*By Carol Phillips

I recently finished reading Elizabeth Gilbert’s best selling book, Eat Pray Love. The book chronicles Gilbert’s literal and figurative spiritual journey toward a deeper relationship with God, but never actually reveals which if any religion speaks to her yearning.  Gilbert, a Gen X’er, seems to have a lot in common with Gen Y.

New data released this week from Pew Research on Millennials and religion quoted in USA Today, Denver Post and elsewhere, says one in four Millennials (25%) do not identify with any one faith, instead describing their religion as “atheist,” “agnostic” or “nothing in particular.”  This level of non-affiliation is much than was seen for other generations at the same age.

At the same time, the Pew study reveals that spirituality among young adults is undiminished. “Members of today’s Millennial generation, ages 18 to 29, are as likely to pray and believe in God as their elders were when they were young.” This leads them to conclude in their headline: “Young Adults ‘Less Religious,’ Not Necessarily ‘More Secular‘.”

There is other evidence to support the conclusion that the issue is more one of lack of affiliation than a lack of faith in God. A survey of Millennials reported in New Yorker magazine last year found that 43% of Gen Y believes they are ‘as religious’ or ‘more religious’ than their parents.  A Marist Institute poll shows over three in ten Millennials define their primary long-term life goal in religious terms (“To be spiritual and close to God”). That figure was higher than for any other age group.

What makes this lack of affiliation especially intriguing to me is that in many other areas of their lives, Millennials are inclined to go along with their parents’ choices.

Within the 25% who are unaffiliated, nearly three quarters were raised in a religious faith tradition and dropped away. This makes faith the outlier as far as decisions that break with their parents.  Recall that this is the first generation that as a rule likes their parents and even thinks of their parents as their ‘best friend’.

• 86% say they share their parents political views.
• Every single student in my Principles of Marketing class raised their hand last week when I asked who banks where their parents bank.
• According to an AARP survey, 41% of Millennials with cars drive the same brand of car their parents drive or have driven.
• The American Savings Council found 71% of Gen X’ers and Gen Y’ers turn to their parents for financial advice.

So why make the break here, over something as important as faith?

I think has to do with the strength of the Millennial subculture and its strong, shared ethical values than a fundamental change in their belief in God.

The Gen Y subculture is astonishingly ethical, both in values and in practice. ’Bad behavior’ on a variety of  social dimensions from pregnancy to crime to drugs are all down among young adults.  Socially, Millennials prize tolerance as a result of their inherent diversity. They are significantly more socially liberal than their parents on issues of marriage, abortion, interracial dating.  Millennials are less inclined to believe that church affiliation is necessary to be a ‘good person’. According to a Marist Institute poll, 56% have donated money to a charity in the past six months and 67% have volunteered their time.

I’ll go out on a limb here and speculate that some of the lack of affiliation is due to a desire for ‘authenticity.’  The Gen Y subculture is unusually sensitive to phoniness. It’s unlikely they will go through the motions of attending church just because it is ‘the thing to do’  if they have questions about their own sincerity.

In the final analysis, reaching Millennials and getting them to re-affiliate with any one ‘religion’ may be unrealistic as a ‘marketing objective’.

Gen Y is accustomed to choices, and there is some evidence they may feel confined by a denominational label.  In December I noted that Millennials are ‘auditioning’ faiths the same way they would look for a college, a spouse or other major decision (“For Millennials Belief Is A Choice“). This represents a huge generational shift and as with so many other Gen Y trends, may start to migrate into  the thinking of other age groups. The Pew research shows that like Millennials, most Americans are embracing ‘multiple faiths’, with beliefs that do not ‘ fit conventional categories’.

The premise of generational marketing is that each generation assumes a characteristic set of values and behaviors. While it’s not everything you need to know to market effectively, it provides a cultural foundation and helps avoid the ego-centric mistake of thinking other generations are just like you, only younger or older.

While Millennials are socially more liberal than other generations, their values are fairly traditional.

(For more on this see earlier posts, “Millennial Values: Back to the Future?” and “Millennials More Upright than Kids 20 Years Ago“.)

They value family, personal connection, and loyalty.

They seek out the genuine and are repulsed by phony.

They are famously optimistic and believe in the possibility of change.

They advocate for the environment and social justice.

They treasure tolerance and diversity, teamwork and balance.

They seek spirituality and are open to the possibility of the divine.

There’s nothing revolutionary here, I could be describing my grandmother’s generation. It would be very easy to be fooled into thinking nothing’s changed because what has changed is not the content but the dedication to those values.

Millennials can be defined both by their strongly held values and their strong intention to live by them. Generation Y is passionate about making a difference in the world. This is a common thread through dozens of values studies conducted globally.

It’s easy to dismiss their “unwavering commitment as still too young to understand the harsh realities of compromise/capitulation”, as suggested by my Twitter friend, J. Maureen Henderson. And it’s true that their values are not that evident, at least so far, in their shopping, voting and volunteer behavior. Most Gen Y buy green products when it suits them and volunteer rates are no higher for Gen Y than Gen X. They did not turn out to vote in Massachusetts last month.

Certainly, time will tell. They will either be a generation remarkable for its accomplishments, or one that is notable for its disillusionment.

Personally I think that disillusionment is unlikely. Young adults understand that ‘not everyone grows up to be Gandhi’. Leading a purposeful, life consistent with one’s values is reward enough as Henderson suggests in her Brazen Careerist blog post, “You’re Not Going to Change the World, and That’s Okay.”

