Destination Nation

By: Gina Kellogg-Gardner, MAOL

As a store manager I loved managing destination stores. You know the store locations that customers have to go out of their way to shop at, stores that are off the beaten track. Why did I love managing these store locations? Well, even though my traffic was less than my fellow store manager’s locations my customers were on a mission to buy! Customers walking into a destination store go out of their way to get there, and are already in a purchasing mind-frame when they arrive. Because my customers were ready to purchase, add-on-sales and up-selling was that much easier. My traffic may have been lower, but my conversion rate and sales ratio was through the roof.

Has today’s economy actually turned your retail store into a destination hot-spot? Today, consumers are making a conscious decision for how and when they spend their money. Because consumers are more intentional about when and what they buy, when a customer does walk into your store they have already made the decision to buy. In our economy, your customers are in a purchasing mind-frame when they walk through your doors! Learn how to take advantage of the economic climate, increase your retail sales and breathe a sigh of relief. Register for Destination Nation, and on June 30 experience this season’s thought provoking session and retail inspiration. >>>Retail Fusion.

How to Go From Trophy Kid to Shot-Caller

By: Nick Tasler

Last year a few smart, ambitious Gen Y employees at TalentSmart asked me about the things I’ve done and learned that might help them steer their careers. These conversations plus the fact that I have a younger brother finishing college in the fall got me thinking and eventually researching. Here is part one of my answer.

THE RESEARCH
As a recovering trophy kid myself, I’ve learned quite a bit about this topic the hard way. But I wanted this to involve more than just my opinions. So I spent the last couple of months conducting structured behavioral interviews with managers from corporate stalwarts including Target, Best Buy and General Mills all the way to cutting edge startups and non-profits. To avoid speculation and generic platitudes, I asked these managers to tell me about a specific Gen Y’er they have worked with that had/has clear leadership potential. Then I asked them to describe specific events and situations covering everything from how they do project work to how they write emails. After 30 or 40 minutes, we then switched gears and had the exact same interview about one specific talented, yet somewhat disappointing Gen Y’er (i.e. a trophy kid).

THE RESULTS
Regardless of age, industry or company size, I was astonished to hear manager after manager tell me virtually identical stories listing virtually identical behaviors distinguishing the effective Gen Y leader who “gets it” from the talented trophy kid who doesn’t. The much-touted intelligence, confidence and ambition of Gen Y are every bit as real as the entitlement, narcissism and poor follow-through. The big difference? Some Gen Y’ers have simply learned to behave more in-line with the first set of traits than the second.

The good news is that even raging, narcissistic trophy kids can whittle away their rough edges to reveal the confident and humble high-performer underneath. It’s not rocket science, but it does take a willingness to confront face-to-face some uncomfortable realities about your thinking and action. In the coming weeks, I’ll be blogging about 10 specific things you can do to make the transition from trophy kid to influential leader.

WHAT YOU CAN DO IN THE MEANTIME
I included this quick and dirty table below to help you start thinking about what you currently do, say and think that is either helping or hurting your career. Whether you want more flexibility and independence, more meaningful work, or a fat pay check and a corner office, truly doing good work is what ultimately gets you there. Branding, blogging and social networking definitely help to open doors, but once inside that door your boss and/or clients need substance.

NEXT GENERATION LEADERS	TROPHY KIDS
Create meaningful work for themselves	Expect meaningful work to be given to them.
Ask “is there anything else I can do?”	Say “that’s not really my job”
Constantly strive to do their best work	Constantly claim “I’m trying my best”
Try to solve problems on their own before asking for help.	Ask for help at the first sign of an obstacle.
Use self-deprecating humor to give everyone a laugh	Make sarcastic comments in attempts to be funny
Think about how what other people want	Frame things in terms of “what I want…”
Have enough self confidence to learn from other people	Talk down to other people
Eye long term rewards for themselves	Expect a constant flow of immediate rewards
Pride themselves on results	Pride themselves on trying hard
Earn their success	Blame others for failures
Try to create real value	Try to earn praise
Adapt their language and appearance to fit the situation	Believe that their appearance defines them
Seek out feedback on their performance	Get defensive when critiqued

Will Gen Y be a Hero Generation?

