Not Everyone Gets A Trophy: How to Manage Generation Y Hardcover – Mar 9 2009
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From the Inside Flap
Based on more than a decade of research, Not Everyone Gets a Trophy reframes Generation Y (those born between 1978 and 1990) at a time when many employers are struggling to engage, develop, and retain them. Bruce Tulgan declares that Generation Y is the most high-maintenance workforce in history, but he argues that they also have the potential to be the most high-performing workforce in history.
As he does in his seminars, Bruce presents poignant quotes from Gen Yers and those who manage them, putting the two perspectives in conversation throughout the book. Not Everyone Gets a Trophy does what no other study of Generation Y has done:
Debunks the fourteen most common myths about Generation Y in the workplace.
Shows managers how to tune-in to Gen Yers' "short-term and transactional" mindset.
Argues that the key to success is not trying to make the workplace "fun." Rather, the key is strong, highly engaged leadership. He devotes an entire chapter to what he calls "in loco parentis management."
Provides proven, step-by-step best practices for getting Gen Yers onboard and up-to-speedgiving them the context they lack, teaching them how to manage themselves and how to be managed, and turning the very best into new leaders. Not Everyone Gets a Trophy is the essential guide for winning the talent wars and managing Generation Y.
From the Back Cover
Praise for Not Everyone Gets a Trophy
"Thanks to Bruce, a management revolution has taken place at Joe's Crab Shack. His step-by-step approach and expert insight into generation X and Y have empowered our leaders to become great managers."Ray Blanchette, president and CEO, Joe's Crab Shack
"If anyone deserves a trophy it's Bruce Tulgan for helping us crack the code on understanding this new generation in the workforce. ?I hope he's made some room on his mantel!"Marianne Brush, executive vice president, Massachusetts Society of CPAs"Bruce Tulgan is a leader on this subject, and he has written a superb book that is colorful, warm, research-based, and above all, useful. His clear tips provide anyone in a supervisory position with the data they need to engage, develop, and retain Generation Y employees."Beverly Kaye, coauthor of the best-selling Love 'Em or Lose 'Em: Getting Good People to Stay"Bruce's research on Generation Y has had a powerful impact on our leadership team. If you want a real strategic advantage in recruiting, managing, and retaining Generation Y, read this book."Greg Lucier, chairman and CEO, Invitrogen Corporation"Professionals across all industries will find Bruce's analysis of Generation Y in the workplace spot-on. He dispels the myths and provides a fresh interpretation that makes sense to those of us who have already tried the more traditional approaches to engage, train, and retain these folks. This book is a must-have tool!"Samantha Snyder, director, Kaufman Rossin University, Kaufman, Rossin & Co."Bruce has taught many of us the importance of communicating with our workforce in a manner where workers know what is expected of them and managers provide regular feedback on how well those expectations are being met. This book helps us accomplish this more effectively with Generation Y."Thomas A. Cappello, medical center director, North Florida/South Georgia VA Health SystemSee all Product Description
Most Helpful Customer Reviews on Amazon.com (beta)
Bruce Tulgan's Not Everyone Gets a Trophy: How to Manage Generation Y is an important guide for understanding what drives and defines this "high-maintenance" generation. It examines the myths about this often misunderstood group of young men (and women), all whilst offering practical guidance on harnessing and redirecting Gen Y's creativity and intellect without having to completely re-work Masonry's unique culture. Just kidding ... sort of.
While the focus of the book is on managing and leading Gen Y in the workplace, much like Robert D. Putnam's Bowling Alone, there is an incredible wealth of information available in this easy-to-read volume, much of which can be applied to the Craft.
Starting with Gen Y's roll as a potential member your Lodge, Tulgan notes that Gen Y is the most "work-life balance" focused generation. (The lessons of the lecture on the 24 inch gauge will ring especially true to Gen Y.) As such, the questions in their minds whilst being interviewed for potential membership are not about whether they will fit into your Lodge, but whether and how Masonry will fit into their lives and busy schedules.
