In one of those “this made by day” moments, a friend of mine forwarded a review of my book Geeks, Geezers, and Googlization.  The review was written by Charles Sizemore at HS Dent and published in the March 2010 edition of the HS Dent Forecast. Not only was I pleased – no, ecstatic – over the author’s insight and comments, it was especially rewarding because it was completely unsolicited and unanticipated.

The book review in its entirety is posted below.

“What is a generation?” asks Ira Wolfe in his new book Geeks, Geezers, and Googlization. “A generation is a group of people who are programmed by events they share in history while growing up… a common set of memories, expectations, and values based on headlines and heroes, music and mood, parenting style, and education systems.”

I would agree with this definition, and would add that it ties in with the concept of generation gap. Parents (and sometimes even older siblings) often do not “get” their kids. They don’t understand their vocabulary. They don’t understand what motivates them. And they absolutely, for the life of them, cannot understand why a pieced eyebrow is cool. (Who am I to criticize…in my childhood, coolness was defined by acid-washed jeans that were tightly rolled around the ankles and permed hair and makeup on male rock stars. Go figure.)

Mr. Wolfe’s book is an interesting study on the relationships between the generations in the workplace. It’s very similar in substance to the generational work done by William Strauss and Neil Howe (Generations, The 4th Turning, Millennials Rising), but it’s much less academic and, frankly, quite a bit easier to digest. Corporate executives who find themselves managing a multigenerational workforce should find the book quite valuable, as should anyone struggling to understand the generation gap in their own home, for that matter.

Wolfe speaks of the generations as if they were single members of a large family. At this stage in their careers, the Baby Boomer managers are “parents,” while the Echo Boomer employees are “kids.” Generation X, stuck in the middle as always, is analogous to an unloved older stepchild, cut off from the nurturing love fest between the Boomers and Echo Boomers.

Of Generation X, Wolfe writes “Coming of age in the shadow of the Baby Boomers virtually ensured that this generation would be overlooked and ignored; like Great Britain’s Prince Charles, they are the workplace ‘heirs apparent,’ waiting endlessly and impatiently to assume leadership.”

And like the unfortunate Prince Charles, their waiting has no end in sight. Gen X is hitting a “gray ceiling,” as the incumbent Boomers refuse to retire and make room at the top. But while Gen X waits for its chance to take the reins, Gen Y is slowly coming up behind them. Given the symbiotic relationship between the Boomers and their “Mini Me,” the Echo Boomers, Gen X is right to worry about being leapfrogged.

Perhaps it should come as no surprise that Gen X is a very entrepreneurial generation; with the Baby Boomer generation acting as an 80-million-person roadblock to their career advancement, it is understandable that Gen Xers believe that their best chance to excel is through starting their own businesses. Of course, Gen X also watched their parents and older brothers suffer through the layoffs and restructurings of the late 1970s and early 1980s. Seeing quality professionals lose their jobs through no fault of their own made Generation X grow up a little cynical and mistrusting of large companies.

Wolfe also has a secondary theory for Generation X’s independence and somewhat prickly demeanor. While the Echo Boomers were the “trophy kids” who were coddled from birth by their well-intentioned soccer moms who slathered them in antibacterial hand wash every time they left the house, Gen X was the “latch-key kid” generation. They had to fend for themselves at a young age. They also weren’t required by law to wear a helmet and knee pads every time they rode their bike to school, nor were they required to sit in a car kiddy seat until puberty. In short, they weren’t smothered by their mothers (or by the “nanny state”), and they were allowed to be kids — little Huck Finns and Tom Sawyers who got into a lot of trouble but ended up stronger for it.

Don’t underestimate this personality characteristic; you don’t realize how valuable it is until you see the alternative: the neediness of the Echo Boomers (also called the “Millennials” and “Gen Y”). In smothering their children with things like “My kid is an honors student” bumper stickers, the Baby Boomers have created a codependent monster in the Echo Boomers they raised. Echo Boomers require constant attention and affirmation in the workforce. They’re emotional and oversensitive. And they don’t understand why it’s not ok to wear an eyebrow piercing into a place of business if you want to be taken seriously or that it’s rude to have your face buried in a text message when someone is talking to you. (This is my personal pet peeve. Though she is now a married professional in her mid-20s and generally has good manners, my Echo Boomer kid sister has the annoying habit of doing the “Blackberry prayer” when I’m trying to talk to her. Her husband does it too. It’s maddening.)

