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REVOLUTIONThe Millennial
How To Prepare Your Business For A New Generation
Contents5
It Began as an Experiment
8Bridging the Generational Divide
13Lead. Donʼt Manage.
23Motivation vs. Compensation
28Overhaul Your Culture
33Resources
38Work With Me
Youʼre given the unlimited right to print and distribute this e-book and I encourage you to share it. However, you cannot alter it in any way and you may not charge
for either the book or the content within it. The copyright in this work belongs to Travis Robertson who
is solely responsible for the content. Please send feedback or questions to [email protected].
REVOLUTION
CONTACT & INQUIRIES
Websitehttp://travisrobertson.com
Phone615.212.2184
Twitter@travisro
“The next five days on this blog are going to be an experiment and I’m going to come right out and ask for your help.”
It Began as an ExperimentThe quote on the preceding page was
the sentence that launched a number
of talks, hundreds of comments and
social media shares, and ultimately led
to this e-book you now find yourself
reading.
To say I’m humbled is an
understatement.
Early on in the process, it became
apparent that my first post in the series
called The Millennial Revolution: An
Experiment struck a nerve in people.
The traffic to my blog and the
comments on that first day far
surpassed any previous day’s levels.
That’s when I knew I would create this
mini e-book to further foster and
expand the conversation. I also knew
that it wasn’t just about my voice or
my thoughts.
It’s about the Millennial community
along with those who seek to
understand and harness it. That’s why
you’ll find comments and thoughts
shared by readers of my blog
throughout this book. Most are from
Millennials who both echoed and
added such rich dialogue to the posts
that I would have been a jerk to ignore
them here.
Other comments are from generations
such as Xers and Boomers who
express viewpoints you may just find
surprising.
If you read the original blog posts,
don’t worry--I’ve changed and
expanded the content to make them
more book-friendly and keep it
interesting for you as well.
If this topic is important to you (which I
assume it is since you’re reading this), I
encourage you to visit my blog at
travisrobertson.com where the
conversation continues.
I would also encourage you to read the
Work With Me section if you’re
interested in having me speak on this
topic to your organization or group.
You’ll also learn more about
developing a Millennial strategy in your
company.
I want to express my deep gratitude to
everyone who contributed in those
early posts. This book would be
nothing without you.
“Itʼs about the Millennial community along with those who seek to understand and harness it.”
IN THEIR WORDS: NILES EMERICK (MILLENNIAL)
There is no longer a cultural need to hunker down, get safe, and grind out 30 years with one organization to
protect against depression-era fears. The greater fears now are the perils facing our world; AIDS, poverty,
environmental preservation, clean water, curing diseases, etc. Coupled with the ease of promoting causes
and rallying support, it is now not unfathomable to think that the idea of one person funded with only a few
dollars and an incredible amount of passion and devotion can have an impact on a grand scale
(www.invisiblechildren.org, www.kitointernational.org, www.charitywater.com, the list goes on). The
perceived “need” to be a company man is fading.
A collaborative, diverse, interesting and fun culture play into some aspects of the Millennial Generation, but
there is a need for so much more. In the slew of conversations I have with peers and direct reports each
week, I hear resoundingly that the “job” at hand is a stepping stone to a greater passion. That is not to say
that these individuals are disengaged from the work at hand, in fact rarely is that so. Remember, these
workers were raised with high expectations for performance in the classroom, on the ball field, and at home.
While privileged, many come with perfectionistic tendencies.
“Hi. I’m a Millennial and I’m here to help.”
Bridging the Generational DivideThis whole thing started when I was
approached by my friend Joel Widmer
who asked me to speak to a group of
Christian CEOs, executives, and small
business owners at their weekly
breakfast meeting.
He said the topic could be on “just
about anything” I wanted to discuss so
I inquired about the demographics of
the group. After hearing that it was
comprised primarily of people ages 45
and up, I went to work developing this
content.
I began by asking myself this question:
“If you had the chance to tell a room
full of executives (who are all older
than you) something about their
business, what would you want to tell
them?”
My unedited response was something
like, “I would want to tell them why the
best people of the Millennial
generation don’t really want to work for
their companies.” This working title
was swiftly axed by both my wife Lisa
and Joel--wisely so I might add.
Instead, I suggested I could speak to
the challenges that companies are
facing--and will continue to face--as
Millennials (those born somewhere
between 1977 and 1995) enter the
workplace.
Joel and Lisa signed off on the idea,
and The Millennial Revolution was
born.
This Isn’t About WhyThere has been a lot written and
discussed that has to do with the why
of the Millennial generation. Most of it
begins as a psychological analysis of
why they are the way they are then
quickly devolves into a lot of
complaining about the generation.
Critics say they’re over-confident, lack
work ethic, are too demanding, are
highly entitled, etc.
And I’ll admit that there’s certainly
some truth to all of those claims.
