The reality of a changing work environment and the strategies that are needed for the success of the organization. It addresses the challenges associated with the leadership of a team under this time in history.
“Go to the ant: you sluggard. Consider her ways and be wise! It has no commander, no overseer or ruler, yet it stores its provisions in summer and gathers its food at harvest.”(Proverbs 6:6, NIV) These words, spoken by King Solomon over two thousand years ago illustrate the necessity of work, of saving, of personal discipline. Over time, the opinion of many regarding these principles has changed dramatically. Specifically, the last thirty years of American culture have proven to be revealing as to where our values are placed to which the national debt is an indicator. The “pursuit of happiness” is what many now describe as the pursuit of the American dream. “It's my right to own this or that,” some may say. In reality, this mentality has eroded our culture creating a ripple effect on society. Biblical wisdom has set the standard for how one should live in the world. Universal laws govern who we are as individuals. A clear plan of rewards and consequences or accountability is laid out in this understanding. People today have a stronger focus on “loving pleasure” rather than being a “lover of God”. Tolerance for a personal belief system dictates that everyone does not “need” God, a “higher power”, or any other version of authority. Regardless of personal belief systems, the understanding that “I can do it all myself” creates an indelible mark on the “plans that God has for us”, his creation. The prophet Jeremiah stated that “God's plans are to prosper us, to give a hope and a future.” The result of this cultural erosion is the presence of a mindset which has made the work experience challenging, to say the least, for the employer.
This presence of self-made awareness has created a culture which speaks to personal pleasure interpreted in the way in which we work. Larry Burkett, a renowned financial author and speaker, when speaking about the prevalence of “get-rich-quick-schemes” stated that “if it sounds too good to be true, it probably is”. The truth is that our youth have been brought up in this culture and bring its value set into the work experience. The result is a conspiracy, one which says I don't have to work to get what I want. Managers are often doing a trapeze act to entertain employees and produce results. Young people are constantly bombarded by this philosophy which poses an increased challenge to the future of American workers, the next generation. The presence of television shows like “Deal or No Deal” speaks to the absence of work as a reality. The conspiracy is one that employers must get their arms around in order to reach this new generation and create a work environment that increases productivity and yields higher rewards for the organization. The manager holds a crucial role in the understanding of this prevailing conspiracy and needs to take necessary steps to strengthen personal discipline among young people in the work place. The pressing question asks whether or not it can be influenced for future years. The answer to this query has been raised by leaders for a long period of time and one which is not going away. As leaders, we must understand the heart of our youth to tackle this effectively.
The future of the American workforce rests upon an understanding of basic qualities needed for the management of younger employees. Every person has needs which must be met by each station in life. The theories which surround the why of human behavior offer clear indicators to organizational effectiveness. As previously noted, our culture is speaking a clear message regarding what motivates the adolescent. There are a few characteristics which mark the management of youth. Operating under this pretense does not guarantee success but serves as guideline for comprehension. Maslow's hierarchy of needs indicates a realization of five basic needs, physiological, safety, social, esteem, and self actualization. Focusing attention on the last level, self actualization, it is critical to note that this is “the desire to become what one is capable of becoming”. (Hersey, Blanchard, Johnson, 2001) This desire is at the crux of team dynamic. Regardless of the theory, understanding culture is a significant portion of the solution. The following are a few suggestions for managers which tap into this critical generation.
Remain current in modern trends among young people. Doing so will build connection with key motivators.
Take every opportunity to increase relationships with the young people in your charge. Adolescents recognize a fraud when they see one. If a leader is transparent in each interaction interior motivators are revealed which may make headway to increase organizational efficiency.
Develop strategies which diversify the work experience of the adolescent. In laymen's terms, cross-train every team member.
Observe and assess the growth of each worker to ensure that skills are in line with key motivators. They will be much more productive if they sense that they add value.
Follow-up consistently with key motivators so that management goals are running parallel to the employee. When it is not, efficiency drops dramatically.
Today's leadership of young people is a delicate and rewarding juggling act which must be balanced with cultural trends to produce organizational effectiveness.