Wolfe does an excellent job of describing the frustrations felt by managers today:

At school, teachers accentuate the positive. Kids no longer fear the bad report card — teachers do. This generation was treated so delicately that many schoolteachers stopped grading papers and tests in harsh-looking red ink to avoid bruising the child’s precious self-esteem. Managers in turn must now tread lightly when making even the most benign critique…

How did these kids get this way? For many Millennials, few “accomplishments” didn’t rate some type of acknowledgement. In games, it was common for everyone to receive a trophy — win or lose — thus the name “trophy kids…” The lesson shifted from “second place is the first place for losers” to “everyone who plays is a winner.”

This generational tension is a bit ironic. While many managers and most of the media targets the kids, the blame might fall squarely on the very people doing the loudest complaining — doting parents, teachers and coaches. After all, the grumbling Baby Boomer managers are the same indulgent parents who raised the millennial generation after starting families late in life or vowing not to make the same mistake twice with children from second and third marriages.

Wolfe, a graying Baby Boomer, is certainly no crotchety old man wagging his finger at “kids these days.” Quite to the contrary. (If anything, it is me, your younger Gen X writer who fits that description.) Wolfe sees a lot of untapped potential in this young generation. What I might consider a short attention span, an inability to focus, and insufficient attention to detail, Wolfe calls “hyperalertness,” defined here as an “advanced form of mental flexibility.” I would consider instant messaging three friends while simultaneously uploading photos to Facebook, blogging about rock bands, playing Second Life, and listening to an iPod to be a colossal waste of time of absolutely no economic value. I certainly wouldn’t call it “multitasking.” But I guess that makes me old school.

At any rate, Mr. Wolfe’s objective is not to pass judgment. His objective is to help managers better understand those under their control. And on this front, Geeks, Geezers, and Googlization is a useful too. I’d recommend this book to anyone in a position of authority over a multigenerational workforce.

Charles Sizemore, CFA

This book review was originally published in the March 2010 edition of the HS Dent Forecast.

Entitlement has become a dirty word these days, especially when you pit a Baby Boomer with a Gen Y.

When I asked my audience recently what words first comes to mind to describe Gen Y (born between 1980 and 2000), a Baby Boomer (born between 1946 and 1954) shouted out “entitled!” “I’ve worked hard every single day since I graduated high school,” she said angrily. “And these damn kids expect to get everything handed to them today.”

Just then, a phone rang. It was the angry Baby Boomer’s. Without missing a beat, she picked it up and started talking. She didn’t turn it off. She didn’t apologize. She didn’t even tell the caller, “Sorry, I can’t talk now.” She just started carrying on a conversation, before striding out of the room.

Continue reading…

Geeks, Geezers, and Googlization author Ira S. Wolfe was interviewed by Donald Roeck, host of Delmarva Today, on Public Radio Delmarva -WSDL 90.7 and WSCL 89.5. The interview aired on February 5, 2010. 

Duration 30:08

To listen to more interview by Ira, click here.

Is it any wonder why resentment is building between the Baby Boomers and younger generations, Gen X and Gen Y?

The following is an excerpt from a “state of emergency” speech delivered by Gov. Chris Christie (R-NJ) last week:

One state retiree, 49 years old, paid, over the course of his entire career, a total of $124,000 towards his retirement pension and health benefits. What will we pay him? $3.3 million in pension payments over his life and nearly $500,000 for health care benefits — a total of $3.8m on a $120,000 investment.

A retired teacher paid $62,000 towards her pension and nothing, yes nothing, for full family medical, dental and vision coverage over her entire career. What will we pay her? $1.4 million in pension benefits and another $215,000 in health care benefit premiums over her lifetime.

How many times will this scenario be repeated over the next decade as Baby Boomers retire?  And let’s not forget this little detail… the pension and medical benefit kitty that is supposed to pay these people.  Well it’s short just a few dollars – like $90 billion. To even keep up with annual payments, residents of New Jersey would have to pay $7 billion per year.

So it seems like we’ve got a problem that only Gen X and Gen Y can solve.  If only we had any jobs for them.

Just minutes ago, a client asked me this question: “is there a page on your website that describes each generation?”  I said, “sure. Let me send you the link.”  And then after dozens of searches using a variety of keywords on my multiple websites, I had one of those blinding flashes of the obvious! After writing and publishing thousands of articles and newsletters, I never took the time to write one providing a simple, succinct description of all four generations. DUH!