However, most of the people making
these remarks were themselves
“With the best of intentions, Boomers
attempted to give their Millennial
children opportunities and advantages
they felt they never had.”
considered “radicals” and “hippies” to
their parents.
Not to mention that those complaining
about the Millennials were also their
parents. With the best of intentions,
Boomers attempted to give their
Millennial children opportunities and
advantages they felt they never had.
As a result, we now a generation of
people who were raised with hovering
parents (or “helicopter” parents) who
sought to protect their children from
themselves. As a result, Millennials
were often held to high standards in
academia and sports while
simultaneously not being allowed to
learn the valuable lessons that come
with failure.
Instead, parents intervened to prevent
that happening. We stopped keeping
score. Trophies were given to everyone
because “we’re all winners.” They were
praised for effort and consistently
asked, “What would you like,
sweetie?”
However, the point of this book is not
to flesh out why they are the way they
are because we can’t undo a
generation of rearing and parenting. It
just is. We now have to determine how
to move forward in light of these
realities.
And very few things are ever all bad or
all good. For example, many view the
Millennial generation as possibly the
most innovative and creative
generation ever – which sounds quite
promising. I can also tell you that they
are the most technologically advanced
generation ever. Just like before, I
blame our parents. (See? Blame isn’t
always a bad thing!)
Fellow Gen Y author and speaker,
Jason Ryan Dorsey, puts it this way:
“Gen Y is not tech savvy, we are tech
dependent. Important difference.”
This is why Millennials are so critical to
your organization. They are more
technologically advanced and they are
less expensive than their
predecessors.
This Is About HowMy goal is to examine the how of
working with the Millennial generation.
As they continue to enter the
workplace, companies are facing an
enormous challenge: how do you
attract, hire, manage and retain
Millennials?
Many companies are finding that
Millennials quit and move to a different
“Millennials are
more
technologically
advanced and
they are less
expensive than
their
predecessors.”
company within a year of being hired
and they haven’t a clue how to fix this
problem. Companies need the
Millennial workforce if they hope to
survive and Millennials need the
wisdom and experience that comes
from the generations above them.
We must figure out how to make this
work.
The “Millennials Need to
Grow Up” MythIn preparing and delivering the content
for The Millennial Revolution I’ve had
the opportunity to speak with a
number of people at various
organizational levels and an interesting
question continues to arise that I want
to address here early on: “Why should
my company have to adapt and
change for Millennials? Won’t they
eventually mature or grow up and
realize this is how the world works?”
No they won’t.
Questions like this come from the
assumption that the “world works” in a
particular fashion and that the “best” it
will ever work is how it’s been working.
How you’ve operated has undoubtedly
worked for your organization. However,
chances are good that it was created
to operate under a different
environment and with a different
generation. To assume that how it has
worked will in any way reflect how it
will work is just not good leadership.
Second, this makes the assumption
that what Millennials need and want is
a reflection of immaturity or youth.
However, when polled, many Xers and
Boomers have expressed wanting
many of the same things we’ll discuss
in this book.
Therefore, this isn’t about maturity or
the lack thereof. This is about a
different way of doing business.
Finally, statements like this are
generally made out of frustration, fear
or both. To survive in this new
economy will require change--and
change doesn’t come without a price.
Change is difficult. Change takes time
and money (but not as much as you
might think). Change takes risk. And
who wants change when things are
comfortable?
But change is required. Assuming
something will just continue on into the
future unchanged is folly.
Change is also good. Nobody longs to
return to the era of the fax machine
and few people would be willing to
trade in their smartphone for a 1980’s
pager.
This book will serve as the first step in
that change. It will lay the groundwork
“When polled, many Xers and Boomers
have expressed wanting many of the
same things we’ll discuss in this book.”
for the revolution in your organization. I
can’t promise that it will be easy. But I
can promise that if you work on
implementing these ideas in your
company, you will start to see fresh
ideas, excitement and innovation you
couldn’t imagine being without.
So You’re Saying We
Should Cater to
Millennials?Definitely not! After all, that’s part of
what got them here in the first place.
However, their needs and expectations
shouldn’t be roundly dismissed either.
Every new generation that enters the
workforce brings with it challenges of
adaptation for it’s employers. In the
80’s and 90’s there was a struggle as
Gen X entered with different
expectations than the Boomers. In the
60’s and 70’s it was Boomers who
shocked the system.
Each time, older generations voiced
their frustrations. The difference is that
this is the first time that the older
generation (Boomers) and the younger
generation (Millennials) are roughly the
same size. In fact, it’s expected that
the 2010 census will show that
Millennials outnumber Boomers.
Now we have this clash of the two titan
generations over the operational style
of the workplace. Ultimately,
Millennials will win if for no other
reason than attrition through retirement
and death.
