Not Everyone Gets A Trophy: How to Manage Generation Y [NOOK Book]

Overview

This book will frame Generation Y (children born between 1978-1991) for corporate leaders and managers at time when the corporate world is desperate to recruit and retain worked in this age group. It will debunk dozens of myths, including that young employees have no sense of loyalty, won't do grunt work, won't take direction, want to interact only with computers, and are ...
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Not Everyone Gets A Trophy: How to Manage Generation Y

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Overview

This book will frame Generation Y (children born between 1978-1991) for corporate leaders and managers at time when the corporate world is desperate to recruit and retain worked in this age group. It will debunk dozens of myths, including that young employees have no sense of loyalty, won't do grunt work, won't take direction, want to interact only with computers, and are only about money.

This book will make a unique contribution in four key ways:

It will disprove the idea that the key to recruiting, retaining, and managing this generation is to somehow make the workplace more "fun." To the contrary, Tulgan argues that the key to winning the respect of this generation, and getting the best effort out of them, is to carefully manage their expectations by never downplaying any negative aspect of a job.

He will show managers how this Generation thinks transactionally in all negotiations. For them it's about what they will do for you today and what you will do for them today, not tomorrow, not five years from today, but today.

He will explain why they have no interest in tying their futures to your corporation. But he will also make clear that they do have a well thought-out plan for themselves, one that requires that every job they take build up their skill sets, so they become more valuable employees for someone else--if and when you do not fulfill your end of the bargain, or drag your feet in doing so.

But most of all, it will explain to corporate leaders that for this generation their personal life comes first, so that each job they take must accommodate itself to some need defined by their personal life. 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.
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Editorial Reviews

Library Journal

Compiling years of research, including interviews with Gen Yers (those born between 1978 and 1990) and the organizations that manage them, Tulgan (Managing Generation X) crafts insightful lessons on how to manage the newest generation to enter the workforce. With extensive quotes from members of Gen Y and their more experienced managers, Tulgan successfully dispels popular myths (e.g., that managers of Gen Y staff need to present their work as fun) and offers practical advice for recruiting, retaining, and managing this new crop of young workers. While conceding that Gen Yers are more high maintenance than their predecessors, Tulgan also argues that these new recruits have the potential to be the most highly productive generation in history. The author's assessment is far from sugarcoated; he describes Generation Y as "Generation X on fast-forward and with self-esteem on steroids" and dissects a diverse range of case studies to help managers overcome possible Gen Y obstacles. This book will serve as an effective tool for both veteran managers and self-evaluating Gen Yers. Recommended for business collections in public and academic libraries.
—Allen McGinley

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Product Details

  • ISBN-13: 9780470442791
  • Publisher: Wiley
  • Publication date: 1/23/2009
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition number: 1
  • Pages: 192
  • Sales rank: 307,275
  • File size: 387 KB

Meet the Author

Bruce Tulgan is internationally recognized as the leading expert on young people in the workplace. He is an advisor to business leaders and the author or coauthor of sixteen books, including the classic Managing Generation X and the best-seller It's Okay to Be the Boss. Since founding the management training firm RainmakerThinking, he has been a sought-after keynote speaker and seminar leader. Tulgan's work has been the subject of thousands of news stories, and he has written for dozens of publications, including the New York Times, USA Today, Human Resources Magazine, and the Harvard Business Review. He also holds a fourth-degree black belt in karate and is married to Debby Applegate, winner of the 2007 Pulitzer Prize for Biography.

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Table of Contents

1. Meet Generation Y: The Most High-Maintenance Workforce in the History of the World.

2. Get Them On Board Fast with the Right Messages.

3. Get Them Up to Speed Quickly, and Turn Them into Knowledge Workers.

4. Practice In Loco Parentis Management.

5. Give Them the Gift of Context.

6. Get Them to Care About Great Customer Service.

7. Teach Them How to Manage Themselves.

8. Teach Them How to Be Managed by You.

9. Retain the Best of Them, One Day at a Time.

10. Build the Next Generation of Leaders.

Acknowledgments.