“Those of us who grew up as part of the middle-class North American majority learned that we could be anything we wanted, but somewhere along the way, we got it twisted around in our heads that we had to be everything the world wanted/needed in order to be successful. Money wasn’t enough, nor was the love of family and friends, we wanted to matter, to make a difference, to prove ourselves, even if we couldn’t define exactly what this entailed. …..The desire not to hide our individual lights under a bushel is a laudable one, but not everyone is going to be a game changer. And there’s no shame or failure or inadequacy in working an “ordinary” job, in leading a quiet life, in surrounding yourself with a handful of close friends and family. In fact, those are the lives most of us end up with, with the smarter of us realizing that they’re every bit as meaningful as the marquee existences we feel we ought to aspire to.”

For marketers, whether or not Gen Y does or does not change the world doesn’t matter. Values representing the overriding, governing motivations for decision-making, and they matter a lot.

A deep understanding of values is critical to creating desirable products and meaningful communication. Employers who take Millennials seriously will be more attractive to the best and brightest. Marketers who take Millennial values seriously are better positioned to win with the consumer of the future.

*Carol Phillips is the president and founder of the brand strategy consulting firm “Brand Amplitude.” She is also a Professor at the prestigious University of Notre Dame. Carol began her career as a market researcher and strategic planner at Leo Burnett. Later, as an Account Director, she led agency teams at four different agencies – Y&R, Leo Burnett, Mullen and JWT – for a variety of clients including Sprint, Nextel, Ameritech, Heinz, 7UP, and Philip Morris. She blogs at www.millennialmarketing.com.

By Blake Sunshine*

I do not feel like an adult. I support myself, have a job and live 818 miles away from my Mom and Dad, but I still feel like a child most every day. And I know I’m not the only one. Millennials everywhere are having a hard time growing up. I know a handful of Millennials who have no clue what they want to do with their lives, and I know even more Millennials who are doing something amazing with their lives and still don’t really know what they want to do.

But Millennials have great educations and are smart, so why is growing up so hard for Millennials?

1. We still want to be astronauts- We don’t really all want to be astronauts, but we still do want to believe that we can do whatever it is we want to do with our lives. Millennials do not want to settle, and if you aren’t a grown up then you don’t have to settle. Which is why it’s hard for Millennials to grow up and try to discover what they really want to do with their lives.

2. Our parents don’t want to force us- I hate to blame our parents entirely for why we aren’t growing up, but they definitely aren’t helping us either. A lot of Millennial parents (not all!) are used to hovering over their children, and they only want them to be happy. And if that means not settling for a job that they don’t want, then many Millennials parents are happy to support their children for as long as they can. But this is a terrible thing, because we need the push from our parents to force us to grow up.

3. Growing up actually is hard- Maybe this sounds like an excuse, but growing up really is hard for Millennials. It’s a huge transition where everything changes and your life becomes totally different. Can you really blame Millennials for not really wanted to grow up?

Tell me what you think! Who’s fault is it that Millennials are having a hard time growing up? Are the Millennials you know having a hard time too?

*Blake Sunshine is a blogger at The Perennial Millennial. She also works in media relations and social media for an engineering company in Austin, TX.

By Carol Phillips*

Youth marketing has traditionally been about understanding what the ‘cool kids want’ and then translating those insights and trends to influence the broader youth market.

Yet in an age where everyone who wants a voice can have one, is the idea of ‘influential trendsetters’ as relevant?

I love this graphic (click here) because it laughs at the whole idea that anything is particularly hip, or unhip.  One recent blog hilariously suggested that ”Eighties Nerds are Contemporary Hipsters“.

Today’s hipster can take many forms. Outlaw Consulting, a leading expert on understanding trendsetting youth for companies like Levi’s, Diageo and Nike, features this quote on their web site’s home page:

“Everyone wants to be a hipster, which makes being a hipster tricky and nearly obsolete.”

In a recent interview, Outlaw’s President, Barbara Bylenga had this to say about what makes Gen Y different from earlier generations.

BYLENGA: “Millennials, or Gen Ys, are definitely different. They seem to feel more empowered – and more entitled– than any generation before them. They have an innate team orientation that makes them excellent collaborators. And the ideas about issues like marriage and career are radically different. Their “American dream” isn’t about the picket fence; it’s a flexible freelance career and a life defined by passion. … Gen Ys see themselves as change-makers. But they’re also busy trying to have a middle-class life, so their protests take different form than youth protests of the past. They see corporation’s as having lots of power but little heart, and they try to create change by using their dollars. The “aha” for corporations is to recognize that values and authenticity are important to this generation — and that directly affects how they spend. American Apparel, for example, has been totally embraced by youth because of its labor practices. Shopping there make them feel like they’re spending money in the right place. Companies that really “walk their talk” about core values will be endeared. If you want to be relevant to Gen Ys, you need to understand their mindset.”

Today’s social currency seems to have more to do with being ‘authentic’ than with being avant garde.

