impact everyone, and yet few seem aware of the dilemma it presents for our generation. I can summarize the challenge in two statements:

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Young people among the Millennial Generation are growing faster than we can train them. Older people among the Baby Boomer Generation are retiring faster than we can replace them.
Unless we raise the standard for kids today, and help them to think and act like authentic leaders, they will never be ready for the responsibility thrust on them as they enter young adulthood. This is true for America, just as it is true for developing nations, but for different reasons. Look at Africa for a moment. The average life expectancy across the continent is 43 years. The average life expectancy in Zimbabwe is 38, and in Botswana, its 37. Many of those kids will be thrust into leading schools, or serving as a postmaster or a village mayor by the time they are eighteen-years-old. Most of this is due to the AIDS pandemic. Ready or not, these kids will be leaders.

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In America, our problem is due to the aging population of Baby Boomersalmost 83 million people. This is the largest generation to come through America to date. In the next five years, they will begin retiring, and they will continue retiring for the next eighteen years. There is a much smaller population behind themGenerations X and Y. Ready or not, these kids will be leaders. Stop and think about your own setting. Most of the established leaders you follow are likely from the Baby Boomer generation. They were born between 1946 and 1964. These Baby Boomers will be retiring or vacating leadership positions in corporations, in hospitals, in government, in education, and in churches. They represent between 40-45 percent of the workforce. I encourage you to evaluate how you would answer these questions:

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How am I connecting with the young professionals in my company?

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Do I need to engage them with images and conversations and let them talk?

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Am I preparing them for the real world as I teach, coach, parent, lead, manage them?

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Am I willing to begin with their current world, and gently lead them through the transition out of adolescence and into the marketplace?

How well did you do? Are you willing to join us in this important endeavor?

Ive said this a million times, but I need to say it again. Our youth will be leaders soon. So what are you willing to do to prepare this emerging generation to lead the way into the future of your business endeavors?

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Millenials in the Marketplace:

Are they any different?

A 2011 study conducted by Kenexa High Performance Institute reveals that the attitudes of Millennials (Generation Y) in the workplace may not be too different from the attitudes of Generation X or the Baby Boomers.

What the researchers discovered was that, contrary to the stereotype of being malcontented, coddled, nave and idealistic, Generation Y is in many ways just as satisfied as their older colleagues. In fact, the young workers showed up as slightly higher than the older two generations in company satisfaction, job security and satisfaction with recognition on the job. This is, obviously, great news today, as we consider the state of our nation.

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In light of this particular study, what do we do with the hundreds of surveys and studies done in recent years that show otherwise? Personally, what do I do with the truckloads of interviews I have done with employers who say, I will never hire another recent college graduate due to the arrogant, cocky attitude they bring with them? I think I see whats happening. I believe both viewpoints are right. Stop and reflect for a moment about three reasons for this recent news:

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Generation Y continues to be the highest unemployed demographic in the U.S. More than a third (37 percent) are out of work. Dont you think this fact might make those who are employed feel a little more grateful and a little less entitled? Management and HR executives now have over a decade of experience with Generation Y in the workplace. I think Boomers and Xers are adjusting to the new, young team members and helping them get on board with greater efficiency. The early hires that companies made, based mostly on talent and pedigree, have been corrected. Society has a way of weeding out the undesirables and allowing the cream to rise to the top. I think the young professionals who are good are the ones employed.

Lets face it. In todays economy, having a decent job is now a reason to be thankful. Perhaps the early years of kids being told they were awesomeand being given trophies for simply playing on the soccer teamhas now worn off. Everyone, including the young employees, has been spoon-fed a dose of reality. Its always good medicine. As I work with teens and twenty-somethings, I continue to believe in them. I predicted three years ago that our struggling economy would be the best thing to help the kids enter the real world. Perhaps it is actually happening.

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My friend, Paul Borthwick, recently interviewed a young adult on the subject of how his generation will handle philanthropy, based on current attitudes and values. The young man answered for the under-30 crowd. He is from an upper-middle class background and is a liberal arts state college graduate. Listen to his opinion regarding the idea of philanthropy in his generation:

Concerning giving among my generation, my observations are:


