The Millennial Revolution

The MillennialREVOLUTIONHow To Prepare Your Business For A New Generation

Contents 5 It Began as an Experiment 8Bridging the Generational Divide 13 Lead. Donʼt Manage. 23 Motivation vs. Compensation 28 Overhaul Your Culture 33 Resources 38 Work With Me

REVOLUTION CONTACT & INQUIRIES Email Youʼre given the unlimited right to print and distribute travis@travisrobertson.com this e-book and I encourage you to share it. However, you cannot alter it in any way and you may not charge Website for either the book or the content within it. The http://travisrobertson.comcopyright in this work belongs to Travis Robertson who is solely responsible for the content. Please send Phone feedback or questions to travis@travisrobertson.com. 615.212.2184 Twitter @travisro

“The next ﬁve days on thisblog are going to be anexperiment and I’m going tocome right out and ask foryour help.”

It Began as an ExperimentThe quote on the preceding page was It’s about the Millennial community more book-friendly and keep itthe sentence that launched a number along with those who seek to interesting for you as well.of talks, hundreds of comments and understand and harness it. That’s why If this topic is important to you (which Isocial media shares, and ultimately led you’ll find comments and thoughts assume it is since you’re reading this), Ito this e-book you now find yourself shared by readers of my blog encourage you to visit my blog atreading. throughout this book. Most are from travisrobertson.com where the Millennials who both echoed and conversation continues.To say I’m humbled is an added such rich dialogue to the postsunderstatement. that I would have been a jerk to ignore I would also encourage you to read the them here. Work With Me section if you’reEarly on in the process, it became interested in having me speak on thisapparent that my first post in the series Other comments are from generations topic to your organization or group.called The Millennial Revolution: An such as Xers and Boomers who You’ll also learn more aboutExperiment struck a nerve in people. express viewpoints you may just find developing a Millennial strategy in yourThe traffic to my blog and the surprising. company.comments on that first day farsurpassed any previous day’s levels. If you read the original blog posts, I want to express my deep gratitude to don’t worry--I’ve changed and everyone who contributed in thoseThat’s when I knew I would create this expanded the content to make them early posts. This book would bemini e-book to further foster and nothing without you.expand the conversation. I also knewthat it wasn’t just about my voice ormy thoughts. “Itʼs about the Millennial community along with those who seek to understand and harness it.”

IN THEIR WORDS: NILES EMERICK (MILLENNIAL)There is no longer a cultural need to hunker down, get safe, and grind out 30 years with one organization toprotect against depression-era fears. The greater fears now are the perils facing our world; AIDS, poverty,environmental preservation, clean water, curing diseases, etc. Coupled with the ease of promoting causesand rallying support, it is now not unfathomable to think that the idea of one person funded with only a fewdollars and an incredible amount of passion and devotion can have an impact on a grand scale(www.invisiblechildren.org, www.kitointernational.org, www.charitywater.com, the list goes on). Theperceived “need” to be a company man is fading.A collaborative, diverse, interesting and fun culture play into some aspects of the Millennial Generation, butthere is a need for so much more. In the slew of conversations I have with peers and direct reports eachweek, I hear resoundingly that the “job” at hand is a stepping stone to a greater passion. That is not to saythat these individuals are disengaged from the work at hand, in fact rarely is that so. Remember, theseworkers were raised with high expectations for performance in the classroom, on the ball ﬁeld, and at home.While privileged, many come with perfectionistic tendencies.

“Hi. I’m a Millennial and I’mhere to help.”

Bridging the Generational DivideThis whole thing started when I was generation don’t really want to work for This Isn’t About Whyapproached by my friend Joel Widmer their companies.” This working title There has been a lot written andwho asked me to speak to a group of was swiftly axed by both my wife Lisa discussed that has to do with the whyChristian CEOs, executives, and small and Joel--wisely so I might add. of the Millennial generation. Most of itbusiness owners at their weekly begins as a psychological analysis ofbreakfast meeting. Instead, I suggested I could speak to why they are the way they are then the challenges that companies are quickly devolves into a lot ofHe said the topic could be on “just facing--and will continue to face--as complaining about the generation.about anything” I wanted to discuss so Millennials (those born somewhere Critics say they’re over-conﬁdent, lackI inquired about the demographics of between 1977 and 1995) enter the work ethic, are too demanding, arethe group. After hearing that it was workplace. highly entitled, etc.comprised primarily of people ages 45and up, I went to work developing this Joel and Lisa signed off on the idea, And I’ll admit that there’s certainlycontent. and The Millennial Revolution was some truth to all of those claims. born. However, most of the people makingI began by asking myself this question: these remarks were themselves“If you had the chance to tell a roomfull of executives (who are all olderthan you) something about their “With the best of intentions, Boomersbusiness, what would you want to tellthem?” attempted to give their MillennialMy unedited response was something children opportunities and advantageslike, “I would want to tell them why thebest people of the Millennial they felt they never had.”