However, that doesn’t mean they are
always right in their expectations or
demands. Neither side is. There is
central ground for compromise and
understanding.
I intended for this e-book to be a quick
introduction of where that common
ground can be found.
I mentioned this above and I’ll delve
into this further, but I want this to be
crystal clear: Millennials need the
wisdom and the experience of the
generations above. In fact, most
Millennials understand this and are
quite open to it. They simply expect
and need it to be delivered in ways that
they can relate to it.
Born in 1977, I’m on the leading edge
of the Millennials. As a result, I’ve had
the opportunity to experience much
more than most in my generation. I
also understand the needs and
expectations of the generations above
because I’ve worked so closely with
them for over 12 years.
I believe that this position relative to
both groups provides me with a
perspective that I truly believe can help
to bridge the generational divide.
“Now we have this clash of the two titan
generations over the operational style of
the workplace.”
“Prevailing management theory evolved out of the industrial revolution when the bulk of our economy centered on the creation of products, not the delivery of services.”
Lead. Don’t Manage.Prevailing management theory evolved
out of the industrial revolution when
the bulk of our economy centered on
the creation of products, not the
delivery of services.
Creating a widget is a mechanical task
that requires little to no cognitive or
emotional reasoning. You put the bolt
in the widget then move it down the
assembly line for the next person to
perform their task.
Delivering a service, on the other hand,
is a predominantly cognitive and
emotional work. It requires that we
think creatively about problems and
solutions. We are often required to
consider the feelings of those we work
with and the customers we serve then
adjust how we’re operating in
response.
Mechanical is linear. Cognitive is
anything but linear. So why do we think
we can manage it linearly?
Management is about controlling the
variables, minimizing changes in inputs
and reducing the risk of faulty
outcomes.
Let’s say you’re in the middle of
assembling a car and one of your line
workers decides he doesn’t care for
the aesthetics of how the steering
wheel is positioned. Rather than install
it as required, he feels as if inspiration
has struck so he places it in the middle
of the car “to balance it out.”
What happens? Nothing good.
So managers were installed to ensure
things like this didn’t happen. They
“manage” the variables. They reduce
risk and prevent deviation from
standard operating procedure.
Modern Workers
Shouldn’t Be ManagedUnfortunately, most of what modern
workers (notice I didn’t say “Millennial
workers”) do each day can’t be
effectively controlled using this style of
management. Let me give you an
example: customer service
representatives.
How many people really look forward
to calling the customer service line of a
company? Not many.
“Mechanical is linear. Cognitive is
anything but linear. So why do we think
we can manage it linearly?”
The reason is because they operate
under assembly line management
theory. Most reps are measured on
four major statistics: calls answered,
calls abandoned from the queue (hang
ups while on hold), call time (shorter is
better), and customer satisfaction.
What’s the problem here? Customer
satisfaction is very rarely improved by
talking to more people for shorter time!
And did you know that many customer
service reps have to raise their hands
and get permission to go to the
bathroom? Sign me up!
What do you think would happen if the
primary statistic they were measured
on was customer satisfaction? What
would happen if they could spend a
few extra minutes on the phone with a
customer to ensure their satisfaction?
And what do you think would happen
to morale if they could go to the
bathroom without asking permission
like they were 6 years old?
Management places heavy emphasis
on methodology as a way to improve
results because assembly of a product
depends on consistent application of
methodology.
In a knowledge-based service
economy, is methodology equally as
important as results? Phrased another
way, are the best results always
determined using repeatable,
predictable and measurable methods?
The answer is a definitive “no.”
Leadership is the New
ManagementSo how do we change to
accommodate this shift? The answer is
not to focus on managing processes
but to challenge and encourage
through leadership.
If management is focused on process
and methodology, leadership is
focused on outcome and results.
Leaders improve results by leveraging
the passion, gifts and talents of a
group of people inspiring them to work
toward a common goal.
Leaders are part of the team--not
above it. They focus on demonstrating
and coaching from the front rather than
on directing and controlling from
above.
What does this all look like?
If Martin Luther King, Jr. had installed
managers, I shudder to think where
we’d be today. If Jesus had the 12
Senior VPs instead of the 12 disciples,
“In a knowledge-
based service
economy, is
methodology
equally as
important as
results?”
the Message would’ve been bogged
down in red tape and political
bureaucracy.
To lead a team of people requires a
common goal, a core message, and a
set of principles that the group
chooses to live by and believe in.
There must be a core message and a
culture that is created around it. But it’s
more than that.
Wait for it...
Then you must get out of the way and
let people figure out how to carry that
message and pursue that goal within
the guidelines you’ve created. You
must push them toward excellence by
encouraging them and showing them
that they are a part of something
greater than themselves.
Growing up, most Millennials played at
least one team sport. We had soccer
moms and little league dads. We were
shaped by those experiences to
expect coaching--not managing.