1. Many people in my generation feel entitled. We deserve to drive in luxury, we have earned the right to be pampered and take exotic vacations, and we are worth being spoiled with facials, manicures, spas, new clothes, gyms, professional trainers, dinners at fancy restaurants, followed by fancy drinks, fancy coffee, etc. If this all sounds like the Kardashians, youre right! This type of lifestyle takes lots of money, often leaving us broke, or worse, in debt. I think a good bell weather for our cultural narcissism is the American wedding. It captures much of what is wrong with our culture. After all this, we dont have any money left to give to others. 2. The second largest debt in our country is from student loans. Financial gurus believe it is the next financial crisis, and it could possibly be as large a melt-down in the financial services industry as we experienced in 2012. After all this, we dont have any money left to give to others. 3. Men and women in their 20s and 30s have experienced wealth unlike any other generation, which is due entirely to the wealth of our parents. Were given credit cards to have fun, weekend trips to high-end places (paid for with frequent flyer miles coupled with free stays in luxury hotels), international travel all over the world, and this is all before college! After all this, we dont have any money left to give to others. 4. My generation has been tutored to get high scores on the SATs. Weve been trained by professional lacrosse players all summer with the hopes of earning a starting spot on the varsity team. Weve had movies made of our outrageous successes that can be sent to the colleges of our dreams. Weve been chauffeured to school every day, and professionally chauffeured in limos to the prom, concerts, and other events. After all this, we dont have any money left to give to others. 5. The level of narcissism is growing exponentially. Consider TV. Who do you think is watching all the dating (e.g. The Bachelor and Bachelorette), romance, living together, and navel gazing (Anna Nicole Smith, Gotti Girls, Kardashians, Osbournes, etc.)? It takes a lot of money to live the way these shows project living. 6. In short, my generation has been born into wealth its all we know. We enjoy the attention, but weve been so busy receiving that theres little time left to consider the needs of others. Someday well make a difference in the world, but today were engrossed in Facebook, or making it to the next major party or wedding. Well give to breast cancer, because someone in our familys been diagnosed with it. Were aware of abject poverty, human trafficking, and inhumane living conditions around the world, but like everything else in our lives, someone else will take care of it (i.e. pay the bill).

Hmm. This young man has an honest grasp of the reality imbedded in Generation Y. So, where do we go from here? How do we build a work ethic into this generation of upcoming professionals?

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Understanding the Value of Work

I have believed for years that work is a missing piece in helping students mature.
Or, should I say, the lack of it. When I was a kid, I got my first job at 12, tossing newspapers on driveways for less than minimum wage. Yep, I did it before school so it was dark, and it often rained as I rode my bikepacked with paperseach day. Later, at sixteen, I got my first real job working at a fast-food restaurant. Before I had a car, I rode my bike four miles to work, then four miles back after my shift.

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In college, I worked three jobs, while carrying a full-load of classes. At the time, I did it because I needed the money. I had no idea what it was doing for my character, my work ethic and for cultivating an appreciation for the everyday blessings and benefits I enjoyed. Like vegetables, work was good for me. Todaythe average teen in America is not employed. They dont have to be. For some reason, Mom and Dad have decided its better for them to play a sport, or do ballet, or sing. I appreciate all those thingsbut they are all virtual experiences. Unless the kid becomes a professional at those activities, they are facsimiles of real life. And while a student can learn discipline from them, these activities are not an experience of trading value for value, like work is. Why have we exchanged work for other after-school activities? Lets look at some of the reasons:

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Mom and Dad have the funds and believe that to be good parents they owe it to their kids to give them spending money for almost everything. Six years ago, the U.S. Department of Labor reported that the average teen has $87.00 a week to spend. Society feels that working forces a child to grow up too quickly. We see kids being pushed into a regimen of more school hours, homework, testing and performances, and we fear they have to grow up too fast. So, not working is one way for them to continue being a kid. When our kids play a sport or the pianothey stay under our general supervision. At work, they do not. We are safetyobsessed in America and we feel that the work environment may not be safe. And quite frankly, we like to be in control. We have become control freaks. Work is generally perceived as boringand boring is almost a cuss word. If you asked the average teen what they hate most, being bored would likely make their top five list. Other activities, while not as productive, keep our kids entertained.

To be honest, its no wonder our kids are finding it hard to grow up. Its no wonder the average teen delays acquiring their drivers license one full year. Its no wonder they feel entitled to things they have not earned. They often dont even do chores around the housean adult does. And often, its an adult who understands the value of work.