According to Outlaw Consulting’s brand report, some brands, like Converse’s Chuck Taylor shoes, are cool because they’re grounded in the past. Others, like Apple and Nike are cool for the opposite reason: they embody change and constantly reach towards the future. But there is a third category of cool brands, those that appeal to Millennials’ inner nerd. Pop culture has celebrated the nerd/geek culture for many years (Napoleon Dynamite, Jimmy Neutron, Sand Lot). Millennials are not afraid to admit to a dorky side and they admire brands that can do the same. According to Outlaw, Trader Joe’s, Jet Blue and In N Out Burger have won the love of Millennial trendsetters simply by being their quirky selves, doing things they own way and never apologizing: “(Trader Joe’s employees) wear these tacky Hawaiian shirts and publish that ridiculous newsletter. But it’s their own style. And it’s so much more inviting than the normal rigid grocery store.”

In short, the very definition of ‘coolness’ seems to have shifted.
In focus groups, Gen Y tells us that the cool kids today are the ‘DOERS’ — the ones who are fixing, leading, changing, advocating, entrepreneuring in order to make a difference in the world. When you stop to think about it, that ’s a radical shift….being influential by actually influencing something!

*Carol Phillips is the president and founder of the brand strategy consulting firm “Brand Amplitude.” She is also a Professor at the prestigious University of Notre Dame. Carol began her career as a market researcher and strategic planner at Leo Burnett. Later, as an Account Director, she led agency teams at four different agencies – Y&R, Leo Burnett, Mullen and JWT – for a variety of clients including Sprint, Nextel, Ameritech, Heinz, 7UP, and Philip Morris. She blogs at www.millennialmarketing.com.

Grace Boyle*

I grew up listening to stories from my father, who against his will was sent to fight in Vietnam, grew up in the 60’s and 70’s, saw the fight for civil rights and often disagreed against conventionalism from his parents. During that time there was a large uproar for change and the generation (Baby Boomers) challenging their parents thoughts, traditions and beliefs.

I however, get along with my Baby Boomers parents wonderfully. A survey titled, “Forty Years After Woodstock, A Gentler Generation Gap,” from the Pew Research Center backs up my (for the most part) glowing relationship with my parents while also touching on our inevitable differences.

Parenting Ties:

Let’s start from the beginning. In terms of parenting, only 10% of survey respondents with a child over 16 say they’ve often had major disagreements with the child in his or her late teens or early 20s. But 19% of parents say they had major disagreements with their parents.

Furthermore, there’s a connection of actually spending more times with their Generation Y children. Nearly half (48%) of all parents with children 16 or younger say they are spending more time with their children than their parents spent with them, up from 42% in a survey conducted for Newsweek magazine in 1993.

Greatest Generation Divide:

Despite positive parenting reviews, we still disagree. The greatest gap and difference the Pew studied showed was the technology divide. My mother often complains that it’s so hard and challenging for her to write a blog post on Blogger, navigate her new cell phone or even work the television. I don’t think twice, when fiddling with wires, playing with a new gadget or the online world. I live and breathe it, because I know no other way. Generation Y grew up with it and quite honestly, it’s second nature.

Here’s where the differences lie between Boomer’s and Generation Y. The percentage of those surveyed who say younger and older people are “very” different in:

• The way they use computers and new technologies: 73%
• The music they like: 69%
• Their work ethic: 58%
• Their moral values: 54%
• The respect they show others: 53%
• Their political views: 43%
• Their religious beliefs: 41%
• Their attitudes toward different races and groups: 34%

Despite Differences, We “Get” Each Other:

As my father and mother questioned their parent’s conservative World War II era lifestyle and “old-fashioned” beliefs I have less to challenge and stand up to my parents about. They did much of the molding. My progressive and open-mind is largely because of them. Sure I disagree (oh teenage years) but finding common ground with them isn’t hard.

Tracing back, “part of Baby Boomers challenging the status quo might have played more into the fact that they were challenging their parents,” says Matt Heineman, 26, a freelance filmmaker in New York. “We’re not necessarily challenging our parents. We’re trying to figure out what challenges of the world to take on.”

This is a comparison I never considered before. Now that I think of my relationship with my parents and for the most part, my friends’ and their parents, I see the similarities. No doubt, there will always be differences between generations and my family isn’t everyone else’s family, but ultimately both groups have a strong connection.

David Morrison, 41, of Twentysomething Inc., a Philadelphia consulting and research firm agrees, “Generation Y gets their Boomer parents. They fully understand where they’re coming from. And Boomer parents, in part, get Generation Y.”

How do you feel about your relationship with your parents? Do you find more of a divide or do you agree that you’re able to find common ground and get along?

* Grace Boyle is a 23 year-old adventurist. She lives in Boulder, CO and does Business Development for startup called Lijit. She blogs at Small Hands, Big Ideasinteract by meeting new people (regardless of their generation). and loves to interact by meeting new people (regardless of their generation).

Ines: What do you think the workplace will look like in 5 years? Many generational experts seem to think that we are moving away from traditional corporate structures and into a world of freelancers…Do you think this is the case?
Bruce: I’m not a futurist. I’d say that work is likely to be increasingly free of boundaries when it comes to where and when people work. I’d say work relationships are likely to become more and more short-term and transactional. I’d say that on-site, uninterrupted, long-term, exclusive employment relationships will be less and less common.

Ines: There’s a lot of talk about Gen Y having the highest self-esteem of any Generation so far. Have you encountered this in your research?
Bruce: Why are Gen Yers so confident and self-possessed, even in the face of all this uncertainty? One reason is surely that they grew up in the Decade of the Child. Gen Xers were the great unsupervised generation (we made the latchkey into a metaphor). But Generation Y was the great oversupervised generation. In the short time between the childhood of Generation X and that of Generation Y, making children feel great about themselves and building up their self-esteem became the dominant theme in parenting, teaching, and counseling. Throughout their childhood, Gen Yers were told over and over, “Whatever you think, say or do, that’s okay. Your feelings are true. Don’t worry about how the other kids play. That’s their style. You have your style.” This is what child psychologists called “positive tolerance,” and it was only one small step to the damaging cultural lies that somehow “we are all winners” and “everyone gets a trophy.”