considered “radicals” and “hippies” to However, the point of this book is not generation ever – which sounds quitetheir parents. to ﬂesh out why they are the way they promising. I can also tell you that they are because we can’t undo a are the most technologically advancedNot to mention that those complaining generation of rearing and parenting. It generation ever. Just like before, Iabout the Millennials were also their just is. We now have to determine how blame our parents. (See? Blame isn’tparents. With the best of intentions, to move forward in light of these always a bad thing!)Boomers attempted to give their realities.Millennial children opportunities and Fellow Gen Y author and speaker,advantages they felt they never had. And very few things are ever all bad or Jason Ryan Dorsey, puts it this way: all good. For example, many view the “Gen Y is not tech savvy, we are techAs a result, we now a generation of Millennial generation as possibly the dependent. Important difference.”people who were raised with hovering most innovative and creativeparents (or “helicopter” parents) who This is why Millennials are so critical tosought to protect their children from your organization. They are morethemselves. As a result, Millennials “Millennials are technologically advanced and they arewere often held to high standards in less expensive than theiracademia and sports while more predecessors.simultaneously not being allowed tolearn the valuable lessons that come technologically This Is About Howwith failure. My goal is to examine the how of advanced and working with the Millennial generation.Instead, parents intervened to prevent As they continue to enter thethat happening. We stopped keepingscore. Trophies were given to everyone they are less workplace, companies are facing an enormous challenge: how do youbecause “we’re all winners.” They werepraised for effort and consistently expensive than attract, hire, manage and retain Millennials?asked, “What would you like,sweetie?” their Many companies are ﬁnding that predecessors.” Millennials quit and move to a different

company within a year of being hired eventually mature or grow up and many of the same things we’ll discussand they haven’t a clue how to fix this realize this is how the world works?” in this book.problem. Companies need theMillennial workforce if they hope to No they won’t. Therefore, this isn’t about maturity orsurvive and Millennials need the the lack thereof. This is about awisdom and experience that comes Questions like this come from the different way of doing business.from the generations above them. assumption that the “world works” in a particular fashion and that the “best” it Finally, statements like this areWe must figure out how to make this will ever work is how it’s been working. generally made out of frustration, fearwork. How you’ve operated has undoubtedly or both. To survive in this new worked for your organization. However, economy will require change--andThe “Millennials Need to chances are good that it was created change doesn’t come without a price. to operate under a different Change is difficult. Change takes timeGrow Up” Myth environment and with a different and money (but not as much as youIn preparing and delivering the content generation. To assume that how it has might think). Change takes risk. Andfor The Millennial Revolution I’ve had worked will in any way reflect how it who wants change when things arethe opportunity to speak with a will work is just not good leadership. comfortable?number of people at variousorganizational levels and an interesting Second, this makes the assumption But change is required. Assumingquestion continues to arise that I want that what Millennials need and want is something will just continue on into theto address here early on: “Why should a reflection of immaturity or youth. future unchanged is folly.my company have to adapt and However, when polled, many Xers andchange for Millennials? Won’t they Boomers have expressed wanting Change is also good. Nobody longs to return to the era of the fax machine“When polled, many Xers and Boomers and few people would be willing to trade in their smartphone for a 1980’shave expressed wanting many of the pager. This book will serve as the first step in that change. It will lay the groundworksame things we’ll discuss in this book.”