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The following article was written by Alfred W. Evans from Gatesville, TX. He is concerned about this next generation. Hes worried about the future as well as the current system hes living in, where work iswellunnecessary. Hes obviously writing out of emotion after seeing so many able-bodied people not working, yet they are enjoying a life of luxury far beyond his own. The solutions are just common sense in his opinion. His article entitled, PUT ME IN CHARGE was printed in the Waco Tribune Herald on November 18, 2010:

Put me in charge of food stamps. Id get rid of Lone Star cards; no cash for Ding Dongs or Ho Hos, just money for 50-pound bags of rice and beans, blocks of cheese and all the powdered milk you can haul away. If you want steak and frozen pizza, then get a job. Put me in charge of Medicaid. The first thing Id do is to get women Norplant birth control implants or tubal ligations. Then, well test recipients for drugs, alcohol, and nicotine. If you want to reproduce or use drugs, alcohol, or smokethen get a job. Put me in charge of government housing. Ever live in a military barracks? You will maintain our property in a clean and good state of repair. Your home will be subject to inspections anytime and possessions will be inventoried. If you want a plasma TV or Xbox 360, then get a job and your own place. In addition, you will either present a check stub from a job each week or you will report to a government job. It may be cleaning the roadways of trash, painting and repairing public

housing, whatever we find for you. We will sell your 22-inch rims and low profile tires and your blasting stereo and speakers and put that money toward the common good. Before you write that Ive violated someones rights, realize that all of the above is voluntary. If you want our money, accept our rules. Before you say that this would be demeaning and ruin their self-esteem, consider that it wasnt that long ago that taking someone elses money for doing absolutely nothing was demeaning, and it lowered self-esteem. If we are expected to pay for other peoples mistakes, we should at least attempt to make them learn from their bad choices. The current system rewards them for continuing to make bad choices. AND, while you are on government subsistence, you no longer can vote. Yes, that is correct. For you to vote would be a conflict of interest. You will voluntarily remove yourself from voting while you are receiving a government welfare check. If you want to vote, then get a job.

You and I might have said this with more empathyor notbut he has a point, at least for some cases. Our current system doesnt push people to be their best, so they arent. Its up to us to show the iY Generation the lasting benefits of hard workfinancially, psychologically and physically.

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Building a work ethic in todays professionals

Recently, I returned from an overseas trip, tired and depleted. Upon my arrival home, however, I was scheduled to speak at an event in Michigan.
So, I did what any healthy American would do. I repacked my bags and fulfilled my obligationas one very tired man. One of our interns was scheduled to join me on the Michigan trip. He was a recent college graduate, so I assumed hed be a bundle of energy and the breath of fresh air that I needed to gear up for this next event. But alas, I was wrong. He told me he felt he couldnt go on the trip because he was tired. Tired? Tired from what? I wondered. He had barely put in forty hours that week. I was stunned to think that I, a fifty-year-old man, had more energy than a 22-year-old.

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More than once, Ive encountered great interns whove never been introduced to hard work. The students arent bad or stupid. Theyve just never been required to perform real work. Few of them understand the concept of fulfilling an obligation, regardless of how tired they are. Many of the students we work with have a 4.0 GPA, but theyve never had to work a day in their life. When they come to work with us for a project or

an internship, it is their first exposure to a high-energy team working hard to fulfill a mission. We love thembut we are the first to introduce them to the idea of a work ethic. As we lead them, we must introduce them to career expectations. Consider some of the reasons why youth today may enter the workforce with a poor work ethic:

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School has coddled them. This may sound cruel but its true. Sure, they work hard to write a paper or take a test, but it isnt a taste of the real world. In some majors in college, students can tour through four years without any early morning classes. This may be poor preparation for the job theyll have after graduation. My trip to Asia: 10 events in 6 days. Two days later, an event in Michigan. And the intern was too tired after putting in less than a 40-hour week, minus any jet lag! Parents have protected their children from hard work. Often, the real world is still foreign to them, as most high-schoolers never work during their teen years. Theyre busy with soccer, piano and parties. Unlike my teen years where the average student had to work to have any money, the average adolescent today doesnt have to work until college or beyond. As a boss, you may be the first person to introduce the Y generation to hard work. Expectations have shifted regarding responsibility. Research reveals that one hundred years ago, four-year-olds were expected to participate in family chores; tweens were working several hours a day; teens were leaders for their younger siblings. In fact, in one-room schoolhouses, the teacher taught older students (teens) so that those teens could teach the younger ones.

Like any generation of students, kids today bring to the job a sense of idealism, hope and creativitysomething that we older adults need. On the other hand, young people are conditioned by a culture of speed, convenience and leisure.

Society celebrates these components. Sadly, these elements reduce the chances that kids will bring a strong work ethic to their first job. In countless survey results I peruse, I continue to hear supervisors moan:

Kids today dont want to start at the bottom of the ladder. Students refuse to pay their dues. Young people seem nonchalant about their work ethic.

