e-Tips

My recent business trip to San Francisco was even more fun and energizing than I expected. Always a pleasure to visit the vibrant and lovely Bay Area, I was there to deliver two programs, one of which, at the American Bar Association Annual Meeting, would have won the prize for longest title if there was one (no iPad awarded). It was titled (no bit.ly applied): “Get Real: How the Younger Generations Will - or Will Not - Change the Look and Feel of the Legal Workplace.

[Note: On the other end of the age diversity spectrum, I wrote about transition and succession planning concerns at the ABA meeting in two blog posts on Next Generation, Next Destination.]

My panel, diverse in generations, gender and race/ethnicity, contributed their perspectives on flexibility – how much? where? what? who? – a topic eliciting many questions and comments. Other topics we touched on after describing a vision of the legal workplace in five years were: attributes of future leaders; how to convince peers to be open to change and new approaches; changing demographics and the value of diversity; how to engage and keep engaged the younger generations. Thanks go to panel members Sandra McCandless, partner at Sonnenschein Nath & Rosenthal; Joma Jones, Associate Counsel, Robert Half International; and Manuel Alvarez, attorney, State of California Department of Justice.

It’s clear from their questions that the audience is struggling with how to understand, engage, motivate, recruit, challenge, retain and mentor Gen Y/Millennials, and the Gen Yers have their own mounting uncertainties. The audience was comprised of students, law school administrators, in-house counsel, a senior partner/former managing partner from a large European-based firm and other firm partners, government lawyers, human resource and professional development professionals.

There were similar concerns at a program I led the day before in front of Silicon Valley executives and professionals ranging from Gen Yers, including a 2010 college grad, to a couple of Traditionalists and all phases of generations in between. An extremely lively, and for some, eye-opening discussion took place, especially about the audacity of “helicopter parents” and why the Gen Yers exhibit contradictory behaviors and seemingly self-defeating attitudes if they want to move up quickly. The Silicon Valley audience members, who were brimming with questions, comments and stories to share, represented a variety of occupations in and out of tech companies – and no lawyers. Each had stories and concerns that they acknowledged were bottom line issues affecting productivity, client/customer relations and the rising stress levels of an already time-pressured work force.

That they all were attracted to the topic indicates a broad-based interest among professionals and all types of “knowledge workers.”  Given that, what steps can be taken in organizations to reach a more harmonious and productive working relationship among the generations in order to build a strong foundation now and for the future?

Take inventory. Do an audit of both managerial and staff personnel to determine which inter-generational issues are most prevalent and are most potentially disruptive to business success. This “audit” can consist of a simple survey and strategically selected interviews.

• Use the results to start discussions within work teams or for a retreat session to build awareness of how to capitalize on generational diversity for client service delivery, business development, innovation, succession planning and effective management.

• Choose two issues or challenges to address in the next six months with pilot projects. These projects must be truly collaborative and avoid unnecessary meetings.

• Establish reciprocal mentoring and mentoring circles.

• Redesign new employee orientation (all levels) to expand and refocus on addressing upfront the challenges that have been apparent at least since Gen Y has entered the work force.

As the economy turns up and opportunities for personnel movement increase, these steps will become urgent. Think ahead and take action now.

As always, I am eager for your thoughts, opinions, feedback, questions and rants. Hit “Reply” or comment on my blog: www.nextgeneration-nextdestination.com.

Phyllis

© Phyllis Weiss Haserot, 2010. All rights reserved.

* The generational chronology for easy reference: Generations are defined by the similar formative influences – social, cultural, political, economic – that existed as the individuals of particular birth cohorts were growing up. Given that premise, the age breakdowns for each of the four generations currently in the workplace are approximately:

Traditionalists:                                           born 1925-1942   

Baby Boomers                                             born 1943-1962

Generation X                                               born 1963-1978

Generation Y/Millennials                             born 1979-1998

For coaching, training and special programs on inter-generational relations and maximizing the potential of young professionals, call Phyllis for an exploratory talk or complimentary coaching session at 212-593-1549. See http://www.pdcounsel.com/solution-multi-generational-challenges/ and http://www.pdcounsel.com/about-us/what-we-do/ . We also provide *Next Generation, Next Destination* succession and transitioning planning programs and services for baby boomer senior professionals and their firms.

Phyllis is available to speak at your organization or at firm retreats on inter-generational relations and organizational effectiveness topics. Call or e-mail for a list of topics or to custom-tailor your own.

Studies show that coaching increases skill development by 88%!  Explore your, or your colleagues’, needs relating to internal and external client relations, inter-generational challenges, bringing in more business, navigating firm culture, retention and other workplace issues in a confidential, complimentary interview with Phyllis. Contact her at 212-593-1549 or pwhaserot@pdcounsel.com.

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