for the revolution in your organization. Ican’t promise that it will be easy. But I “Now we have this clash of the two titancan promise that if you work onimplementing these ideas in your generations over the operational style ofcompany, you will start to see freshideas, excitement and innovation you the workplace.”couldn’t imagine being without. generation (Boomers) and the younger I mentioned this above and I’ll delve generation (Millennials) are roughly the into this further, but I want this to beSo You’re Saying We same size. In fact, it’s expected that crystal clear: Millennials need theShould Cater to the 2010 census will show that wisdom and the experience of the Millennials outnumber Boomers. generations above. In fact, mostMillennials? Millennials understand this and areDefinitely not! After all, that’s part of Now we have this clash of the two titan quite open to it. They simply expectwhat got them here in the first place. generations over the operational style and need it to be delivered in ways thatHowever, their needs and expectations of the workplace. Ultimately, they can relate to it.shouldn’t be roundly dismissed either. Millennials will win if for no other reason than attrition through retirement Born in 1977, I’m on the leading edgeEvery new generation that enters the and death. of the Millennials. As a result, I’ve hadworkforce brings with it challenges of the opportunity to experience muchadaptation for it’s employers. In the However, that doesn’t mean they are more than most in my generation. I80’s and 90’s there was a struggle as always right in their expectations or also understand the needs andGen X entered with different demands. Neither side is. There is expectations of the generations aboveexpectations than the Boomers. In the central ground for compromise and because I’ve worked so closely with60’s and 70’s it was Boomers who understanding. them for over 12 years.shocked the system. I intended for this e-book to be a quick I believe that this position relative toEach time, older generations voiced introduction of where that common both groups provides me with atheir frustrations. The difference is that ground can be found. perspective that I truly believe can helpthis is the first time that the older to bridge the generational divide.

“Prevailing managementtheory evolved out of theindustrial revolution whenthe bulk of our economycentered on the creation ofproducts, not the delivery ofservices.”

Lead. Don’t Manage.Prevailing management theory evolved with and the customers we serve then has struck so he places it in the middleout of the industrial revolution when adjust how we’re operating in of the car “to balance it out.”the bulk of our economy centered on response.the creation of products, not the What happens? Nothing good.delivery of services. Mechanical is linear. Cognitive is So managers were installed to ensure anything but linear. So why do we think things like this didn’t happen. TheyCreating a widget is a mechanical task we can manage it linearly? “manage” the variables. They reducethat requires little to no cognitive or Management is about controlling the risk and prevent deviation fromemotional reasoning. You put the bolt variables, minimizing changes in inputs standard operating procedure.in the widget then move it down the and reducing the risk of faultyassembly line for the next person to outcomes. Modern Workersperform their task. Let’s say you’re in the middle of Shouldn’t Be ManagedDelivering a service, on the other hand, assembling a car and one of your line Unfortunately, most of what modernis a predominantly cognitive and workers decides he doesn’t care for workers (notice I didn’t say “Millennialemotional work. It requires that we the aesthetics of how the steering workers”) do each day can’t bethink creatively about problems and wheel is positioned. Rather than install effectively controlled using this style ofsolutions. We are often required to it as required, he feels as if inspiration management. Let me give you anconsider the feelings of those we work example: customer service representatives.“Mechanical is linear. Cognitive is How many people really look forwardanything but linear. So why do we think to calling the customer service line of a company? Not many.we can manage it linearly?”

The reason is because they operate “In a knowledge- Leadership is the Newunder assembly line managementtheory. Most reps are measured on Managementfour major statistics: calls answered, based service So how do we change tocalls abandoned from the queue (hang accommodate this shift? The answer isups while on hold), call time (shorter is economy, is not to focus on managing processesbetter), and customer satisfaction. but to challenge and encourage methodology through leadership.What’s the problem here? Customersatisfaction is very rarely improved by equally as If management is focused on processtalking to more people for shorter time! and methodology, leadership isAnd did you know that many customer important as focused on outcome and results.service reps have to raise their hands Leaders improve results by leveragingand get permission to go to thebathroom? Sign me up! results?” the passion, gifts and talents of a group of people inspiring them to work results because assembly of a product toward a common goal.What do you think would happen if the depends on consistent application ofprimary statistic they were measured methodology. Leaders are part of the team--noton was customer satisfaction? What above it. They focus on demonstratingwould happen if they could spend a In a knowledge-based service and coaching from the front rather thanfew extra minutes on the phone with a economy, is methodology equally as on directing and controlling fromcustomer to ensure their satisfaction? important as results? Phrased another above.And what do you think would happen way, are the best results alwaysto morale if they could go to the determined using repeatable, What does this all look like?bathroom without asking permission predictable and measurable methods?like they were 6 years old? If Martin Luther King, Jr. had installed The answer is a deﬁnitive “no.” managers, I shudder to think whereManagement places heavy emphasis we’d be today. If Jesus had the 12on methodology as a way to improve Senior VPs instead of the 12 disciples,