So…here’s the fix. What follows are descriptions of the four distinct generations working side-by-side in the workplace along with their most significant values.

Who are the Veterans?

Born Before 1946. Veterans have a very strong work ethic. “Just git’er done” could be their motto. Give an impossible task to a Veteran and somehow, someway it will get done. Most have served in the military or been married to someone who did. As a result, Veterans tend to be very respectful of seniority, title and rank. Because their world outlook was shaped by the Great Depression and World War II, Veterans have a very practical outlook (make do, reuse, recycle) and know how to put money away for a rainy day.

Key Veteran values: Self-sacrifice and dedication. 

Who are the Baby Boomers?

Born between 1946 and 1964. Baby Boomers invented the 60-hour workweek.  They are competitive to their own detriment at times with a “work-til-you-drop” work ethic. They have a history of turning endings into beginnings.  Now entering traditional retirement age, they have no plans for porches, rocking chairs, or seats at bingo tables.  Retirement is not the end of a career but the start of a career transition. They are optimistic about their own lives – they believe that if you set goals and work hard, you can achieve whatever you set out to do. Boomers have less respect for rank and hierarchy than their predecessors but still respect the hierarchy of leadership, especially when they can be part of it. They set long-term goals and have the “no pain-no gain” attitude to set them through. 

Key Boomer values: Hard work and be a team player. 

Who are the Gen X?

Born between 1965 and 1979. Gen Xs are the free agents of the workforce – independent, self-reliant, and entrepreneurial. Because they don’t find any value in wasting time with non-essential stuff, they shattered the management philosophy of “if ain’t broken, don’t fix it.” Gen Xs grew up alone because both parents were working. In addition, 40% of their parents were divorced and/or lost their jobs during the ’80s and ’90s. As a result, Gen Xs are very concerned about life balance and fiercely protective of family time. They tend to be skeptical and pragmatic, and value leadership by competence. They have no respect for service, title or rank because their parents had all three and lost their jobs anyway. Their career paths create a mosaic of work, learning, family and even sabbatical. When they receive an email at 11 PM from their Boomer boss, they don’t think “Wow, she works hard” but “Wow, she might be over her head and can’t handle the workload.” 

Key Gen X values: Life balance and respect for individuality. 

Who are Gen Y (also known as Millennials)?  

Born between 1980 and 2000.  Gen Ys are very entrepreneurial. Most worked at legitimate jobs before they left high school. Gen Ys are technology-savvy. They’ve never known a world without mobile devices and 24/7 connectivity. They see themselves as citizens of the world and feel very connected through the Internet. Gen Ys fly to Europe to visit friends and family as easily as Veterans and Boomers crossed state lines. Family vacations take place on cruise ships instead of cabins by the lake. They have better relationships with their parents than many Gen Xs and Boomers, and have a strong interest in teamwork (although they define “team” differently than Boomers and Xers). And despite an ongoing debate about the human ability to multi-task, they seem to be creating a new frontier for juggling multiple activities simultaneously. 

Gen Y values: Making a difference in the world and respecting diversity.

I’ve also excerpted the chapter from my book Geeks, Geezers, and Googlization that describes each generation in more detail. To download a free copy of this excerpt, click here.

Worried about your next generation of leaders?

You’re not alone. According to a new survey about leadership skills from Pearson and Executive Development Associates Inc. (EDA), 57% of business executives said their leadership talent pipeline was the same or weaker today than it was two years ago. Seventy-five percent said increasing bench strength will be their top business priority for the next two to three years. Is this too little too effort? 

When asked what skills were needed to assume executive positions within the next three to five years, respondents cited strategic thinking, leading change, the ability to create a vision and engage others around it, the ability to inspire, and the ability to understand how the total enterprise works. But the respondents also agreed these were the very skills lacking in their current talent pool.

The right successor must have just the right blend of personality, time and experience. And with a more complex and faster changing marketplace destined to be our future, the ability to deal with ambiguity and paradox is paramount. This combination requires innate talent plus development.  Creating this competency can take years and many people just are not equipped to ascend to the role. And others who have the skills and experience aren’t willing to give up their personal and family lives in exchange for a promotion and title. What motivated the Baby Boomers doesn’t motivate Gen X and Gen Y.