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My guess is, we all wrestle with this. If you oversee a young person on the job, you may wonder: How do I communicate a vision for a strong work ethic to someone whos completely new to real-life-experience? Let me suggest a few ideas. Discuss specific expectations with them up front. Have candid conversations about the reality of working conditions and expectations. In our office, we only take people who exhibit high-energy temperaments. Others cant keep up. In the spirit of transparent disclosure, we tell them that up front. Point out their value. Explain to them that while they may be at the beginning of their career, they likely possess one trait that every team needs. The one thing most young professionals DO have going for them is their youth. They may have no work experience, but most of them have the ability to come in early and stay late. Let them know how valuable that is to you. Model what you want. Take them with you and have them shadow you on projects you expect them to work on later. Show them how you and other team members approach the task. Then let them know they dont have to emulate your methods, (you value their creativity), but you do want them to share your work ethic. Describe what success looks like. Most young people enter a job asking: Where do I fit? What do you value in me? Consequently, at Growing Leaders, we unveil exactly what we look for in new interns. It can be summarized in three words: initiative, high energy, and a strong work ethic. This is something we require in every intern. For team members, we hire for three elements as well: character, competence and chemistry.

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Near the intern desks in our office, weve hung a framed sign that reads:

Inside Growing Leaders

When we were kids, we all learned to not take things from others. But here, you have full permission to take three things anytime you want: 1. Take initiative. 2. Take responsibility. 3. Take advantage of opportunities

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The Benefits of Hard Work

May I toss another thought into the ring? Work shapes us. Work is innately good for human beings to experience.
This is why so many unemployed people or citizens on welfare find it difficult to become the best version of themselves. Work enables us to express ourselves in exchange for money, to identify and groom our talents, and to cultivate healthy self-esteem because we are adding value to others. From a purely spiritual standpoint, it is a divine gift. Work can be an act of worship to our Creator.

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Do you think, perhaps, weve done our kids a disservice? Ponder that thought as we continue to excavate the benefits of hard work. Id like to suggest that work is about more than moneyits about finding meaning in life. When we dont equip and encourage our young people to work, I believe we are doing them a disservice. We clip their wings. They become disabled when it comes to living a healthy life. Theyre unable to be productive adults. The largest unemployed demographic in the U.S. in 2013 continues to be young adults, 16-29. The

reason is not merely a bad economy, although that hasnt helped. For many, jobs are readily available. Sadly, the jobs that are available are apparently too menial for teens to accept; theyd rather pass them off to immigrants. (In recent focus groups, adolescents told me that yard work or working in a fast food restaurant is below them.) When we labor at anythingoffering goods or services to our communitywe engage in an activity that benefits us far more deeply than financial gain. Consider the following benefits:

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Good work helps us identify our gifts. When we get a job, we can experiment with tasks that can confirm where our greatest gifts and talents lie. The closer we get to serving in our sweet spot, the deeper our sense of satisfaction. Good work helps us develop discipline. When we work on a job, our initial motivation may only be the paycheck thats coming on Friday. But along the way, we deepen our disciplines; we hone our ability to delay gratification and get beyond doing only what feels good. Good work raises our self-esteem. I believe working a job typically ends up cultivating our self-image. We gain a deeper sense of pride about ourselves, a greater sense of dignity. In time, we want to live by a higher standard. One proverb says: He that hates discipline despises himself. Good work provides big picture vision. When we work, we tend to gain perspective. We can see beyond ourselves; we are humbled by it. Activities that we previously assumed were easy, we now understand that they are clearly not! We appreciate money and what it buys because we know the hours it took to earn it. Good works furnishes fulfillment. Finally, when we work at something we believe in, the reward can be internal. More than a salary, we gain an inward sense of gratification. Weve added value; we can step back and look with satisfaction at what weve accomplished. This is a divine gift.

Managing the Toughest Generation ........................................................................................................................................................................................................................................................... 25

If you know a young person who just isnt into working, may I suggest you talk over these five benefits with them? Perhaps theyve never seen an adult actually work at a job they love, or maybe theyve never seen a job they felt actually mattered. You and I know differently. Lets get our young people working again. Lets model for them what it looks like to enjoy work while laboring at something that counts. There is an indisputable and inescapable benefit in hard work. There are those times when we take a job that is miles away from our dream job because we need to work, and we cannot afford the luxury of being choosey! But when we get the opportunity to work at a job where we can apply our talent and effort toward something we believe in, our productivity cannot be contained. It does something good to us that nothing else can accomplish. Obviously, there are some who cannot work. For them, I believe that those of us who can work must reach out and help them in compassion. But for many others, we do them a disservice by not asking them to do their part. Its the only way they can avoid becoming less than the person theyre capable of becomingespecially a young person. Theres another angle to this issuethe consequence of choosing not to work. Consider the person we become when we refuse to work. Entitled. Critical. Lazy. People are at their best when they must reach inside and pull out the very best that lies within.