Every Mason can remember his first visit to Lodge. The same things that were on your mind then are going through a Gen Y candidate's mind now. "Where am I? What is this place? What is going on here? ... Who are all these people? What role does each person play? How are they accustomed to doing things around here? ... Why am I here? What is at stake for me? (Kindle Loc. 1286-93)" The answers today are the much the same as when you were their age, they are just packaged in different terms. This book helps you to speak their language.
There is a polular belief among the older generations that Gen Y arrives expecting the top job from day one (Tulgan's myth number four). According to Tulgan, this represents not overconfidence, but simply the passionate propensity of Gen Y to take on the unclaimed, uncharted, or undiscovered as the quickest way to gain respect and to be taken seriously. This overconfidence, however, can get Gen Y into trouble in the Lodge Room. Tulgan notes that leaders need to institute a proactive, consistent, and continual mentoring relationship to ensure that these new Entered Apprentices work well with their new Lodge brothers. Remember the lesson of the 4th Degree of the Scottish Rite, "may one command who does not know how to obey?" This teaching the young Mason how to be a proper follower includes spelling out desired behaviors, norms, and communication styles, including the venerable "Masonic Tradition." "You cannot--and should not--teach them what to believe, but you can certainly teach them how to behave. ... [I]t is certainly your place to teach them how to be good citizens within your organization. (Kindle Loc. 1589-61)."
Another dominant Gen Y stereotype that the author seeks to dispel is the belief that Gen Y is generally disloyal or disinclined towards staying in one place for too long. The author counters this myth by describing a new brand of loyalty, one he calls "transactional loyalty." Unlike the previous generations who were trained to accept the chain of command and long-range rewards, Gen Y's transactional loyalty is based on optimising their unique needs and wants, which often includes their need to continuously learn from and glean as much as they can from each new encounter. Like the lessons illustrated in 19th Degree, they are very much interested in building bridges to the future. This passion can be harnessed, focussed towards common goals.
Masters who follow "traditional" management approaches might completely misinterpret Gen Y's attitudes and behaviors and miss the real value of this generation as key contributors to our country's Lodges. This book illuminates Gen Y's many gifts in the Lodgeroom and lays out a outstanding approach to help Masters and Wardens update their leadership styles.
The bottom line is that whilst every generation brings new talents and values to the Lodgeroom, decoding the uniqueness of the Gen Y state of mind makes this book a worth a look. The fact that it's available both in print and on Kindle makes it even better.
Author of Degrees of Leadership
After reading this book my belief is that many of the techniques the author recommends should have been done with every previous generation but wasn't. The GenY's just had the spine to ask "why?", where previous generations suffered in misery. They sound pretty smart to me. The author frequently pulls from the extremes for examples. I have about 100 people working for me, they include high school grad's to those with multiple advanced degrees, and a 20-55 age range. I don't see the extreme stuff the author references from my younger folks, in fact most are quality workers without the drama. Perhaps GenY demands a more hands-on management technique, but I see it as a positive. The author recommends that leaders set the expectations, provide direction, and then provide continual feed-back to make sure the GenY'ers are on target. Sounds like good leadership regardless of the generation.
This book is a good read, not great. I did take a way some good and useful information, I just didn't like the sensational (even if they are real) examples because I don't think they represent the real world average.
The topics include general descriptors of the generation, ways to bound with them, ways to train them and bring them up to speed at work, getting them to care about customer service, teaching and retaining them, and finally how to turn Gen Y's into leaders.
Tulgan does point out that this is a high maintenance generation, but also points out their strengths. They will bring work/life balance to the workplace. They live diversity and equity. They want to learn and do a good job. They want to innovate and bring creative ideas to the table. In other words, they want to be an asset to their employer if they are treated well. This is a useful and applicable book that any manager should read.
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