Gen Yers have been respected, nurtured, scheduled, measured, discussed, diagnosed, medicated, programmed, and rewarded as long as they can remember. Their parents, determined to create a generation of super-children, perhaps accelerated their childhood. On one hand, kids grow up so fast today (I often say that twelve is the new nineteen); on the other, they seem to stay tightly moored to their parents throughout their twenties. Their early precociousness,in fact, turns into a long-lasting sophomorism. Many psychologists have observed that Gen Yers act like highly precocious late adolescents well into adulthood. (I often say that thirty is the new twenty.)

Ines: Your work reveals an interesting feature about Gen Y. On one hand, they’ve grown up with the hyper-connectivity and flexibility of the Internet and digital age, thriving on customization and diversity. Yet from your research they obviously need a great deal of structure in the workplace. What’s the key to reconciling these two Gen Y characteristics in the workplace?
Bruce: Gen Yers want freedom to maneuver at work. They want some latitude when it comes to their schedule, where they do their work, whom they work with, what they do, and how they do it. The problem is that every task, responsibility, and project has parameters that constrain every employee’s freedom.

But as much as they love freedom, Gen Yers also gravitate to structure and boundaries. For one thing, they don’t want to waste their time. Don’t forget, since they were kids, Gen Yers have been hyper-scheduled by overbearing adults. Whether they were being subjected to metal detectors, locker searches and lockdowns in school, or their own “individual learning plans”—and everything in between—Gen Yers are well accustomed to programs and procedures. One Gen Yer describes it this way: “The last thing I’m looking for is somebody telling me, ‘Yeah, do it how you think it should be done,’ but then it turns out she already knows exactly how she wants it done. I don’t want to beat my head against the wall trying to figure something out if you’ve already got it figured out. I definitely am interested in putting my personal stamp on things, but if that’s not going to happen, tell me up front.”

If you want to give Gen Yers more freedom at work, the biggest favor you can do for them is establish clear boundaries and give them a structure within which they can function with some autonomy. It is true that some jobs require employees to take risks and make mistakes. Even in those cases, it is the manager’s job to help Gen Yers avoid taking unnecessary risks and repeating mistakes that others have already made. Creativity and innovation do not require recklessness. You tell the advertising copywriter to “think outside the box,” but you must also help him avoid libel, slander, and obscenity. You need the nuclear scientist to be innovative, but you must help her avoid a nuclear explosion. It’s great if your food preparation workers are creative, but you don’t want them changing the recipes on regular menu items. As a leader, you have to create a structure and clear boundaries in order to create a space in which risk taking and mistakes are truly safe in the context of a job.

Often a good way to allow Gen Yers to express creativity is to give them assignments that are truly matters of first impression. Maybe you, as the manager, don’t yet have a clear goal in mind; you don’t know exactly what you are looking for yet. This is a great opportunity to ask a young employee to “take a crack at it” and “do it however you think it should be done” and really mean what you say. It’s perfectly fine to use this Gen Yer to help you work out the early stages of your own creative process. But make sure you are clear from the start about the structure and boundaries. Explain that you are delegating only the initial stage of the creative process and you intend to take the project back.

In fact, whenever you have a new task, responsibility, or project for one of your very capable young employees, always start by spelling out expectations. Make absolutely sure that person understands exactly what he is expected to do and how he is expected to do it. That’s the only way to get employees to adopt your organization’s best practices and turn them into standard operating procedures.

Ines: Ines: And how should be the performance appraisal or the follow-up after gen Y´s tasks?
Bruce: As long as the assignment lasts, you should follow up regularly with one-on-one check-in conversations to review the employee’s progress. In those conversations, you should ask, “What have you already done? What steps did you follow? What step are you going to do next?” Listen carefully to their answers. Make it a habit to wrap up these conversations by deciding on a specific place and time for your next meeting to follow up.

Every assignment, no matter how much freedom and creativity is required, must have clear goals and specific deadlines with measurable benchmarks along the way. Boundaries and structure, however loose, are actually the keys to making freedom and creativity in the real world possible.

You might think a generation raised on mantras like “we’re all winners” and “everyone gets a trophy” wouldn’t be particularly competitive. But that is not the case. While the self-esteem movement was chipping away at Generation Y ers’ competitiveness, the testing movement was building it back up. Still, testing breeds a different kind of competitiveness: competition against standards and benchmarks, against averages and means, and against one’s own past performance.

Think about a video game that a Gen Yer might practice and practice, beating one high score after another, set by himself. He wins every time, and nobody has a reason to feel bad. That’s the kind of competition Gen Yers are looking for: they want to compete against themselves in a safe environment where they can try over and over again to improve on their own performance benchmarks. When it comes to competitiveness at work, this is what one Gen Yer had to say: “I’ll do whatever they want me to do. Just tell me someone is keeping track of all this stuff I’m doing. Tell me I’m getting credit for it, that I’ve been racking up points here like mad. Tell me someone is keeping score.”

When Gen Yers know you are keeping track of their day-to-day performance, their measuring instinct is sparked and their competitive spirit ignited.