If you want to attract and retain
Millennials your leadership team has to
learn how to become great at
coaching. Have you ever noticed what
sets great coaches apart from good
coaches?
Great Coaches Manage
for ResultsGreat coaches care about winning
(results) but they know there is no set
path for achieving it (methodology).
Each game will be different. Each
game will require a different strategy.
Players can’t do the exact same thing
in each game and expect the same
result.
Great Coaches
Appreciate Uniqueness
Great coaches learn about the gifts
and strengths of each team member.
We can’t all be pitchers. We can’t all be
star outfielders. That’s okay. You need
an array of talent. Find out what we’re
gifted and talented at and let us work
in our strengths.
Great Coaches Know the
Value of One-on-One
AttentionGreat coaches give players lots of one-
on-one attention. They don’t hand
them a manual and tell them to “learn
the plays.” Instead, they tell them to
learn the plays and then they work with
them day in and day out practicing
those plays.
Most companies offer little in the way
of ongoing training. And very rarely
“If you want to attract and retain
Millennials your team has to learn how
to become great at coaching.”
does that come from a manager.
Instead, employees are shuffled to a
classroom during a lunch hour.
Great Coaches Lead from
the FieldGreat coaches rarely sit in an office.
Instead, they are down on the field
working with the players. They lead
from the field.
It’s important to be present for your
team - not hidden away in your office.
Be approachable and available for
them to come to with questions, ideas,
concerns, frustrations, etc.
Then take it a step further and solicit
those from them. Show them that
you’re not afraid of their ideas. It
doesn’t mean you have to run with
them - just that you cared enough to
listen.
IN THEIR WORDS: NILES EMERICK (MILLENNIAL)
The challenge every organization faces today is to engage each individual according to their skills (to benefit the company) AND
their passions (to benefit the individual AND the company).
This provides both a challenge and an opportunity. Those that get this balance right will have a far more loyal workforce, will
attract employee referrals, project a positive corporate image ...
The hard work consists of building relationships with EVERY employee ... not just because it’s a checklist item, but because it
creates a bond that a pension no longer makes. This relationship building takes a lot of listening, asking meaningful questions,
and pressing in to find the passion that each Millennial clings to. It takes time.
In fact, I suspect that EVERY person has these passions ... and it is up to us, the business leaders, CEOs, and Executives to
listen, encourage, inspire and lead. We lead now on two fronts--each requiring equal thought and action: 1) Our responsibility to
our organization and driving business, and 2) Our responsibility to our people locally and globally.
This is not an either or choice; it is a both/and. The relationship goes both ways. We have an incredibly challenging and
rewarding course ahead. Not only to listen, encourage, inspire, and lead, but to do all this while teaching through our own (and
others) stories how devotion, commitment, and loyalty have led to great successes through the course of our own lives.
I asked Millennials what they look for in a manager. Here are a few of their responses.
“Easy! Someone who is willing to let go and who WANTS
new ideas, who is happy when his/her employees provide
suggestions and who is not afraid to admit his/her way may
not be the best way.
I love when managers encourage their employees to
contribute and foster collaboration. This is exciting and how
the best ideas come to fruition. I think employees are
happiest when they believe they are contributing to a
company’s growth and purpose, not just mass producing
work.”
~ Amber
“I left a controlling and inflexible company for one built on trust
because they hired good people--and I took less money to be
happier, and it's worked.”~ Lucas
“I want the following from my employer:
✓ Less status quo culture where people are drones.
✓ Flexibility with my hours with the understanding that I
WILL champion my work and get it done--but not
always in between 9-6.
✓ Give me room to grow and don’t be threatened by wild
ideas.
✓ Ethical work that means something at the end of the
road instead of purely focusing the overall mission on
dollars all the time.”~ Phillip
“They need to be fair, direct, mentoring, supportive, interested
in me as an individual (rather than just what I can do for them),
willingness to be flexible with my personal life.”~ Julie
“I’ve received authorization to offer you an additional 3% if you stay.”~ A quote from a former manager when I gave him my notice
Motivation vs. CompensationI’ve quit a couple of jobs in my life.
When I did, something odd usually
happened--I was offered more money.
Only later did that strike me as
backwards. I hated working for the
company, dreaded each and every day,
felt like the life was being sucked out
of me, and they wanted me to stay.
Who would want someone like that
working for their company? People
who feel that way are a cancer. I was a
cancer to them and they were a cancer
to me.
Remove the cancer! Don’t offer it more
money to hang around!
But that’s how many companies
operate. They assume that the only
reason someone would leave their
great establishment must be that they
were offered more money. Then they
try to throw more money at them so
they’ll hang around.
Money Can’t Buy
HappinessIf I have my basic monetary needs
taken care of, do I really need more
money? Is that really what’s going to
motivate me? Is money the only way to
measure for success? Or do I believe
that if I pursue something that fulfills
me spiritually, emotionally, physically
and monetarily that I’ll ultimately be
more successful and fulfilled? Even if I
don’t have as much stuff?
