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Tom Peters Times - March 2007 | | | See Tom Live in Connecticut
The Quinnipiac University School of Business in Hamden, Connecticut, is presenting a Business Leadership Forum, and Tom will be appearing along with several other speakers. It is sponsored in part by a friend of Tom Peters Company, the Miller [Insurance] Agency. Space is limited, so act soon if you'd like to attend. To register, go to www.quinnipiac.edu or call 203-582-3766 by March 9.
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 | | Leading Multi-Generational Talent
How can Leaders possibly build a culture that shouts "Great Place to Work!" when it appears that their workforce that spans four generations has so little in common?
Today, the Generational Differences can be daunting. From tattoos and pierced body parts of the young Millennials, to stories of D-Day and hip replacements for the World War II Generation - workplace demographics now span four generations. For the first time in modern history, twenty-two year old new grads are working side-by-side with colleagues who are as much as fifty years older than they are. There are bosses of all ages, and it isn't unusual to find Gen Xers supervising employees who are older and have more experience.
It's true there are many differences among the four working generations. However, the good news is that there are also important commonalities. At Tom Peters Company, we've found that our clients are successful when they create Best Practices in their workplaces that support these similarities.
Similarities among Millennials, Generation X, Baby Boomers, and World War II Generations include:
- People of all ages view work as a vehicle for personal fulfillment and satisfaction, not just for a paycheck
- Workplace culture is important to all employees. All generations (91%) agree that being trusted to get a job done is the number one factor that defines success. Although 86% of employees said they need to feel valued by their employer to stay happy, only 37% indicated they get such on-the-job feedback
- More than 6 out of 10 employees would like their employer to help them with career planning
- A large portion of all generations defines success as finding a company they can stay with for a long time
- Flexibility is important - 67% of people ranked flexibility as part of their definition of workplace success.
Leaders can create a "Great Place to Work" culture by understanding and taking action around these generational commonalities. (Research: Randstad, Raines, Murphy)
Dr. Susan Murphy, Principal
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| | New Addition to the Wow!Store 
In the Company of Women, co-authored by Dr. Susan Murphy of the Tom Peters Company, demonstrates how conflicts between colleagues can be transformed into productive working alliances. Today women in the U.S. own 50% of businesses and hold 50% of professional / managerial jobs, and this timely, important book focuses particularly on the unique characteristics that exist among the behavior of women in corporate settings. Offering ground-breaking insights into the meaning of everyday behavior, In the Company of Women draws on the latest research on brain structure, genetics, and socialization to explain the unique challenges and positive opportunities that arise among women working with women. The authors challenge readers to explore their own personalities and behavioral tendencies whiles giving insight into techniques and strategies for building successful relationships. It explains how to keep female-to-female relationships positive whether you are female or male, the manager or a member of the team.
Pick up your copy here. |
| | Cool Friends 
Rod Beckström is a successful serial entrepreneur. He's also on the board of Environmental Defense, and co-founder of both the SV2 philanthropy network and Global Peace Networks. Read his Cool Friends interview, where he discusses his recent groundbreaking book on decentralized networks, The Starfish and The Spider: The Unstoppable Power of Leaderless Organizations (coauthor: Ori Brafman). The book contrasts the control-center structure of a spider with the decentralized structure of a starfish to reveal compelling lessons about organizations.
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| | Diversity Through the Ages
Generational diversity in the workplace is quickening, making it more and more likely to find a wide range of ages in any given organization. In the decade between 1993 and 2003, the number of college graduates increased by 40% ( National Science Foundation) , pouring more and more skilled workers into the workforce. These initiates must not only compete against each other for employment, but also against individuals already in the workforce who have accumulated years of on-the-job experience. As Dr. Murphy states, most generations are in agreement over which job traits they deem important. With the increase in competition for choice positions, how does one—from any generation—set themselves apart enough to secure the job that will make them happy?
The answer lies at the core of every organization: Brand. The brand of the organization, of the individual, and how well the two coincide is what differentiates the quality of employment. Those individuals already steeped in the workforce have been building their personal brand throughout their careers. They know their strengths, weaknesses, preferences, and accomplishments. This helps them narrow down where they are more likely to fit and perform well. For the more recent entrants, they have the opportunity (and, in recent years, the inclination) to rapid-prototype how they fit into different workplaces. By "trying out" different realms of employment they not only build their personal brand around a diverse skill set, but also learn first-hand what environments are conducive to their performing well.
Building and understanding this personal brand can be difficult, however. It begins with comprehending one's own traits—both positive and negative—and applying them toward projects that showcase the talents that one can provide. Capitalizing on generational differences can be a good place to dig in, as they can highlight changes in what employers previously valued and what commodities are in high demand now. With such variation in the workforce available, being able to stand out as one's own brand has never been more important.
Building a brand portfolio is an ongoing process. By paying attention to and keeping track of the constant change in the workforce, one can keep ahead of the pack—regardless of which generation they are in.
Nick Adams, TPC
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