By: Nick Tasler
Obviously, we’re in a crisis. Obviously, it sucks. But this might be just the crisis Gen Y has been groomed for…if not destined to overcome.

Nine years ago, in their book Millennials Rising Neil Howe and William Strauss argued that every 4 generations a “hero generation” is born. The last such generation of heroes was the band of WWII brothers (and sisters) known to most of us as Grandma and Grandpa. They were followed by the Silent Generation, Baby Boomers, Gen X and then—four generations later—Gen Y.

Each of these hero generations is raised by adults that are deeply concerned about the youth. Their parents believe that the world they know is just one more generation of wayward youths away from total collapse. So the parents take especially close, nurturing care of their children. In such times, parental neglect becomes sacrilege, and these children are constantly reminded that they are the future.

Then at some time during the hero generation’s young adulthood, crisis strikes. These crises—the Revolutionary War, Civil War, WWII—provide the catalyst for this special generation to step up and carve out their destined places in history. Strauss and Howe called the crisis the “hero trial.”

Gen Y’s Hero Trial In our case, the concerned parents are Boomers. The first wave of wayward youths are the Gen X’ers. The hero generation is the Gen Y’ers.

What I found so remarkable about Millennials Rising is how eerily prophetic it was. Corny as it sounds, goose-bumps literally sprouted up on my arms while reading it this morning. It predicted a coming crisis sometime in the “Oh-Oh’s” (i.e. between 2000 and 2009) that would act as the Millennials’ hero trial. Keep in mind, this book was published a full year before 9/11 and eight years before the recent economic meltdown. Nostradamus couldn’t have scripted it better.

Although hopeful, the question Strauss and Howe posed is: Will the Millennials pass their hero trial? Psychologist, Jean Twenge doesn’t think so. In 2006, she wrote in Generation Me that Strauss and Howe got it all wrong. She argued that Gen Y was more narcissistic and self-serving than Baby Boomers ever dreamed of being. She did some very convincing research showing that Gen Y college students scored way higher on Narcissism scales than Boomers did when they were in college. She also pointed to the poor youth voter turnout in 2000 and 2004 to show how Gen Y was not at all concerned with civic virtues like Strauss and Howe claimed. Instead, she argues that Gen Y cares as little for the world beyond their individual cocoons as Gen X, and even less so than Boomers.

But then came the 2008 election in which Gen Y mustered up a higher youth voter turnout than in any election since 1972 when 18-year olds were first granted the right to vote. Now that a crisis has unfolded it would be interesting to recheck the narcissism numbers. Just as Boomer young adults rebelled against the values of their parents and triggered the Me-first mindset, isn’t it possible that circumstances have caused Gen Y to choose their own new path as young adults?

In the spirit of transparency, I was born in 1978, which according to Strauss and Howe (1982-2000) makes me a Gen X’er. According to the Pew Foundation (1976-2000) that makes me a Y’er. Regardless of where I objectively fit (if it’s even possible to make an “objective” generational cutoff), I consider myself a recovering trophy kid. That makes me both optimistic and a little nervous about what I consider to be my generation’s ability flourish in the hero trial. I’m sort of nervous, because everything I’ve read about the entitled Gen Y’ers in the workforce, I can relate to. Such as the time when, within the first two months at my first job at the 60,000+ employee global consulting firm, I outlined what I was certain the global new hire training program should look like. Then I demanded that one of the firm’s partners look at it. I never did hear his response to the idea, but I can only imagine what he thought of me personally. Had I not learned to smooth down my entitled trophy kid edges, I would be mostly useless right now.