When polled, Millennials consistently
respond that fiscal motivators don’t
really matter to them once their basic
needs are met. Instead, they place
three things above monetary rewards
as the most important part of their job.
While they’re not delusional in thinking
that they’ll always love every aspect of
a job, they also don’t believe that they
should slog through their lives never
finding satisfaction in their work just to
chase a paycheck with more zeros. If
they’re going to dedicate over a third
of their lives to something, Millennials
want to find fulfillment.
“When polled,
Millennials
consistently
respond that fiscal
motivators don’t
really matter to
them once their
basic needs are
met.”
How do you find fulfillment in work?
Do something you are gifted and
talented at and do it for something
you’re passionate about. If a person is
a gifted accountant and they love the
work, but abhor the company they
work for, can they be fulfilled?
Conversely, if that same person finds
themselves as a hiring manager for a
company they otherwise love, can they
be fulfilled?
In both cases, we know the answer.
So what are the three things Millennials
(and most employees) place above
monetary motivators? Let’s take a
look.
Desire to Work In Their
Strengths and PassionsCompanies that take time to match
more than just skills to a position but
strengths and passion to a position will
find employees who are more likely to
make a longer-term home at the
company. But this is difficult work. It
requires a change in the way you hire.
Most companies view “qualifications”
as more important than passion and
desire to learn. As for me, I will always
take a less qualified person who is
passionate for my company and the
position. In the long-run, they will
always outperform someone without
those traits.
The Importance of
AutonomyMost people think individualism when
they hear the word autonomy. But
that’s not what Millennials want. In
fact, it’s generally just the opposite.
They thrive in team environments. They
seek out people to team up with in
their personal lives. They are extremely
interconnected.
In his new book, Drive: The Surprising
Truth About What Motivates Us, author
Daniel Pink writes that autonomy can
best be thought of as “acting with
choice.” He then writes the following:
“[People want] autonomy over four
aspects of work: what they do, when
they do it, how they do it, and whom
they do it with.”
Very few companies give their
employees even one of those choices,
let alone all four. If you want to attract
and retain Millennials, your company
will need to find ways to give people
autonomy over their work. Let them
“People want autonomy over four
aspects of work: what they do, when
they do it, how they do it, and whom
they do it with.”
pick projects. Let them choose their
team for a project. Let them set their
schedules.
If you don’t give your employees
autonomy, someone else will. And if no
other company will, they will take the
brightest minds of their generation and
start their own competing company
and you’ll be in trouble.
Work That MattersTake the time to read the In Their
Words sections throughout this book
and you’ll see a common theme: every
single one of them wants to be part of
something bigger than themselves.
They want to feel like they’re doing
work that actually matters.
They want to make a difference.
How do you make a difference? The
answer is going to be different for each
person but all will have a common
thread – leveraging what they do for
the benefit of something greater than
themselves.
Sometimes this purpose comes from
working with an organization like
Children’s Hunger Fund or Habitat for
Humanity. Other times, it can come
from seeing how the work they do
directly impacts the product or service
your company provides and changes
the lives of those who use it.
You must show Millennials how they
are making an impact on a larger world
by working with your company. Tell
“Every single one of them wants to be
part of something bigger than
themselves. They want to feel like
they’re doing work that actually
matters.”
IN THEIR WORDS: JASON MOORE
(GENERATION X)
My experience with managing this
generation leads me to think the
point that you make that is most
important is:
“You must push them toward
excellence by encouraging them and
showing them that they are a part of
something greater than themselves.”
In general, this is no different than
previous generations, but this is the
first generation that has a realistic
option to avoid long-term
employment at companies that don’t
fit their ideals. Prior managerial
generations could use fear-based
tactics to keep employees in lock
step. There are more opportunities
available to people in just about any
geography where this is no longer
the case.
stories of the people being impacted.
Let them meet your clients. Serve in
the community with them. There are a
lot of ways to make this happen.
Why We QuitEvery single Millennial who has
commented on my blog has done
something that most companies have
never been able to understand: they
went to another company that was
offering less money. Or, in a couple of
cases, they left a well-paying job to
create their own company. This
includes myself.
Why? The answer is simple: we will
leave for less money if we get these
three things somewhere else. If you
want to keep us, learn to motivate us
by creating a company we will thrive
in. Don’t just try to compensate our
misery.
If you provide these things, many of us
will give you more of ourselves than
you could ever imagine. Your company
will thrive.
“If you want to
keep us, learn to
motivate us by
creating a
company we will
thrive in. Don’t just
try to compensate
our misery.”
IN THEIR WORDS: NANCY REECE
(BABY BOOMER)
Ok--here’s the hiring boomer’s
perspective. I would like to see
Millenials be more strategic--think
long term in terms of their gifting and
what they can contribute as opposed
to 6-12 months. What would it take to
get you to commit longer term to our
company if you’re a rising star?