If you can think of easy ways to convert the performance you need from your young employees into a point system, then maybe you should consider it. I promise you, a point system will get Gen Yers focused like a laser beam. If you want them to start showing up earlier for work, attach points for every minute they arrive early, and take away points for every minute they come in late. If you want Gen Yers to meet quality standards, give them checklists of every detail and specification, and give points for every detail and specification completed—and take away points for every one missed. If you want Gen Yers to speed up, set a realistic quota of tasks per hour and give points for every task done over the quota—and take away points for every task under the quota. And so on.

Another approach is to help Gen Yers keep track of their own work by using self-monitoring tools. Activity logs are diaries that Gen Yers can keep, noting contemporaneously exactly what they do all day. Each time he or she moves on to a new activity, the Gen Yer might note the time and the new activity. By using these tools, Gen Yers can document their own hard work every step of the way and build their own track record of success.

My advice to managers is to plug into Gen Yers’ transactional mind-set. Stop paying them and start buying their results, one by one. The more you trade results for rewards, the more reliable their performance will be. The smaller the increments you buy in, the more effective it will be.

The key to your success will be defining those measurable pieces of work and setting a price per piece.

Like was said in the post bellow, here goes the second part of the interview with Bruce Tulgan, the founder of Rainmaker Thinking Inc., best-selling author and the 2009 recipient of the prestigious Toastmaster’s International Golden Gavel, in an exclusive interview with Talking About Generations:

Ines: How do the aspects of privilege, culture, and social class fit into “Not everyone gets a trophy?” Is the idea of a generation getting trophies just for showing up, linked to a privileged American upbringing?
Bruce: The title is a reference to the fact that Generation Y is the generation of kids where every kid did get a trophy, just for participating. So many so-called ‘experts’ have jumped onto the bandwagon of this topic, but our research shows that most of these so-called ‘experts’ have got it all wrong. In many recent books and articles, many of these ‘experts’ argue that, since Gen Yers have always gotten a trophy just for showing up, maybe the best way to manage them is to give them lots of praise and, basically, give them a trophy just for showing up.

These ‘experts’ tell managers to create “thank-you” programs, “praise” programs, and “reward” programs. They recommend turning recruiting into one long sales pitch; transforming the workplace into a veritable playground; rearranging training so it revolves around interactive computer gaming; encouraging young workers to find a “best friend” at work; and teaching managers to soft-pedal their authority. In my view, this approach is out of touch with reality, especially in today’s environment.

Here’s the short story with Generation Y. If you liked Generation X, you are going to love Generation Y. Generation Y is like Generation X on-fast-forward-with-self-esteem-on-steroids. Gen Yers’ childhood was defined mostly by the 1990s, and they are reaching their early stage of adulthood amid the profound changes of the 2000s—this era of uncertainty. One could say that the same major historical forces that shaped Generation X are also shaping Generation Y: Globalization and technology, institutions in a state of constant flux, the information tidal wave, and the growing immediacy of everything. But those forces have picked up so much velocity in just one generation that I would argue there is a profound difference in the life experience of Generation Y. After all, there is only one globe, and it is now totally interconnected. GenYers connect with their farthest-flung neighbors in real time regardless of geography through online communities of interest.

But as our world shrinks (or flattens), events great and small taking place on the other side of the world (or right next door) can affect our material well-being almost overnight. World institutions—nations, states, cities, neighborhoods, families, corporations, churches, charities, and schools—remain in a state of constant flux just to survive. Authority is questioned routinely. Research is quick and easy. Anyone can get published. We try to filter through the endless tidal wave of information coming at us from an infinite number of sources. A year is long term, and five years is just a hallucination. Short term is the key to relevance. In a world defined by constant change, instantaneous response is the only meaningful time frame.

Ines: But why is Gen Y so different from other generations?
Bruce: Gen Yers are comfortable in this highly interconnected rapidly changing web of variables. Uncertainty is their natural habitat. Globalization does not make Gen Yers feel small. Rather, it makes them feel worldly. Technological change does not make them feel as if they are racing to keep up. Rather, it makes them feel connected and powerful.

Institutions may be in a state of constant flux, but that’s no problem. Gen Yers are just passing through anyway, trying to squeeze out as much experience and as many resources as they can and so on.

The power of diversity has finally kicked over the melting pot. Generation Y is the most diverse generation in history in terms of ethnic heritage, geographical origins, ability/disability, age, language, lifestyle preference, sexual orientation, color, size, and every other way of categorizing people. But this doesn’t make Gen Yers feel alienated and threatened. Rather, they take the concept of diversity to a whole new level. Generation Y, difference is cool. Uniqueness is the centerpiece of identity.

How do Gen Yers continually shape and reshape their uniqueness? They want to customize anything and everything they possibly can. This goes beyond the services and products they buy. Gen Yers want to customize their very minds, bodies, and spirits, by customizing their information environment on the Internet. They voraciously pursue an ever-increasing array of mind food—images, sounds, experiences, texts—in an ever increasing range of media and formats, from an ever increasing number of sources, for an ever increasing number of purposes (education, skills training, self-help, health, entertainment, news, household matters, consumer interests, life planning, death planning, spirituality, and so on).