The Keys to Performance


Author Dan Pink reveals that we perform best when we experience:

Autonomy

I can self-regulate. I am resourceful and can do it on my own.

I hone my gifts and improve to the point that I excel in an area.

Mastery

I work toward a cause that I believe is very important.

Purpose

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How Meaningful Work Motivates Young Professionals

My challenge to everyoneyoung or old is to consider the product of someone whos learned the value of hard work (and built a work ethic), and then contrast that to those whove failed to do so.
Most of the time, those whove learned the value of work: 1. Live a life of meaning 2. See the bigger picture 3. Know how to add value to others 4. Are far better at working alongside others 5. Gain wisdom to manage both money and time

Those whove never learned the value of hard workwell, those virtues are likely theories that have never been tested in real life.

Managing the Toughest Generation ........................................................................................................................................................................................................................................................... 27

The Generation iY SCENE


Consider the landscape we now live in. This is how I described it in Generation iY. More than any previous group, this younger population has been defined by technologywhich is why I believe its accurate to call them Generation iY. Why this title? Its because of the tangible impact of the i world (the Internet) on their lives. This population, born in the 1990s and afterward, has literally grown up online. Theirs is the world of the iPod, iBook, iPhone, iChat, iMovie, iPad and iTunes. And for many of them, life is pretty much about iIts about me! Youth today have grown up in a SCENE that adults have created:

S C E N E

Speed. (Slow is bad) Convenience. (Hard is bad) Entertainment. (Boring is bad) Nurture. (Risk is bad) Entitlement. (Labor is bad)

In their book Escaping the Endless Adolescence, Dr. Joseph Allen and Dr. Claudia Worrell Allen write:

We give our young people too few ways to reach real maturity, and so instead they seek out behaviors that provide the appearance of adulthood without the substance. And if adolescence doesnt actually involve taking on real adult-like tasks and responsibility, if its become just an extended form of childhood, then of course nine, ten and eleven-year-olds might want to join in the fun. Adolescence has come to be associated with drinking, smoking, having sex, and acquiring material goods, legally or otherwise. These activities provide the veneer of adulthood, but with none of the underlying demands or responsibilities (like holding a real job) that would otherwise make adolescence unreachable for most preteens.

Managing the Toughest Generation ........................................................................................................................................................................................................................................................... 28

Somehow, adults have created a scenario for young people that looks less like reality and more like a reality TV show: full of adventure and prizes but ultimately scripted and unreal. Kids today are definitely busymore than everbut their activities are about recitals, practices and rehearsals for games and contests. Their stress comes from a contrived activity instead of a meaningful task. Whats at stake is a ribbon or a trophy, not leaving something valuable to their community. Please understandI am not saying that soccer or piano practices are bad. They can teach discipline and commitment, which kids will need as they mature. But along the way, savvy kids begin to understand that their activity isnt really changing the world as much as they hoped it would. And now, they arent equipped to handle real stress very well; theyve never taken actual risks with meaningful work that adds value and meets a need. However, what if: Parents said to their teens: Instead of playing video games or rehearsing for a piano recital, Id like you to look around our community and find a problem that needs to be solvedthen create a way to solve it. I am willing to help, but its your project. Coaches said to their players: In addition to practice this week, were going to serve at a local food bank or clean up a local pond or paint a house in the projects. This will take you out of your comfort zone and help you mature. Teachers said to their students: A field trip this semester will help us understand history better. We plan to visit the Holocaust museum. Then, well engage with the Anti-Defamation League and work on a project to promote ethnic equality.

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Call me crazy, but it seems these additions might just benefit the Generation iY SCENE.

Managing the Toughest Generation ..........................................................................................................................................................................................................

Inspiring Generation Y on the Job

A survey from Deloitte of 5,000 working twenty-somethings reveals that 80 percent of them believe creativity is necessary for business growth...
...but only one in four believe they get to practice enough creativity on the job. When Deloitte tallied these results, they knew they had to make some changes. Many companies experience a huge gap between their current old school methods and their youngest team members. Twothirds of the Gen Y respondents said that creativity was the reason they chose the job they did. Now, most say theyre uninspired.