You cannot manufacture culture.
Overhaul Your CultureIf you want to attract and retain
Millennials, you are going to have to
overhaul your company’s culture. Let
me just spoil the surprise: almost
everything you’re doing right now is
repelling them.
A company’s culture is one of the most
important factors in a Millennial’s
decision to join--or stay at--a
company. If they don’t like your
culture, they will leave. If you have
trouble retaining Millennials, you likely
need to start here.
Haven’t We Been
Discussing Culture?In a manner of speaking, yes. “Leading
instead of managing” and “motivating
in addition to compensating” are really
cultural decisions you’re going to have
to make about how you run your
company or your team.
But culture, as important as it is, is
impossible to manufacture. It’s more
than simply changing a few policies
then patting yourself on the back for a
job well done.
What Culture Is NotBefore we talk about what culture is,
let’s spend a second on what it isn’t. A
culture isn’t created through typical
corporate initiatives or programs.
Companies are notorious for creating
dumb programs with titles like “Vision
2010” or “Leading Through Innovation
Initiative.”
Do not even think of creating anything
that sounds remotely like “The Summit
for Creating a Better Culture” unless
you like halting progress before it
begins.
Let me repeat this: you cannot
manufacture culture.
So What is Culture?Culture is what is created when a
group of people share a core set of
values and choose to live by those
values.
Your company’s culture is determined
by your entire team’s beliefs and
behaviors as they pertain to each
other, your customers and your
mission. It is not determined by
programs or committees. It is formed
and nurtured over the life of your
company. Programs have end dates.
Creating a great culture does not.
So how do you overhaul your
company’s culture?
Step 1: Examine What
You Personally ValueIf you run a company or team, the
culture of that group is a direct
reflection of what you value. If your
team seems set in their ways and
avoids risk, it’s probably because
you’ve made it known that you value
predictability and perfection over
innovation and failing forward.
If you don’t have a passion for
something, if you don’t desire growth
and learning, if you don’t see work as
more than just an opportunity to make
money, your team won’t either.
If your team doesn’t feel valued, it’s
because you don’t value them.
If your team doesn’t offer input, it’s
because you don’t value it.
If your team gossips, it’s because you
haven’t placed value on character and
integrity.
A fair word of warning: if you truly want
to change your culture, be prepared for
a painful process. When we see
ourselves through the lens of what
we’ve created, it can be devastating
because we can’t create excuses for it.
If you’re not willing to do this, your
company’s culture will never change.
Why should anyone examine
themselves if the leader won’t? Is that
even leadership?
You must begin by changing your core
values. A company’s culture and
values can’t grow beyond that of its
leaders.
Step 2: Examine What
Your Company ValuesIf your first response to this is to say,
“We have a Mission Statement and
Vision Statement so we’ve already
done this,” please know that those two
things are not enough. In fact, they’re
more likely useless since very few of
your employees even know or care
what they say.
Why? Because almost all of them
involve useless statements and
buzzwords that mean absolutely
nothing whatsoever. Mission and
Vision statements generally read like
products of the legal department--not
like they were crafted by people
passionate about what the company
does.
“Mission and
vision statements
generally read like
products of the
legal department--
not like they were
crafted by people
passionate about
what the company
does.”
Your company’s core values are the
principles by which you operate. In
recent times, I don’t believe there is a
better example of this than Zappos--
the online retailer that was recently
purchased by Amazon for over $1.2
Billion.
You can read the list of Zappos’ 10
Core Values in the callout to the right.
And the Zappos Mission Statement?
“To live and deliver WOW.”
Now, let’s put this to the test. Let’s say
a customer who is extremely unhappy
with a shipment they received calls
your customer service department.
What happens in your company if “The
Supervisor” isn’t immediately available
to help out? Will your employee know
what to do? Will they feel like they can
make a decision without escalating it?
Do you even trust them to?
At Zappos, anybody can return any
item for any reason within 365 days at
no charge. If you’re first thought is,
“WOW! That’s insane,” they just
succeeded at delivering on their
mission statement and core values.
It took them over a year to craft this list
that originally started as 37 principles.
No switch was flipped. It began with
the leadership asking themselves what
kind of company they wanted to
create.
Then they worked closely with the
employees to find out what kind of
company they wanted to work for. This
is key. You shouldn’t try to dictate to
your employees what the culture will
be. You must involve them in the
process and value their input as
equally important.
Ignore that last paragraph at your peril.