On the other hand, high self-esteem has significant benefits if based on some real ability that Gen Y definitely has. I’m also convinced Gen Y has the right ideals—valuing collaboration over individual gain; humility over hubris; learning over being “right;” and practicality over idealistic masturbation.

The verdict of the hero trial will depend on 4 questions:
1. Will we be able to translate unbridled optimism into effective action?
2. Will the weight and duration (could be years) of this crisis eventually bury that optimism altogether?
3. Will we become so disillusioned with the state of the world that we choose to withdraw from it instead of holding strong to change it?
4. Will we get defensive when critiqued, or will we learn to do what’s necessary to become influential in a world we might not care much for at the moment?

A few years ago, John Mayer said that he and all his friends were “waitin’ on the world to change.” I think the time for waiting has passed. What do you think?

Livin' on the Edge without Falling Off

By: Nick Tasler

The other day I posted an article about beating your impulses. Every time I write or talk about that, someone points out that not all impulsive decisions (or impulsive people) are bad. I fully agree. In fact, sometimes they can be good. Really good.

But there is a difference between good and bad impulses.

DYSFUNCTIONAL IMPULSIVITY: Psychologists have identified two different kinds of “impulsive.” One is called ”dysfunctional impulsivity.” That’s what people who are slaves to their impulses have. They get their kicks mostly from booze, blow and law-breaking. They usually end up with illustrious careers as inmate #7825. Or they end up getting buried–financially and/or physically.

FUNCTIONAL IMPULSIVITY: Some people are just risk-takers. They push the speed limit, but don’t drive drunk. They make bold decisions, but don’t win Darwin Awards. They fail often, but then adjust accordingly and continue on. They never stop being impulsive, but they don’t keep making the same bad choices over and over again. They are constantly learning from past experience.

TO BE FUNCTIONAL think about which risks also offer potential reward, and which risks are just plain old risks with no potential payout. Where the functional might break some rules to get ahead, the dysfunctional break windows just because they feel like it. Are you telling off your boss just b/c it feels good? Are you skimming off the top to pick up some chump change while jeopardizing a much larger long term payout?

Impulsive people are always going to be impulsive, but some learn and some just lose.

Radical Innovation

By: Gina Kellogg-Gardner, MAOL

So what’s the big deal about innovation anyway? The big deal is that new ideas, originality and the modernization of status quo is the survival guide for our new economy and global marketplace. Long are the days of systematically ran businesses having the competitive edge. Today, companies who think big picture, creatively respond to consumer needs and act entrepreneurial have the edge. In today’s economy companies have a choice – embrace radical innovation or fold.

How does a company embrace radical innovation? Leaders have to get savvy on multi-level collaboration, engage entry level employees in decision making and become immersed in consumer input. Leaders need to become expert visionaries, encourage employees to act on new ideas and foster a culture of creativity. Another key ingredient to radical innovation is talent. Aside from leadership, companies need to have a talent bench of creative souls – designers, consolers, storytellers and artists.

Most companies already have what it takes – employees who want to innovate and consumers who want new ideas. To move innovation forward, leaders need to promote a culture that actively connects consumers to the creative brilliance of employee’s.

Five fears that keep senior leaders from engaging Y

by Sarah Sladek, Limelight Generations

I recently gave a presentation on the importance of recruiting and retaining younger generations in the workforce when someone in the audience raised his hand in vehement protest.

He assured me that concerns regarding younger generations in the workforce were no longer relevant. "All bets are off", he said, because the economy is in dire straits and younger generations will have to go back to kissing up and climbing corporate ladders.

Not so fast! For starters, the economic mess we've found ourselves in is not a permanent situation. And it certainly isn't going to stop people from aging.

Forty percent of our workforce will be eligible to retire in 2010. Whether all 40% retire at once or stagger their retirements throughout the next several years, that percentage will continue to increase with each passing year.

The economy might be in the toilet, but all bets are certainly not off.