They customize their bodies by availing themselves of the wide range of natural and artificial tools and techniques, going way beyond tattoos and piercing and fashion statements. Their efforts range from food obsession to surgery; from Ritalin to naturalism; from yoga to steroids; implants, teeth whitening, tanning cream, and on and on. Beyond family, they customize their primary relationships across space and time in personalized networks. They even customize spiritual lives of their own devising. Gen Yers often put together bits and pieces of the teachings of one or more religious traditions, rejecting others, and ultimately settling on their own selection of values and beliefs and religious or spiritual practices.

From the first day, they arrive in the workplace, they are scrambling to keep their options open, leverage their uniqueness for all its potential value, and wrap a customized career around the customized life they are trying to build.

Ines: In your book, you argue that the idea that Gen Y needs work to be fun is a myth. I recently interviewed Don Tapscott the author of “Wikinomics.“ He writes, “They (Gen Y) think work—the work itself—should be fun and challenging.” He also states, “Training has to change, too. Some companies are using game-based training…” This seems to contrast with your view. What are your thoughts on this?
Bruce: One of the most important things I’ve learned in our research is that most GenYers don’t want to be humored at work. They want to be taken seriously. But they do want work to be engaging. They want to learn, to be challenged, and to understand the relationship between their work and the overall mission of the organization. They want to work with good people and have some flexibility in where, when, and how they work.

From computers, GenYers want to fill skill or knowledge gaps that get in their way. Their tools are usually menu driven information systems, wiki tools, and social networking sites. And it drives GenYers crazy when they have less sophisticated information management tools at work than they have at home. But that doesn’t mean they only want to learn from computers. They absolutely need the human element to do their best learning. GenYers love grown-ups and they love to learn from grown-ups whom they trust, and who are willing to share with them the lessons of their experience.

Gen Yers, especially the most capable and ambitious among them, push hard for more significant roles with increased responsibilities at much earlier stages in their careers than new young workers of generations past. It’s not just misplaced arrogance on their part, but rather a result of their natural adaptation to the information environment.

Managers tell me all the time, “In our line of work, it’s especially challenging to give inexperienced young people significant responsibilities. Perhaps a new young person could learn the knowledge and skill necessary to do one of these tasks and responsibilities, or two, or three, or four. But the role they want is too complex to hand over in its entirety to someone without several years of experience.” I promise you, I’ve been told that by leaders in supermarkets and nuclear weapons labs alike—and everybody in between. We call this the “meaningful roles problem.”

Ines: And what could be the solution for this managers and companies?
Bruce: The simple fact is that if it takes you months or years to get Gen Yers up to speed and into meaningful roles on your team, then you’ll have serious problems keeping high-potential Gen Yers engaged and growing. Don’t tell me you are struggling to manage and retain the best Gen Yers and then tell me it’s going to take months or years before they can do important work that allows their coworkers and bosses to take them seriously. How can you handle this conundrum? You may have to unbundle complex roles and then rebuild them one tiny piece at a time. You can give Gen Yers meaningful work at early stages in their tenure if you commit to teaching and transferring to them one small task or responsibility at a time.

So often I go into an organization that is trying to retool its training practices to suit what they think Gen Yers want and need.

Here’s the good news: you do not have to turn everything (or anything really) into a computer game to plug into Gen Yers’ learning needs. But you really should make the effort to get them the technology they are so comfortable and adept at using.

Yes, Gen Yers want the latest and greatest technology. But it’s not just a desire for the coolest toy. It’s like breathing. It’s their connection to the larger information environment. For Gen Yers, the information technology imperatives are simple: constant connectivity with whomever they want, immediate access to whatever information they want, total customization of their information environment, the ability to learn from and collaborate with experts in real time.

Wiki technology is the ultimate collaboration facilitator by enabling different individuals to contribute to a work product from remote locations on their own time.

Social networking allows anyone to build mutually rewarding relationships with people of similar interests—inside the company or outside—regardless of geography or other boundaries. Instant messaging means anyone can ask anyone they “know” anything at any time. Imagine a mind-set in which these tools—and the corresponding connectivity, immediacy, constant access, and total customization—are taken for granted. The only question is, What are you doing to facilitate Gen Yers’ use of these tools to increase their effectiveness at work?

Put the tools in their hands, and watch them fill one tiny information gap at a time in real time. This is the high-tech analogue to learning one task at a time. With access to the technology they know and love, Gen Yers will fine-tune and nuance their on-the-job learning in ways that might shock and delight you.

Especially when they are new on the job, Gen Yers are eager to identify problems that nobody else has identified and solve problems that nobody else has solved. They want to improve what’s already there, and they want to invent new things.

Most Gen Yers understand this on a gut level and won’t have it any other way. The real challenge is to keep them focused on all that work you hired them to do while simultaneously encouraging them to leverage knowledge and skill in that work. The more you encourage Gen Yers to think about their work—-whatever that work might be—the more engaged they will be. Help them channel their learning directly into their work instead of shooting down their ideas and dampening their enthusiasm. If you hire someone to unload boxes from a truck and that person wants to be an ideas guy, you need to get that individual to focus his thinking and learning on how to better unload boxes from the truck. If you hire someone to dig a ditch, get that individual to focus on how to dig that ditch better. And so on.

When they come in the door, Gen Yers want to hit the ground running. By training them one task a time, giving them the technology tools they need to be fast and efficient, and helping them focus their energy and ideas on the tasks at hand, you’ll be able to plug into their enthusiasm and keep their excitement going past their first day at the job.