Managing the Toughest Generation ........................................................................................................................................................................................................................................................... 30

Sarah McCann, 26, says creativity is pivotal. I think it helps hold our interest. A lot of Gen Y people tend to move on to new things quickly because we get bored. There is so much information out there it is hard for our generation to keep engaged in what were doing. At Growing Leaders, we have found a few techniques that have sparked creativity with our young team members. Were not a perfect organization by any stretch of the imagination, but half of our team is made up of engaged twenty-somethings. Here is what we try to do to keep them inspired to create and grow:

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Trust them to create, build, and manage a project. When we hired Alysse, we had just launched a pilot program with Georgia Public Schools. Although she was a recent college graduate, we trusted her maturity, so we put her at the helm of this project. The responsibility has kept her engaged. Shes met our every expectation and shes been creative to problem-solve along the way. No regrets. On a regular basis, allow team members to work on whatever they want. We learned this concept from companies like 3M and Google, which give their employees time each week to work on anything they choose. For instance, our Digital Engagement Coordinator creates many projects based on his own initiative. He literally generates the job we hired him to do. Invite them into brainstorming meetings for upcoming projects. Frequently, we host brainstorming meetings, and our twenty-somethings are key contributors. Recently, we planned a new Habitudes book, and half the ideas came from Brad, Katlyn, Jim and Chris, our youngest team members. They felt safe enough to use their gifts, offering ideas to us on how we could better connect with their peers. Send them to outside events and conferences for their growth. Two of our key twenty-somethings, Chloe and Alysse, recently attended an event which specifically targeted creative thinkers in our region. They were our only representatives, and they came back with written ideas and best practices for our team. Their perspective was broadened, and their creativity muscle was exercised.

Managing the Toughest Generation ........................................................................................................................................................................................................................................................... 31

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Connect them to mentors in your organizational network. We try to arrange meetings between our young team members and board members, as well as key business contacts in our city. We invite our interns to sit in on board meetings and have lunch with key leaders who often become mentors to them. We also have Lunch and Learn on Mondays, where we invite strategic leaders to share their experiences. Host an orientation retreat that sets the tone for creativity and ideas. This past summer, we introduced four new members to our team, all of them were young. So we held an orientation at Winshape Wilderness Camp, where we engaged in creative exercises and planning for two days. We rediscovered how laughter sparks creativity, as our minds were free and safe to roam and try new things. Consistently introduce and launch new initiatives. Each Monday morning, we have a stand up meeting to start the week. All team members, including interns, are given new projects to work on and complete that week. It forces all of us to engage in problem solving, collaboration and innovationwhich keeps us all inspired and enthusiastic. Responsibility fosters engagement. Motivate them by making your organization feel like a safe community. Finally, we believe that culture is paramount; it trumps everything in importance. At Growing Leaders, we foster community with collaborative projects and free meals, as long as you eat with another team member. One of our interns said, It feels like a healthy family. I like that. Motivation leads to innovation.

Remember, if you can engage the creative spirit of a young team member, you will get their heart as an added bonus. More often than not, they become loyal and inspired team members.

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How to Successfully Lead Generation Y

Its been a daunting task for recent college graduates to find work.

As we have mentioned, they represent the most unemployed demographic in the American population. For many, its a huge adjustment when they are forced to jump from campus life to the corporate world. Employers, as well, need to make their own adjustments to the new candidates they are interviewing. Lets look at two candidates to get some ideas on how to successfully lead the next generation into the workforce.

Managing the Toughest Generation ........................................................................................................................................................................................................................................................... 33

Brooke is 22 years old. She got hired right out of college. She was one of the lucky ones. But water seeks its own level and her job only lasted ten months. She is now unemployed. She wasnt laid off. She was let go. She wasnt ready to make the transition from backpack-tobriefcase. Giles is 24. He looked for work for seven months after his college graduation. Finally he got hired, but now questions whether he settled for a job that wasnt right for him. During college he was the picture of confidence. Today, hes the picture of confusion. Hes thinking about quitting. You might think that these two young people are anomalies. But, alas, they are not. As I continue to teach leadership principles to high school and university

students, I see a pattern that develops following their graduation. Its like a good college football player who never seems to be able to transition to the pros. I dont think the answer is to stop hiring recent graduates. In fact, we hire them each year at Growing Leaders. I think the answer is to acknowledge that Generation Y is a different breed, and they must be led slightly differently if they are going to succeed as they enter the workforce. Because our organization works with college and professional athletics, schools and corporations, we have a vested interest in helping employers understand and lead the new generation of workers entering the marketplace. I want to see both employers and young employees win. Let me offer eight ideas to consider the next time you find yourself leading a young adult on the job:

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Create incentive for them. Share the why behind the assignments and tasks you give them. Remember, these young people have a strong filter inside their brains that enables them to multi-task and take in thousands of messages every day via technology. They learn on a need to know basis. Let them know why they need to know what you are sharing with them. Micro-manage at first. Theyre used to instant and constant feedback at home and at school. Most of them grew up with praise, trophies and ribbons just for showing up to play the game on Saturday. Dont be afraid to watch them and give them your appraisal. Hold them accountable. Over communicate. Unlike Generation X who wanted to be left alone, they want to be watched and noticed. Let them share ideas. They support what they help create. Give them ownership by letting them talk. They learn best by being allowed to upload their own thoughts, not just receive a download from their boss on what they need to know. They are accustomed to posting their thoughts on blogs, Facebook, YouTube, and Twitter. They want to vote. They want to express themselves.