the Message would’ve been bogged If you want to attract and retain Great coaches learn about the giftsdown in red tape and political Millennials your leadership team has to and strengths of each team member.bureaucracy. learn how to become great at We can’t all be pitchers. We can’t all be coaching. Have you ever noticed what star outﬁelders. That’s okay. You needTo lead a team of people requires a sets great coaches apart from good an array of talent. Find out what we’recommon goal, a core message, and a coaches? gifted and talented at and let us workset of principles that the group in our strengths.chooses to live by and believe in. Great Coaches ManageThere must be a core message and a Great Coaches Know theculture that is created around it. But it’s for Resultsmore than that. Great coaches care about winning Value of One-on-One (results) but they know there is no set AttentionWait for it... path for achieving it (methodology). Great coaches give players lots of one- Each game will be different. Each on-one attention. They don’t handThen you must get out of the way and game will require a different strategy. them a manual and tell them to “learnlet people ﬁgure out how to carry that Players can’t do the exact same thing the plays.” Instead, they tell them tomessage and pursue that goal within in each game and expect the same learn the plays and then they work withthe guidelines you’ve created. You result. them day in and day out practicingmust push them toward excellence by those plays.encouraging them and showing them Great Coachesthat they are a part of somethinggreater than themselves. Appreciate Uniqueness Most companies offer little in the way of ongoing training. And very rarelyGrowing up, most Millennials played atleast one team sport. We had soccer “If you want to attract and retainmoms and little league dads. We wereshaped by those experiences toexpect coaching--not managing. Millennials your team has to learn how to become great at coaching.”

does that come from a manager. working with the players. They lead Then take it a step further and solicitInstead, employees are shuffled to a from the field. those from them. Show them thatclassroom during a lunch hour. you’re not afraid of their ideas. It It’s important to be present for your doesn’t mean you have to run with team - not hidden away in your office. them - just that you cared enough toGreat Coaches Lead from Be approachable and available for listen.the Field them to come to with questions, ideas,Great coaches rarely sit in an office. concerns, frustrations, etc.Instead, they are down on the field IN THEIR WORDS: NILES EMERICK (MILLENNIAL) The challenge every organization faces today is to engage each individual according to their skills (to benefit the company) AND their passions (to benefit the individual AND the company). This provides both a challenge and an opportunity. Those that get this balance right will have a far more loyal workforce, will attract employee referrals, project a positive corporate image ... The hard work consists of building relationships with EVERY employee ... not just because it’s a checklist item, but because it creates a bond that a pension no longer makes. This relationship building takes a lot of listening, asking meaningful questions, and pressing in to find the passion that each Millennial clings to. It takes time. In fact, I suspect that EVERY person has these passions ... and it is up to us, the business leaders, CEOs, and Executives to listen, encourage, inspire and lead. We lead now on two fronts--each requiring equal thought and action: 1) Our responsibility to our organization and driving business, and 2) Our responsibility to our people locally and globally. This is not an either or choice; it is a both/and. The relationship goes both ways. We have an incredibly challenging and rewarding course ahead. Not only to listen, encourage, inspire, and lead, but to do all this while teaching through our own (and others) stories how devotion, commitment, and loyalty have led to great successes through the course of our own lives.

I asked Millennials whatthey look for in a manager.Here are a few of theirresponses.