Parents have never been so influential in their children’s decisions as they are today. Many parents actually accompany their children to job interviews. Some even make a point of dropping them off on the first day of work. Parents regularly complain about heir children’s grades and shamelessly ask bosses to lighten their child’s workload. Of course, this is old news. Everybody knows that generation Y grew up being overprotected and over parented. Parents are of course largely responsible for young people’s behavior in the workplace today.

Many experts have dedicated themselves to exploring this subject and discovering possible solutions. Bruce Tulgan is one of them. Tulgan argues, “Without strong management in the workplace, there is a void where their parents have always been.” Drawing from his experience as an inter-generational expert, Tulgan tells bosses to “Step into the void…[and] take over the tutoring aspects of the parental role in the workplace.”

Tulgan is the founder of Rainmaker Thinking Inc. and a best-selling author, his most recent book is “Not Everyone Gets a Trophy.” He is also the 2009 recipient of the prestigious Toastmaster’s International Golden Gavel. In an exclusive interview with http://www.talkingaboutgenerations.com, Tulgan shares his thoughts on managing the generation who got a trophy just for showing up.

Ines: You’ve spent years conducting in-depth research on the millennial generation, becoming a veritable expert on the subject. What specifically made you interested in studying this generation, since you’ve spent good part of your career practicing Law?
Bruce: I started out interviewing young people in the workplace back in 1993 when I was a 26 year old lawyer. The oldest of Generation Y at that point were only about 15. Since then, I’ve continued interviewing young people in the workplace. It’s just that I’ve gotten older and older and the young people have become the next generation. So now the oldest GenYers are 32. Just wait, soon they’ll be in their forties and the young people in the workplace will be Generation Z.

Ines: Can you talk a bit about what made you want to found “Rainmaker Thinking” and what you are trying to accomplish through the company?
Bruce: Back in 1993, I was an unhappy lawyer working at Two Wall Street in New York City. I became curious about what was then becoming obvious to me, the generation gap in the workplace at the time. That curiosity turned into a book, which was MANAGING GENERATION X. That book got a lot of attention.

Companies started inviting me to speak at their conferences, train their managers, observe their operations and conduct focus groups with their employees. Then I became more and more interested in the dynamics between managers and employees, more generally. I’d go into a company, interview their employees and managers, meet with the senior executives and share what I’d learned from the employees and managers. And we’d provide training for employees to help them work more effectively with their managers and with each other.

Since the mid-1990s, I’ve had a front-row seat from which to study workplace dynamics. I’ve spent most of my time training managers and employees at all levels and every industry. The more we learn, the more we turn that learning back into more training. It’s a dynamic process, learning from people in our focus groups and interviews and turning those lessons into training programs so we can proliferate the best practices.

Ines: In a praiseful Boston Globe review of your book “Not everyone gets a trophy,” the reviewer remarks, “Tulgan’s approach sometimes sounds more like parenting than managing.” In your opinion do managers have to take on a parenting role? And if so, how will Gen Y eventually learn to “parent” and “lead” themselves?
Bruce: I have a whole chapter in the book called, “Practice In Loco Parentis Management.” Of course, that is somewhat meant to be tongue in cheek, but there is a lot of real data underlying this. The details change, but the thrust of the story is always the same. There’s no doubt that parents are far more heavily involved in the lives and careers of their young adult children than those of previous generations.

College professors and administrators report that the parents of Gen Yers show up to new student orientations in record numbers (some studies indicate that more than 80 percent of new students are now accompanied by a parent for some part or all of orientation). Parents are often consulted several times a day by their college-attending children, using cell phone check-ins to get advice about course choices, classroom protocol, homework assignments, and exams. Professors routinely field parental complaints about student workload and grades.

This pattern of helicopter parenting carries over once Gen Yers get to the workplace. Managers tell me about parents accompanying their children to job interviews and even, once in a while, to the first day of work. Parents are consulted about career decisions and management practices. The big surprise comes when managers hear directly from parents, suggesting their children should be working fewer hours, getting different assignments, winning promotions, and receiving pay increases.

Yes, it is commonplace today for parents to insert themselves in support of their young (and not-so-young) adult children, even in the most adult spheres when such involvement would have been considered totally inappropriate in the past. But remember, this is nothing new for Gen Yers. Their parents have always been highly engaged with them. Every step of the way, they have been guided, directed, supported, coached, and protected. Unlike previous generations, they don’t express much desire to break free as they reach adulthood.

It’s become almost cliché to say that Generation Y is over-parented. But they are. And that is a fact with which managers today must grapple. I don’t think you should accept that. You hired the employee, not the parents. But you do have to deal with it. The irony is that if you hire a Gen Yer who is not close to his or her parents, you may be sorry. Among today’s young workers, those who are closest to their parents will probably turn out to be the most able, most achievement oriented, and the hardest working.

Ines: And what’s the way for employers to deal with this problem of over-parenting?

In my seminars, I tell to take a strong hand as a manager, not a weak one. Your Gen Y employees need to know that you know who they are and care about their success. You need to make it a priority to spend time with them. Guide them through this very difficult and scary world. Break things down like a teacher. Provide regular, gentle course corrections to keep them on track. Be honest with them so you can help them improve. Keep close track of their successes no matter how small. Reward the behavior you want and need to see, and even negotiate special rewards for above-and-beyond performance in very small increments along the way.

When I describe this approach at seminars, at least one manager will remark that this sounds a lot like parenting. Are you saying that we should manage these young upstarts as if we are their parents?”