Managing the Toughest Generation ........................................................................................................................................................................................................................................................... 34

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Launch a mutual mentor initiative. Some companies call it reverse mentoring, but everyone learns and shares. Why not match your Baby Boomer employees with these new employees whove been on laptops since they were four years old. Ask the Boomer to share their work experience. Ask the Generation Y team member to share their expertise in technology and social media. Communicate the importance of their work. They want to know that what they are doing really matters. Our research shows that Generation Y wants to work at a job that has adopted some cause, in addition to simply attending to the bottom line. For example, a cause they take seriously is the environment. In short, young people today want to be part of something that is very importantand almost impossible to achieve. Tell them the truth. Theyve been lied to by adults who said they can do anything they want to do. You and I know thats a clich. We all must align our dreams to our strengths. Too many look like the early performers on American Idol. They are out of their gift area and someone needs to tell them so. Help your young employees discover their weaknesses and strengths, and then encourage them to play to their strengths. Manage by objective. Be flexible, if possible. Let them find creative ways to use time and resources. They are less at home being managed by the clock, than by the project. They might do their best work at midnight from home, when theyre off the clock. If its a viable option, try to adapt to them, and allow them to achieve when they are peaking each day. Measure results, not just hours. Mentor more than manage. This one is all-important. Learn to be a coach. Launch developmental relationships with them by taking them to coffee and getting acquainted on a personal level. They love being in the know with their leaders, and will follow you loyally if you connect with them. Put on the mentor-hat and watch what it does for their performance.

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Managing the Toughest Generation ........................................................................................................................................................................................................................................................... 35

At our organization, Growing Leaders, the largest demographic we employ is twentysomethings. We know they bring lots of passion but little experience. So, weve created specific plans to mentor them. As I mentioned in Chapter 8, we hold a weekly Lunch and Learn on Mondays, where each team member takes turns doing a book review. We ask them to read a book each month and share a one-page book report summarizing the content, sharing their favorite chapter, quote and biggest take-away. In addition, we hold monthly training meetings for interns, where I walk through significant, foundational leadership principles they need to know to succeed in their career and specifically with us. It involves reading material beforehand and being in a learning community every thirty days. In addition, we utilize our Habitudes to teach leadership. Habitudes are images that form leadership habits and attitudes. It is the most engaging way we know of to engage young team members in a leadership journey. Each Habitudes book contains thirteen imageseach of them representing a timeless leadership principle. Since theyre a rightbrained method of learning, they engage the imagination and the conversation of young people. After all, a picture is worth a thousand words. So, our development process is simple. We put our training on ICE, meaning we present:

Building Healthy Habitudes into Your Young Team Members

I Images. Which lead to... C Conversations. Which lead to... E Experiences. That change their lives.
We begin our mentoring journey with Book Oneon the art of self-leadership. We just believe this is where our path must begin. (It covers character, discipline, identity, responsibility, etc.) Book Two covers the art of connecting with others. (Its about emotional intelligence and relationship skills). Book Three is next, on the art of leading others. (It covers vision, planning, leading change, priorities, etc.) Finally, Book Four is all about the art of changing culture. (It covers leader development and multiplication, critical mass, creating organizational culture, leadership style, etc.)

Managing the Toughest Generation ........................................................................................................................................................................................................................................................... 36

As we walk through the development process, we expose our young team members to outside experts, CEOs in our city, conferences, TED Talks, periodicals, team trips, skill coaches and retreats. We believe this earns loyalty and improves our team each year. In fact, our ROI is incredible. Many of our current team members are former interns. Thats just a great way to harness talent. A number of Chick-fil-A restaurants use Habitudes to equip their young team members. Chick-fil-A employs over 65,000 teens and twenty-somethings who must learn to embody their second-mile service culture quickly. The Habitudes spark discussion that they can apply during their shift. They are building young leaders rapidly through these conversations and through their organizational culture. In addition, we have done Habitudes Conferences for a number of other companies around the United States and Asia that enable them to lead their next generation employees more relevantly and effectively. The events are done at round tables, where each image ignites conversation and planning around a principle they want to apply. Every one of these organizations have something in common: young team members who must embrace the organizational culture. We help them bridge the gap between generations and equip the youngest one to catch that culture quickly. Again, this happens best via mentoring relationships, in learning communities where time has been set aside to work on your team, not just in your team. Life change happens best in circles not rows, and there is no life change without life exchange. We have seen big change occur best in small groups. May this be your story as well.