About the Author.

Index.

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See All Sort by: Showing 1 – 20 of 21 Customer Reviews
  • Posted March 16, 2009

    Look No Further...Managing Gen Y Just Got Easier.

    I'm just about finished reading "Not Everyone Gets a Trophy" and it is great. I am technically Gen X (35 years old) but I identify so much more with Gen Y attitudes toward work. I absolutely agree that the philosophy of management that Bruce writes about is the right way to handle Gen Y's work needs. I wish my bosses would have handled me this way...too often they have just thrown me in the deep end and demanded that I learn to swim on the go...and yes, that has led to me either leaving or resenting their lack of mentorship. Needless to say, I really want to help proliferate Bruce's philosophy. I think that this is exactly what the workplace needs (I believe that this book should be a shared resource between management and Gen Y so that they are on the same page from day 1).

    On a related note, I was reading Chapter Nine: Retain the Best...(Don't Let Good People Get into Downward Spirals) and it occurred to me that this may be the best advice that you can give employers. In addition to getting more out of mid-level performers, the employer gets the added bonus of a future new employee development coach. My reasoning, in sports the best coaches were almost always mediocre athletic performers. What makes them great coaches is that they had to work much harder than the exceptionally talented people that they had to compete with, so they learned so much more about the mechanics of their trade. The same thing will happen in the workplace with mid-level performers who are coached into a higher level of performance. They will understand how to better develop other young mid-level performers, therefore making the bulk of the workforce a mentorship resource.

    If you choose one Gen Y management philosophy; make it this one. You will not go wrong.

    1 out of 1 people found this review helpful.

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  • Posted September 8, 2011

    Read with HR bookclub

    Very informative and useful book, I have already Started using this info.

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  • Anonymous

    Posted December 6, 2010

    Timely and informative

    A good read for all baby boomers managing young employees. Well written and fast paced.

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  • Posted March 21, 2009

    more from this reviewer

    On the mark

    Wow! I have read many books about the Millenials or Generation Y. They have all provided some information that is helpful in understanding how they are different from previous generations and what makes them that way. As the supervisor of many young people who fall into these groups I am vexed to understand and find ways to lead these young people. This book not only provides insights into why Generation Y members act the way they do, but it provides the most vivid and helpful suggestions as to how to motivate them in ways that make sense to them and to me. Not only that, but it provides guidance as to when and how to basically tell them to "grow up" and learn to fit into the world they are joining. This book is a must for people who supervise Generation Y young people. It will really give you some tools to make a difference with these members of your work force. It will help make you - and them - much more productive. We all can and must learn things from each other. This book will really help you do that.

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  • Posted March 7, 2009

    I Also Recommend:

    A thoughtful read

    This book is insightful and helpful for anyone who deals with people. It offers a sensitive analysis of human behavior, motivation and contemporary influences on both. Though the books intended audience is management, it is relevant for many different professions, and relevant for parenting as well.

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  • Posted March 3, 2009

    A great book!

    Finally someone who is saying that we don't need to treat GenY with kid
    gloves. I've seen several 'make the workplace more fun' initiatives come
    and go in my office and many of them have flopped. Most GenY'ers who I've
    run across place much more importance on wanting to learn, being challenged, and being taken seriously at work, just like many of those who came before them. Thank you Bruce!

    Was this review helpful? Yes  No   Report this review
  • Posted March 1, 2009

    Accurate analysis and excellent actionable processes

    I've had an opportunity to see Bruce Tulgan speak several times over the last decade and I own several of his books... here's what stands out, to me: Bruce talks to lots of people in his research/analysis phase, gleans the critical leadership aspects of these relationships, the employer/employee role, and offers best practices based on real-life scenarios - something situations on every level can really relate to easily. Few people capture creating effective managerial relationships from every angle as effectively with actionable steps. Definitely worthwhile... thanks again.