I’m afraid the answer I’ve come to is yes, at least sort of. Do be careful, and don’t get carried away. The worst thing you can possibly do with Gen Yers is treat them like children, talk down to them, or make them feel disrespected. Gen Yers are used to being treated as valued members of the family, whose thoughts and feelings are important. Remember, Generation Y has gotten more respect from their parents and elders than any other generation in history.

I call this approach in loco parentis management.

Read on tuesday the second part of the interview with Bruce Tulgan

By Cíntia Reinaux
A brilliant text written by Rubem Alves* uses a metaphor to explain why parents should be a bit more strict with their kids. Alves jokes that parents today wouldn’t be able to stand Michelangelo. They would say, what does Michelangelo have against marble?

Alves states, “…he had something against marble, because inside that marble was Pietà. Where would Pieta be if Michelangelo hadn’t been so tough on the marble?

My conclusion? Education is art. And nothing is more counter to art than leaving raw material exactly as is. Those who do that aren’t dreamers or artists. Feelings of guilt sprouting from motherhood and fatherhood often turn into Jello. A rock is still a rock. We need to know that love is hard.

Many people discuss the “trophy generation.” More and more, young people are rewarded, but not because they necessarily deserve it. On that note, Elaine Brumm** nails it when she writes, “doing something for the merit eliminates the equation…” New generations seem to not notice how hard life is and how much work it takes to obtain what you desire. Even if you work extremely hard, there will always be something which is simply out of your reach.

It’s rather preoccupying how much new generations seem to learn, very early in childhood, to systematically guilt others for their own failures.

If a kid get bad grades, he or she will often blame the school or the teacher. And that same kid grows up to be the employee who will blame his or her boss or external factors as an excuse for a stagnant carrer. And yet how could it be any other way?

Generation Y is perhaps one of the most promising generations that has emerged in a while. Expert multi-taskers, bathing in technology, with enormous cognitive capacities. Yet, these same skills are also the ones which get this generation labeled as: superficial, immature, egocentric, impatient, and anxious.

It’s as if all this potential hasn’t been properly channeled and cultivated. Of course, we couldn’t hope that young people would get to the workplace completely ready. Yet, how could they reveal their Pieta if they never learned to use a hammer and a nail?

And so, a rock is still a rock. I don’t think it’s too late. With a little strength, discipline, and help from elders, we will teach them to use the tools they need.

*Rubem Alves is a psychoanalyst, educator, theologist, and Brazilian writer. This is an excerpt from her book “Sobre o Tempo e a EternaIdade”, Ed. Papirus, 1995, págs. 37 e 38.

**Eliane Brum is a journalist for Revista Epoca. She describes the generation of self-deserving individuals in the text “ “A era dos adultos infantilizados” published on Nov 16, 2009.

Cíntia Reinaux is 25 years old and feels so proud of being from Pernambuco. She seems to be a great sister and her patience is always completely tested by his brother, a Gen Z. She is an administrator who loves Human Resources and, in her free times, she likes to tell stories about her adventures in Canada, from where she has recently returned, on the blog http://reinaux.wordpress.com.

“Guysssss can you pay attention please?!”” This is the request, verging on begging, which is so typical of a High School teacher. Capturing the attention of young people has never been easy, not even when the world was slow, and there was no technology to dream along with.

If it wasn’t simple in the past, imagine the difficult task today, trying to get Gen Y, in all its anxiety and impatience to focus.

Whether it’s technology’s fault, or the way in which we were raided, with intense velocity, we have a difficulty even in staying focused in front of the TV. Proof of this is that most child TV shows today don’t last more than 10 minutes.

There’s a legend about HR professionals stating that they spend hours, racking their brains, trying to find the best way to motivate, engage, retain, and get generation Y to focus on relevant topics (or not so relevant topics sometimes.) Whether its in lectures, in the classroom, or in businesses, “paying attention” is the topic of many articles, reports, books, and debates.

So I suggest this: use music, lights, the latest technology, electronic artifices, and 3D movement. This is valid. Always. People often forget that we are the “technological generation.” We will only be happy and focused if technology is present.

We value creativity and most everything which isn’t the norm or commonplace.

In order to illustrate this, I’m going to tell a story. The department of Grupo Foco which outsources its services to Avon, has most of its consultants spread out all over Brazil, and the travel constantly. Communication takes place mostly through e-mail or telephone, or whatever alternative there is to the physical.

Recently we decided to have motivational training, to create stronger relationships between our consultants, who barely knew each other, and discuss new ways of working and developing projects. This training had to take place in one day with a restricted budget.

So we came up with the idea to meet in the countryside, close to Sao Paulo. The dress code was relaxed, people wore whatever they felt like. Participants shopped at the supermarket (where they had a certain amount of money they could spend and a certain amount of time to shop, just like a game.) They had to choose the food they would cook. They split up the tasks and responsibilities based on their abilities, and the fun began. Some were responsible for the food, the music, and setting up the space. Barefoot and having savored the menu they had created, new work strategies began to emerge, as they started to imagine the possibilities to make their work even more efficient.

The results could not have been better. The stress of the office, and of running from place to place, were gone. This allowed them to get to know each other in a deeper way, as they tackled important work questions. Of course, they were very concentrated. Out in the countryside, cell phones didn’t have reception. It was that simply. Mission accomplished through a bit of imagination and “thinking outside of the box.” These are the other things Gen Y loves. We crave everything that’s different and new. Of course, this doesn’t always mean “hi-ultra-tech.” Got it?!