“Easy! Someone who is willing to let go and who WANTSnew ideas, who is happy when his/her employees providesuggestions and who is not afraid to admit his/her way maynot be the best way.I love when managers encourage their employees tocontribute and foster collaboration. This is exciting and howthe best ideas come to fruition. I think employees arehappiest when they believe they are contributing to acompany’s growth and purpose, not just mass producingwork.”~ Amber

“I left a controlling and inﬂexible company for one built on trustbecause they hired good people--and I took less money to behappier, and its worked.”~ Lucas

“I want the following from my employer: ✓ Less status quo culture where people are drones. ✓ Flexibility with my hours with the understanding that I WILL champion my work and get it done--but not always in between 9-6. ✓ Give me room to grow and don’t be threatened by wild ideas. ✓ Ethical work that means something at the end of the road instead of purely focusing the overall mission on dollars all the time.”~ Phillip

“They need to be fair, direct, mentoring, supportive, interestedin me as an individual (rather than just what I can do for them),willingness to be ﬂexible with my personal life.”~ Julie

“I’ve received authorizationto offer you an additional3% if you stay.”~ A quote from a former manager when I gave him my notice

Motivation vs. CompensationI’ve quit a couple of jobs in my life. chase a paycheck with more zeros. If Money Can’t BuyWhen I did, something odd usually they’re going to dedicate over a thirdhappened--I was offered more money. Happiness of their lives to something, Millennials If I have my basic monetary needs want to find fulfillment.Only later did that strike me as taken care of, do I really need morebackwards. I hated working for the money? Is that really what’s going tocompany, dreaded each and every day,felt like the life was being sucked out motivate me? Is money the only way to measure for success? Or do I believe “When polled,of me, and they wanted me to stay.Who would want someone like that that if I pursue something that fulfills me spiritually, emotionally, physically Millennialsworking for their company? People and monetarily that I’ll ultimately bewho feel that way are a cancer. I was a more successful and fulfilled? Even if I consistentlycancer to them and they were a cancer don’t have as much stuff?to me. respond that fiscal When polled, Millennials consistentlyRemove the cancer! Don’t offer it more respond that fiscal motivators don’t motivators don’tmoney to hang around! really matter to them once their basic needs are met. Instead, they place really matter toBut that’s how many companies three things above monetary rewardsoperate. They assume that the onlyreason someone would leave their as the most important part of their job. them once their While they’re not delusional in thinkinggreat establishment must be that theywere offered more money. Then they that they’ll always love every aspect of a job, they also don’t believe that they basic needs aretry to throw more money at them sothey’ll hang around. should slog through their lives never finding satisfaction in their work just to met.”

How do you find fulfillment in work?Do something you are gifted and “People want autonomy over fourtalented at and do it for somethingyou’re passionate about. If a person is aspects of work: what they do, whena gifted accountant and they love thework, but abhor the company they they do it, how they do it, and whomwork for, can they be fulfilled? they do it with.”Conversely, if that same person findsthemselves as a hiring manager for a company. But this is difficult work. It seek out people to team up with incompany they otherwise love, can they requires a change in the way you hire. their personal lives. They are extremelybe fulfilled? interconnected. Most companies view “qualifications”In both cases, we know the answer. as more important than passion and In his new book, Drive: The Surprising desire to learn. As for me, I will always Truth About What Motivates Us, authorSo what are the three things Millennials take a less qualified person who is Daniel Pink writes that autonomy can(and most employees) place above passionate for my company and the best be thought of as “acting withmonetary motivators? Let’s take a position. In the long-run, they will choice.” He then writes the following:look. always outperform someone without “[People want] autonomy over four those traits. aspects of work: what they do, whenDesire to Work In Their they do it, how they do it, and whomStrengths and Passions The Importance of they do it with.”Companies that take time to match Autonomy Very few companies give theirmore than just skills to a position but Most people think individualism when employees even one of those choices,strengths and passion to a position will they hear the word autonomy. But let alone all four. If you want to attractfind employees who are more likely to that’s not what Millennials want. In and retain Millennials, your companymake a longer-term home at the fact, it’s generally just the opposite. will need to find ways to give people They thrive in team environments. They autonomy over their work. Let them