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  • Posted February 28, 2009

    Totally enjoyed . . .

    reading Mr. Tulgan's book on how to manage and understand generation Y-ers. Once again, he demonstrates some very practical methods for achieving results in management.

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  • Posted February 27, 2009

    Much-needed common sense

    Just as the title phrase seems obvious but bears repeating in our self-esteem-obsessed culture, Tulgan's advice to employers cannot be stated strongly enough: Young people may have grown up cosseted, but they need--and deserve--the kind of truth-telling and respect any manager, no matter how old and fuddy-duddy, can provide. Not Everyone Gets a Trophy continues in the tradition Tulgan started in the early '90s with Managing Generation X: providing a window on what's different about each successive wave of young people entering the workplace while reinforcing managers' obligation to universal human integrity.

    Tulgan's writing, while employing the standard anecdotes and conversational style, stands out for its clarity and elegance. He is persuasive without being pedantic, leaving the reader feeling energized and inspired, and his advice is applicable across the spectrum of workplace settings.

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  • Anonymous

    Posted February 26, 2009

    Tulgan does it again!

    Once a again a useful and informative book from Mr "Managing Generation X" Bruce Tulgan. Managers in all fields will find it useful in dealing with those in "Generation Y".

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  • Posted February 26, 2009

    Another W*O*W from Bruce Tulgan

    Bruce Tulgan has done it again! Another incisive management review from the man who figured out Generation X. Now he has accomplished the same insight for today's young workers, Generation Y. The book is filled with telling anecdotes, brilliant analysis, and sharp conclusions. A must-read for anyone who manages anyone born after 1975.

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  • Posted February 26, 2009

    Shrewd, balanced, persuasive

    Bruce Tulgan has produced another lively, accessible blending of management advice with contemporary sociology. The workplace generation born between 1978 and 1991 is different, he argues, and therefore needs different management techniques. The book is tough-minded yet good-humored, like a Marine drill sergeant with a sense of humor. I am already applying Tulgan's conclusions to everyday issues at my office. Highly recommended to anyone managing high-maintenance young people.

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  • Anonymous

    Posted February 26, 2009

    Parent Model Works!

    Having mentored recent Gen Y grads in elementary school, I know that Bruce's advice to managers is right on. I engage, clarify expectations, deliver good news/bad news immediately, and offer them opportunities to be creative within guidelines. For years I have subscribed to his message that "it's okay to be the boss." That takes firmness, discipline, and fairness on my part--aren't those the qualities of a great parent?-- and, if it works in the academic world, it can work everywhere.

    Leaders at all levels of every industry will be inspired and reassured by Bruce's latest contribution to management literature.

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  • Anonymous

    Posted February 25, 2009

    Another Success!

    Ever since the publication of the informative "Managing Generation X", Bruce's following books, "Work This Way", and more recently "It's Okay to be the Boss", as well as the many manuals he has authored have continued to be valuable contributions to management. Now he has scored again with the most necessary and long awaited guide to Generation Y, "Not Everyone Gets A Teophy: How to Manage Generation Y". In it, Bruce clearly defines who these folks are, how they differ from their prdecessors and helps us in understanding their needs and how they can become valuable contributors to today's work force. Bravo!

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  • Anonymous

    Posted February 24, 2009

    Tulgan on track with Gen Y

    When other experts advise business managers to handle Gen Yers with kid gloves, Bruce Tulgan takes a more practical, realistic approach: Coach them from day one using an engaged leadership style that lets them know what your expectations are and that you are going to hold them accountable every step of the way.

    Having worked with Gen Yers who consistently complain that their managers don't know how to manage, I applaud the strategies Bruce offers. Without a doubt, this exciting, demanding, talented generation will only be as productive as their leaders are effective. Thanks, Bruce, for your strong, clear message!

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    Posted December 10, 2009

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    Posted June 23, 2010

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    Posted January 27, 2010

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    Posted March 1, 2009

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    Posted August 14, 2009

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