Step 3: Relentlessly
Pursue Your Core ValuesWhen working on your core values,
create high standards and then hold
THE ZAPPOS 10 CORE VALUES:
1. Deliver WOW Through Service
2. Embrace and Drive Change
3. Create Fun and a Little
Weirdness
4. Be Adventurous, Creative, and
Open-Minded
5. Pursue Growth and Learning
6. Build Open and Honest
Relationships with
Communication
7. Build a Positive Team and
Family Spirit
8. Do More with Less
9. Be Passionate and Determined
10. Be Humble
“No switch was flipped. It began with
the leadership asking themselves what
kind of company they wanted to create.”
everyone accountable to the relentless
pursuit of them.
If you say you value “fun and a little
weirdness” but have a policy that
requires people to wear ties to work
and doesn’t let them decorate their
desk with more than one picture,
you’ve failed.
In your relentless pursuit of your
values, you will have to change a lot of
what you do and how you do it. You
will have to rewrite your mission
statement and vision statement (or just
integrate them into the Core Values
and get rid of them altogether). You will
have to examine every corporate
policy. You will have to examine your
hiring process.
Everything must be changed. The
good news is that it doesn’t have to
change overnight. Give people the
freedom (read: autonomy) to figure out
how to change these things a little bit
at a time (or a lot at a time if they
choose to do so).
Core Values Create
Accountability To CultureThe beauty of a set of core values that
everyone knows and agrees to is that it
creates accountability. If you’re not
playing by these rules as an employee,
you’ll feel pressure to change or leave.
People become protective of cultures
like this because they are so difficult to
find.
On the flip-side, if you as a leader
violate them yourself, you will lose any
trust or credibility you created. If you
ask for openness and honesty but then
don’t paint realistic pictures of where
the company is at, you may as well
take that out of your core values.
Core values will either make you better
or brand you as a hypocrite so be
aware of what you’re asking for when
you create them.
“Everything must be changed. The good
news is that it doesn’t have to change
overnight.”
The workforce - your workforce - is rapidly transitioning to a younger generation. The conversation should no longer center around if your organization should change, but how.
ResourcesI wish I could say that this e-book was a comprehensive, all-you’ll-ever-need type of guide. But this is just the tip of the iceberg.
To continue researching this topic, you’ll want to take advantage of some of the great resources that are out there. Below is a list of
books, blogs and others who are doing a great job helping people understand The Millennial Revolution.
To visit the resource, just click on the resource name or the link. If you think I’m missing something, let me know and I’ll consider
adding it to future versions of this book.
Books on Related Topics & TrendsLINCHPIN: ARE YOU INDISPENSABLE? - BY SETH GODIN
This is one of the most important books on this list. In Linchpin, Seth Godin argues that we are all artists now because most of us
deal with emotional work. We create and sell ideas, not widgets. So how can we become indispensable in this new paradigm?
That’s what Seth covers. Click here to pick up Linchpin by Seth Godin.
DRIVE: THE SURPRISING TRUTH ABOUT WHAT MOTIVATES US
This book by Daniel Pink is a shocking and enlightening look at what truly motivates people to performance.
Click here to pick up Drive by Daniel Pink.
A WHOLE NEW MIND: WHY RIGHT-BRAINERS WILL RULE THE FUTURE
This was Daniel Pink’s first book. It’s a fascinating look at how our economy is shift- ing from being predominantly left-brained to
one driven by right-brained thinking and work. Click here to pick up A Whole New Mind by Daniel Pink.
SWITCH: HOW TO CHANGE THINGS WHEN CHANGE IS HARD - BY CHIP & DAN HEATH
Understanding why some change is easy for people while other change is difficult can be a valuable tool for any leader trying to
affect change in their organization. Chip and Dan Heath examine two “systems” within our brains - a rational system and an
emotional system. If you want to make change easier for people, you have to get these two systems to align. Click here to pick up
Switch by Chip and Dan Heath.
DELIVERING HAPPINESS: A PATH TO PROFITS, PASSION, AND PURPOSE - BY TONY HSIEH
Tony Hsieh is the founder of Zappos - a company recently purchased for over $1B by Amazon. He’s also known for creating one of
the most innovative company cultures this world has seen. His book, Delivering Happiness, talks about how they did it. Click here
to pick up Delivering Happiness by Tony Hsieh.
NOW DISCOVER YOUR STRENGTHS - BY MARCUS BUCKINGHAM & DONALD O. CLIFTON
This book--along with the slimmer StrenghtsFinder 2.0--are tools I regularly recommend when working with clients. I’ve used them
in hiring, managing and coaching situations to better understand the people I work with. Given that all employees (not just
Millennials) want to work in their strengths, you would be wise to invest in a copy of at least StrengthsFinder 2.0 for every person
on your team. Then, use the results to ensure that you have the best people in the best positions. Click here to pick up Now
Discover Your Strengths by Marcus Buckingham and Donald O. Clifton.
STRENGTHS-BASED LEADERSHIP - BY TOM RATH
This is the leadership edition of the StrengthsFinder test and covers the reader’s leadership styles and strengths (as different from
their general strengths). Believe me, they are much different. Consider this book for your leadership team. Click here to pick up
Strengths-Based Leadership by Tom Rath.
