Executive Insider is a biweekly newsletter designed to help you succeed with Job Search, Career Advancement and Self Development
Issue Dated: June 30, 2008
A. Letter from the Editor
Cinderella, a mud-shy piglet, was shod with four galoshes so she could overcome her fear and carry out her daily piggy responsibilities of wallowing and rolling. Cinders' owners were initially perplexed by the pig's reluctance to act like a pig, but keen observation eventually led them to realize she was afflicted with mysophobia — fear of dirt. The solution was to outfit her with a set of boots, get them on her and convince her to trot in the muck with her siblings.
The story illustrates the compassion shown to Cinders by her sausage-making owners, and there are also parallels to how to help others achieve their best.
Not to equate staff with swine, but a boots-wearing pig can serve as a reminder to pay attention, provide resources and coach others. Just as Cinderella couldn't communicate her mud-phobia, workers are typically reticent about vocalizing their need for help. Noticing a colleague's struggle before it reaches elevated proportions can often mean the difference between success and failure.
Once there is recognition, assess which resources are needed to move toward a solution. Will additional training, staffing, technology — or boots — help achieve the goal? Identify and then coach through the problem-solving or implementation process. The situation will be rectified; the colleague will have strengthened some individual characteristics; and rather than form resentments or miss deadlines, the team will coalesce through the coaching experience.
The Internet is like alcohol in some sense. It accentuates what you would do anyway. If you want to be a loner, you can be more alone. If you want to connect, it makes it easier to connect.
— Esther Dyson
B. MIS/IT and Sales Executives Among the Least Satisfied at Work
Called "The Accidental CEO" by FORTUNE, Mulcahy rose up in the Xerox ranks through first the sales and then the human resources functions to shepherd the company toward an expected $18 billion in annual revenue in 2008. Once deeply in debt and under the shadow of a suspected accounting scandal, Mulcahy credits a strong team, increased R&D spending and improved customer relations for Xerox's march toward brand fortification and profit.
"We needed customer relationships that were more value-oriented than transaction-oriented," says Mulcahy. "By 2005, when customers recognized that we were building relationships, our story in their eyes started to change and that clearly was an important milestone for us, because we knew we could sustain the future."
Penelope Trunk, author, blogger and Boston Globe columnist, shares her insight on the generational differences shaping the workspace on The Brazen Careerist. But be forewarned that you never know what to expect on Trunk's blog: part career advice, part entrepreneurialism, part marketing, part techy, and many times personal, controversial and opinionated, she writes as if the filter is off and seemingly without regard to the reactions in the comments section. I heard her speak at ERE Expo (Electronic Recruiting Exchange) in San Diego earlier this year, and found that her strong commentary was not limited to her persona behind the keyboard.
If there are 20-somethings in your office or in your life, Trunk's 10 Reasons Why Generation Y's Conservatism is Mistaken for Craziness might help you cope:
More than 60 percent of Generation Y go back home to their parents after college. If they go home with their parents and give themselves a buffer, the more likely they will find a job that is suitable for them. They are willing to trade freedom for a great job.
Those between the ages 18 and 32 change jobs every 18 months. Job hopping makes them more engaged, because they are always trying something new. It keeps the learning curve high, increases their skill set and grows their network.
They have no loyalty to a company, but they have a lot of loyalty to the project they are on. If you are a good manager, they will be loyal to you.
They ignore school. They think getting good grades doesn't help them and good grades are not relevant to school. They may not be reading great literature, but 80 percent are getting good internships.
Entrepreneurship is a safety net for them. If they hate their job, they think they can start a company in their parent's basement.
They won't take entry-level work. Don't have them do stupid, meaningless work to climb the ladder, because there are no ladders anymore. There's no reason to pay your dues if you are job hopping.
They want to leave work early a lot and use family as a justification. They will ask you, "Don't you think family is more important than work?" Workplaces talk about family being important; but if the company doesn't support their family needs, Generation Y thinks work is lying to them.
They demand non-hierarchical structures, and they think everyone is a team. Everyone plays on the soccer team, even if they don't play well. They think anyone should hear their ideas — even the CEO.
Generation Y demands constant feedback. They want to be told they are doing well and not doing well in a delicate way. They want everyone to know that they are great. They want mentors and to be helped and that can only happen with feedback.
Baby Boomers stage a protest and sign petitions when they don't like something, but Gen Y is conservative. They don't protest, they just leave. Be honest with them, and they will tell you what they need and what engages them. They put everything on the table and expect you to do the same.
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