Learn How to Manage the Toughest Generation


Motivation and Leadership Skills for Todays Twenty-Something Employees
Companies who successfully recruit, motivate and retain the emerging generation will position themselves to positively leverage this new talent pool for the future. Growing Leaders can help your business or organization: Bridge the generational diversity gap within your staff. Implement new management techniques that resonate with Generation iY employees Create a culture that attracts and nurtures young talent to strengthen your workforce.

We offer three unique ways to build young leaders within your business:

Speaking & Consulting


Dr. Tim Elmore, an expert on young adults, generational diversity, and leadership skills, offers insightful presentations and consulting designed to help companies maximize the potential of todays young employees. Dr. Elmores expertise can help your management team and staff: Understand why Generation iY thinks and acts so differently from other workers. Enable twenty-somethings to effectively transition from backpack to briefcase. Reconcile how different generation approach the way they work. Equip new employees to think and act like leaders who take initiative.

Orientation Programs for New Employees


What if your new young employees could hit the ground running and contribute faster to your organization? Growing Leaders can work with your company to create or supplement your orientation program for Generation iY employees based on our unique curriculum Habitudes for Business. Habitudes is a teaching tool that uses unforgettable images to convey essential leadership habits and attitudes. Each image represents an important and timeless skill or mindset necessary to succeed at work. The image leads to a conversation which leads to a memorable learning experience that is particularly relevant for young employees who have grown up in an image rich culture. Growing Leaders can customize the content to synchronize with your companys mission, vision and values. Click here for a sample lesson!

Management Training Programs for Young Staff Members


Effective management training programs are more important than ever to equip todays young professionals and cultivate future leaders. Growing Leaders works with companies to design customized leadership programs using the Habitudes for Business (link to same page as above) curriculum. There are over 80 topics to choose from that address a host of training issues including: Focus and Vision Emotional Intelligence Conflict Resolution Delegation Building Teams Time Management Handling Stress Growing Leaders creates training programs that are easy to implement and can be done in a short amount of time. We offer online learning components as well on-site training options.

Contact us today to discuss how Growing Leaders can help your business equip the youngest members of your workforce to boost morale, productivity, and profits!

Thank You for Reading!


I hope this eBook has been able to provide you with useful information and ideas on how you can motivate those of the youngest generation in your workforce! If you enjoyed this eBook, would you please take a moment to share it with others? Below are a few ways you can spread the word. Additionally, feel free to visit my blog, where I write daily on issues discussed in this eBook and more. And again: Thank You for Reading!

About Tim Elmore

Dr. Tim Elmore is a leading authority on hire Generation Y employees such as Chickhow to to understand the next generation fil-A, The Home Depot, American Eagle best-selling author, international speaker, and Atlanta Braves. president of Growing Leaders, a nonprofit and prepare tomorrows leaders today. He is a Outfitters, Cox Communications and the

dedicated to preparing the next generation of Tim has written more than 25 books, including the best-selling, Habitudes: Images that Form influencers. Tim and his team provide public schools, Maturity: Helping Kids Meet the Challenge of Leadership Habits and Attitudes, Artificial

universities, civic organizations, and Becoming Authentic Adults, Generation iY: Our

corporations with resources that foster the Last Chance to Save Their Future, Life Giving society. For over 30 years, he has taught Your Child. His sought-after parenting advice leadership through the power of images and includes insightful blog articles, such as 3 others in a positive way.

growth of young leaders who can transform Mentors, and Nurturing the Leader Within

stories that enables young adults to influence Huge Mistakes We Make Leading Kids and How to Correct Them, which went viral on Facebook and received over 1,000,000 shares.

Since founding Growing Leaders, he has

spoken to more than 500,000 students, faculty, Tims expertise on emerging generations and staff on hundreds of campuses across the and their place in the workplace has led to country, including the University of Alabama, media coverage in The Wall Street Journal, Purdue University, University of North Forbes.com, Investors Business Daily, MSNBC. Carolina, Georgia Tech, and Wake Forest com, The Washington Post, WorkingMother.com, University. Tim has also taught courses on Psychology Today and Portfolio.com. He is a leadership and mentoring at nine universities weekly blog contributor for The Huffington the world. He has provided workshops on News and FOX & Friends discussing trends

and graduate schools in the U.S. and around Post, and has appeared on CNNs Headline generational diversity at corporations who and advice for connecting with Generation iY.

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