In addition to lack of skills, a leadership shortage is all but a done deal. When the Baby Boomers finally decide to slow down or retire, pure demographics will stall the succession. Gen X, the succeeding generation, is little more than half the size of the Boomers. And many Gen X and Gen Y are putting family before careers. 

One more glitch: while three to five years may not be enough time to develop the next generation of leaders, it might also be too long in a competitive market. Many talented Gen X are tired of waiting for the Boomers to get out of the way. As the economy is rebounding, job  offers will start coming in. It is already happening. Competitors and emerging companies are scouring the job market for talent and your next leader could be their target.

For good and bad reasons, many organizations are slow to get involved with social media. It’s a mistake — a big mistake. A wait-and-see attitude might have worked in the past, but it’s a clear indication how out of touch management is with what’s happening in their marketplace.

One critical reason to start building a fan base on Facebook or followers on Twitter today is to have an attentive audience when you need them. To do that you need to be available when they need you, not when you decide the time is right. That might be too late.

Take Toyota for instance. Who would have thought that one of the most reliable brands in history would manage its first major recall so poorly? Yes, I credit Toyota for their candor and unprecedented decision of this magnitude to halt all sales of recalled vehicles. But as far as responding to questions, dealers are in the dark. Customers are angry. 

At least that’s what you hear and read in the traditional media. I wondered if that was the whole story. So in the words of Paul Harvey, here’s the “rest of the story.”

Toyota’s Facebook presence is a story of success and missed opportunity.

First, the missed opportunity. 

The first thing I did when I landed on Toyota’s Fan Page was look for the number of fans. Since a week has passed since Toyota announced the recall, I was expecting fans for this popular brand would be in the hundreds of thousands, if not millions. My expectation was promptly crushed. Less than 70,000 fans were following Toyota. In what could be one of the biggest threats to a brand’s reputation in history, Toyota has a fraction of a presence compared to other popular brands — Coca Cola, Starbucks, Red Bull. 

So with only 70,000 member — are they kidding me? Coca Cola has over 4.2 million fans. Red Bull has 2.2 million. Starbucks has 5.2 million. Even brands with questionable customer loyalty like AT&T and Verizon had more fans than Toyota, with 230,000 and 835,000 fans respectively.

Those are the numbers I expected from Toyota. With a demographic base that extends from young drivers in their teens to octogenarians, why wouldn’t they have built a presence on Facebook months ago like other industry leaders? Was it fear of negativity? Was it arrogance? How could a brand so widely applauded for its laser focus on customer service and quality turn a deaf ear to the most popular communication medium today? Or did they look to their industry peers, competitors Ford (70,000 fans) and GM (107,000), and become complacent that they were doing enough already? 

Whatever their reason (or excuse) Toyota missed a great opportunity to engage with their customers in real-time to keep a pulse on the reaction during this crisis and put a lid on bad publicity. With millions of customers in its database, a fan base of 70,000 just plain sucks. 

Within this black Toyota cloud however is a silver lining and two valuable lessons for every organization.

Continue reading.

What business hasn’t been forced to cut back and still do more to promote their business?  Non-profits have been particularly hard hit and that makes using social media to connect with donors, volunteers, and the community a near-perfect solution.  Yes, it takes some time but the entry cost is almost nothing and the potential is unlimited.  And once you get started, I can almost guarantee you that people passionate about your cause will generate passionate conversation to promote your cause and value. 

This past Wednesday I had a great day at Community Foundation of the Eastern Shore Resource Day.  The seminar was a sell-out and the enthusiasm in the room was palpable.  It’s so rewarding to see people passionate about what they do. 

Listen to what just a few participants had to say about the workshop “Link Me, Tweet Me, Friend Me” and how they plan to use social media.

If you live on the lower Eastern Shore of Maryland, you’ll want to register today for these new courses just added to the fall schedule at Wor-Wic Community College. (If you live outside the region, contact Ira S Wolfe about on-site or web-based classes.)

Social Media 101: Link Me, Tweet Me, Friend Me
Wor-Wic Community College
Jan 28/Feb 4 – 2 night course
6:30 PM to 9:30 PM

Marketing Your Business Using Facebook
Ocean City (MD) Chamber of Commerce
Feb 3 – Lunch ‘n Learn
11:30 AM – 1:30 PM

Marketing Your Business Using Facebook
Wor-Wic Community College
Feb 11-25 or Mar 17-31 – 3 nights each course
6:30 PM to 9:30 PM