Blogs You Should ReadI’m a firm believer that you should read the works of those who are either influencing the people you want to understand or who
have a strong handle on what makes them tick. With that said, here are some of the people who influence and/or understand the
Millennial generation.
Seth Godin - http://sethgodin.typepad.com
Without a doubt, Seth Godin is one of the most influential and forward-thinking leaders on this shift in the workplace. If you’re not
yet reading his blog and his books--specifically, Linchpin--you’re in for a thought-provoking and challenging treat.
Gary Vaynerchuck - http://garyvaynerchuck.com
Gary is a Gen Xer who resonates with those in many different generations--including Millennials. His message is one of pursuing
your passion with intensity and hard work.
Chris Brogan - http://www.chrisbrogan.com
A forward thinker. Also a Gen Xer with a large Millennial following. He writes and speaks on passion, new media and
communication and marketing in a new era of business.
Leo Babauta - http://zenhabits.net
If you want to understand how many Millennials view finances, possessions and work, this would be a great blog to start with.
Pamela Slim - http://www.escapefromcubiclenation.com
Author of the incredible book Escape from Cubicle Nation, Pam is a coach and speaker who works with people interested in
fleeing the cubicle for something more fulfilling and meaningful.
Michael Hyatt - http://michaelhyatt.com
I’ve had the pleasure of working with Mike and I can say from first-hand experience that he is a CEO who gets it. On his blog, you’ll
find posts on leadership, transparency, social media (for executives), and much more content geared toward leading people
through times of change. Being in the publishing world, Mike has done a spectacular job of doing just that in his company. Most
Millennials I know would give their right arm to be coached and mentored by him. So we settle for his blog.
Donald Miller - http://donmilleris.com
Don is a renowned author of multiple best-selling books all geared toward Xers and Millennials. His emphasis is on the spiritual
and social side of the equation and he appeals to people of varying beliefs, backgrounds and ideologies. Not an easy task given
the topics.
Jason Moore - http://newrulesofwork.net/blog
Jason Moore writes on culture and leadership effectiveness. He doesn’t post very frequently, but the stuff he has on his site will
keep you quite busy as you wait for new content.
Brazen Careerist - http://blog.brazencareerist.com
Penelope Trunk is the creator of Brazen Careerist--a site dedicated to the Millennial workers. It features a blog, social networking,
tools and resources all centered around the transition between the generations. She will offend you and challenge you. But you
shouldn’t ignore her.
Travis Robertson - http://travisrobertson.com
If you received this book from a friend, I’d encourage you to visit my blog as well. I spend a lot of time looking at business and
social trends from the Millennial viewpoint. As a speaker, consultant and writer on the topic, I’ve worked with leaders and
employees in every generation in an effort to bridge the divides and clarify the misunderstandings. I think you’ll find the perspective
helpful as you lead this movement within your organization.
Other ResourcesThe Catalyst Conference - http://www.catalystconference.com
A spectacular event created by Andy Stanley and Craig Groeschel that brings together leaders who desire to impact a new
generation. While the event is geared toward the Christian community, they have hosted business leaders such as Seth Godin who
I mentioned above. I would encourage you to investigate it for yourself before drawing any conclusions.
Tim Elmore & Growing Leaders - http://www.growingleaders.com
An organization focused on training up a new generation to be thought-leaders and change agents.
Understanding begins with a dialogue.
Work With MeBIOGRAPHY
After 12 years of leading teams of Millennials in the technology industry, I am using my experience and
knowledge to help companies and organizations develop strategies for growth in a new era of business.
With the Millennial generation now outnumbering the Baby Boomers, I will teach you how to engage with
this group and clarify the myths and misunderstandings that surround it. A Millennial myself, I bring my
passion for - and experience with - technology, new media and leadership to each engagement.
SPEAKING
If you’re interested in having me speak to your company, organization or group about The Millennial Revolution, you’re in for an
enlightening and energetic session. I have spoken to executives, leaders and teams across many different industries. Sessions are
focused on helping foster understanding and communication across all generations.
I can speak from a variety of angles including:
• How to attract, hire and retain Millennial team members
• How to attract clients and customers from within the Millennial generation
• How to understand, communicate and work with Millennial team members
CONSULTING
Over 75% of companies agree that they will need a Millennial strategy for their company. Despite this, most of those companies
admit they have not yet created a strategy for attracting, hiring and retaining Millennial team members. Nor have they developed a
strategy for reaching them as clients or customers. I can work with your team and guide you through this process.
If you would like to book me to speak to your organization or are interested in developing a Millennial strategy, you can reach me
directly at [email protected] or by calling me at 615.212.2184.
Thank you. If you enjoyed this book, please share it.