As I travel around the country, I often hear questions and comments from Baby Boomers which are somewhat on the critical side--criticizing younger generations for their high expectations, for wanting to leave work early, or for their casual attitudes about dress and formal communication.

However, criticism usually stems from fear, and I have discovered there are five common fears keeping senior leaders from enjoying their younger colleagues:

• Fear of job loss. Since the beginning of time, senior leaders have been fearful of getting pushed out of the way by younger leaders. Nevertheless, if we want to compete in a global economy, then senior leaders and younger generations must work together. If you are a senior leader, willingly share your wisdom with our future leaders. When it comes to business, there is simply no greater cause.
  
  
• Fear of technology. As we all know, Gen Y is the most tech-savvy. They may be trumped by Gen Z (the next generation) but for now, they are certainly dominating in technology. If you are a senior leader and you are afraid of technology, then it’s up to you to get trained. Technology is here to stay.
  
  
• Fear of looking dumb. There is nothing more unnerving to some senior leaders than to be “shown up” by someone who is half their age. If you are a leader, then it’s up to you to admit when you don’t know something, and to be excited you have someone younger on your team who can answer that question. Younger generations know a lot, but you won’t know this if you keep them at bay.
  
  
• Fear of optimism. This may sound bizarre, but many senior leaders are pessimistic, while surveys (even recent ones) indicate that Ys are very optimistic. Leaders are only as strong as the people they surround themselves with, and your company will need the creativity, networks, and positive attitudes of Ys to pull it through these difficult times.
  
  
• Fear of change. There has been more technology developed in the past five years than the past 50 years. The youngest generations are accustomed to change, and they are bringing us new ideas, a new world view, and new ways to work. Traditions are important, but it’s equally important to evolve. Resisting change almost always leads to resisting relationships and talent which squelches opportunity.
  

If you are a senior leader, be careful not to resort to fears and stereotype younger generations as less motivated or more egocentric or downright difficult. Now, more than ever, we need fearless leaders. Leaders to encourage everyone to aspire to be the best they can be, while also encouraging collaboration and bridging gaps.

The future should be—must be—ours to build together.

Fostering the Right Culture

By: Karen Rulifson

How can a leader create a culture that fosters innovation, productivity, employee engagement and a sense of ownership? That's a million dollar question, right?!

Addressing this question, Harvard Business Review recently published an article with excerpts from a new book, The Ownership Quotient, by Joe Wheeler, James Heskett and Earl Sasser. They found key themes from companies that have created strong and adaptive cultures. Some of the themes are:

• Leadership must set a clear vision of the mission, values, behaviors, measures and actions. They must then consistently walk the talk and model the way for others to follow. I've seen many leaders document the strategy and then file it in a drawer, forgetting the important messages. Instead, be the leader who brings up the messages in team meetings and 1:1 conversations, consistently reinforcing the intended culture.

• Leaders must reinforce the culture by recognizing those who exemplify its values, behaviors and performance. Do this authentically and ensure the recognition is meaningful. Also, determine ways to recognize success both formally and informally. Perhaps you create value-based and project-based awards that are done on a monthly or quarterly basis. Perhaps you also write notes to individual employees. I've even seen a team that created a "you rock" program whereas any employee can give a rock to another as an informal way of saying thank you or job well done.

• Listen to your team's comments regarding hiring, coaching, recognizing behaviors and promotions. The comments will typically indicate their satisfaction, or lack, of the culture you are creating.

• Periodically revisit your values and associated behaviors and update them as needed. Even when the culture is positive, and especially when the culture is positive, you don't want to get stagnant. Ensure you and your team are benchmarking other areas in the company and out of the company. You don't want to experience a loss of curiosity or interest in change.

There are many benefits in creating and maintaining a strong and adaptive culture, and it all starts with the leader. Follow the tips in this article, and you'll be on your way in building a successful team where people want to work and a business where clients want to do business.

To read the full article, click here.