Tulgan argues that until you know the personal need the job can satisfy for a potential employee, you and the applicant may be talking past each other. Those needs are so beyond the imagination of most bosses that Tulgan devotes a third of the book to explaining how they affect the job decisions of this generation.
©2009 Bill Tulgan; (P)2009 Audible, Inc.
This book gives great insight to a escalating management/relationship problem. While it is extremely frustrating for those of us with over 30 years of staff development, it identifies a new reality and offers good tools to break through to this generation. Next generation managers will not experience the same issues, but for older managers with gen y team members this book offers some helpful tools and approaches.
This is a book that will help anyone with Gen Y children, working with individuals in that age group, or seeking to supervise those individuals. The writing is very good, the reading is excellent, and the material is worthwhile. Only the hermits among us will have no use for the content.
This needs to be remixed. I normally have reduced sensitivity to high frequency consonants but this mix actually hurt my ears. Nonetheless, I finished it because it is a very helpful book for a 62 year old business owner trying to understand this generation. It seems to be right on target and has been extremely helpful for working with highly intelligent and capable young people who just don't understand the work environment.
I had to give this audio book 1 star because of the narrator. I have listened to about 25% of this book and don't think I can make it through any more. Bill Quinn is in voice over mode the entire time. It's like they recorded one sentence at at time and put them together in post production. The performance here is the worst I have heard on Audible so far.
I picked up this book because I am on the edge between Gen X and Y (born in 1977) and was interested to learn more about how Gen Y is being perceived in the work place. I've had a few managers over the years (I'm a CPA who works in the health care) who I don't think will be able to cope with some of the stereo typically Gen Y employees and wanted to be able to help coach my co-workers when trouble arose. The book is pretty much what most late Gen X people would consider common sense, it's all about the game. They game these older managers play is heads down, butts in seats and crank through work. What younger people want are opportunities to show off their skills and critical thinking skills. This usually means questioning and changing the status quo, which will rub older managers the wrong way (I made this mistake a few times early in my career). I think this, or something similar, should be required for managers because if they are not aware of the potential issues and pitfalls businesses are going to see an increase in turnover and recruitment and training costs.
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