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[quote=Anonymous][quote=Anonymous][quote]Of course these are generalizations, and some of these are about any generation when they were in their 20's. But many of these things are what I picked up in this thread. And they are things that I've observed in the workplace. They clash with the Boomers and [b]Gen Xers who believe you have to work your way to the top and and/or advancement is based on results.[/b] [/quote]

What a crazy idea - that advancement depends on results!

[/quote]

+1.

This thread is full of old crappy angry people. I don't understand your perspectives at all. I manage a team of 12, And all of them are entitled to success based on their performance and the contributions they make to the team. Short summer stronger than others and some have some really dumb question sometimes and I'll tolerate that to an extent when somebody does something that they shouldn't I let them know, But to me it's not about complaining that they ask you to do something that could've done on their own it's about showing them the error of their ways and giving them opportunities to stretch and grow so they one day become you.

For instance I would never look a first year out of undergrad and expect them to have the same degree of self driven work as a 2nd or 3rd year. Being Junior means learning to take direction being a somewhat less junior person means learning to anticipate needs. I would never begrudge an associate coming to me and asking for something silly like the location of the policy on the Internet site but I would begrudge that I'm a manager with five or 10 years experience, Because bluntly at that level I expect them to be able to problem solve their own the matter what the problem is and that solution should not necessarily always be to come to more senior individual.

This isn't just about the silly things like a location of a file on the intranet, But also about learning to influence an organizations up and across and even down understanding how you can leverage the people around you to get things done, Whether they are direct reports or not.

And frankly these are the skills to become increasingly more important the higher up in organization you go; By the time you reach Dir. half-your job is people management andlearning to work within the confines of an organizations culture dynamics and limitations. I tell my team that if they don't feel uncomfortable once a week they're not trying hard enough to do something new that makes them grow. So I asked people what they want to do and I try and stretch them in those directions as much as possible. Most importantly I find it if you empower your people they will empower you and it will go the extra mile whether you need them to stay they will do it on their own.

Empowerment can come in many different forms I let my team work from home, I let my team work whatever hours they please let them take as much sick time as they need and as much vacation time as they can. If one of them falters I backed them up I don't feel them under a bus if one of them needs help I help, if one asked to go to training I make the time for them to go to training. I'm honest about their strengths I'm honest about their weaknesses but most of all I reward results. Team member who works 30 hours a week and killed it will always get a better performance review and someone who works 60 and achieves nothing.

And in the end my team respects me and will go the extra mile for me because they know I respect them. Funny how simple it all is in yet how few managers understand this.[/quote]

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