pick projects. Let them choose their How do you make a difference? Theteam for a project. Let them set their If you don’t give your employees answer is going to be different for eachschedules. autonomy, someone else will. And if no person but all will have a common other company will, they will take the thread – leveraging what they do for IN THEIR WORDS: JASON MOORE brightest minds of their generation and the benefit of something greater than (GENERATION X) start their own competing company themselves. and you’ll be in trouble. My experience with managing this Sometimes this purpose comes from working with an organization like generation leads me to think the Work That Matters point that you make that is most Children’s Hunger Fund or Habitat for Take the time to read the In Their important is: Humanity. Other times, it can come Words sections throughout this book from seeing how the work they do and you’ll see a common theme: every “You must push them toward directly impacts the product or service single one of them wants to be part of your company provides and changes excellence by encouraging them and something bigger than themselves. the lives of those who use it. showing them that they are a part of They want to feel like they’re doing something greater than themselves.” work that actually matters. You must show Millennials how they In general, this is no different than are making an impact on a larger world They want to make a difference. by working with your company. Tell previous generations, but this is the first generation that has a realistic option to avoid long-term “Every single one of them wants to be employment at companies that don’t fit their ideals. Prior managerial part of something bigger than generations could use fear-based tactics to keep employees in lock themselves. They want to feel like step. There are more opportunities available to people in just about any they’re doing work that actually geography where this is no longer the case. matters.”

stories of the people being impacted. Why? The answer is simple: we willLet them meet your clients. Serve in leave for less money if we get these “If you want tothe community with them. There are a three things somewhere else. If youlot of ways to make this happen. want to keep us, learn to motivate us keep us, learn to by creating a company we will thriveIN THEIR WORDS: NANCY REECE in. Don’t just try to compensate our motivate us by misery.(BABY BOOMER) creating a If you provide these things, many of usOk--here’s the hiring boomer’sperspective. I would like to see will give you more of ourselves than company we will you could ever imagine. Your companyMillenials be more strategic--thinklong term in terms of their gifting and will thrive. thrive in. Don’t justwhat they can contribute as opposedto 6-12 months. What would it take to try to compensateget you to commit longer term to ourcompany if you’re a rising star? our misery.”Why We QuitEvery single Millennial who hascommented on my blog has donesomething that most companies havenever been able to understand: theywent to another company that wasoffering less money. Or, in a couple ofcases, they left a well-paying job tocreate their own company. Thisincludes myself.

You cannot manufactureculture.

Overhaul Your CultureIf you want to attract and retain But culture, as important as it is, is So What is Culture?Millennials, you are going to have to impossible to manufacture. It’s more Culture is what is created when aoverhaul your company’s culture. Let than simply changing a few policies group of people share a core set ofme just spoil the surprise: almost then patting yourself on the back for a values and choose to live by thoseeverything you’re doing right now is job well done. values.repelling them. What Culture Is Not Your company’s culture is determinedA company’s culture is one of the most Before we talk about what culture is, by your entire team’s beliefs andimportant factors in a Millennial’s let’s spend a second on what it isn’t. A behaviors as they pertain to eachdecision to join--or stay at--a culture isn’t created through typical other, your customers and yourcompany. If they don’t like your corporate initiatives or programs. mission. It is not determined byculture, they will leave. If you have Companies are notorious for creating programs or committees. It is formedtrouble retaining Millennials, you likely dumb programs with titles like “Vision and nurtured over the life of yourneed to start here. 2010” or “Leading Through Innovation company. Programs have end dates. Initiative.” Creating a great culture does not.Haven’t We BeenDiscussing Culture? Do not even think of creating anything So how do you overhaul your that sounds remotely like “The Summit company’s culture?In a manner of speaking, yes. “Leading for Creating a Better Culture” unlessinstead of managing” and “motivating you like halting progress before itin addition to compensating” are really Step 1: Examine What begins.cultural decisions you’re going to have You Personally Valueto make about how you run your Let me repeat this: you cannot If you run a company or team, thecompany or your team. manufacture culture. culture of that group is a direct reﬂection of what you value. If your

predictability and perfection over themselves if the leader won’t? Is that“Mission and innovation and failing forward. even leadership?vision statements If you don’t have a passion for You must begin by changing your core something, if you don’t desire growth values. A company’s culture andgenerally read like and learning, if you don’t see work as values can’t grow beyond that of its more than just an opportunity to make leaders.products of the money, your team won’t either. Step 2: Examine Whatlegal department-- If your team doesn’t feel valued, it’s because you don’t value them. Your Company Valuesnot like they were If your ﬁrst response to this is to say, If your team doesn’t offer input, it’s “We have a Mission Statement andcrafted by people because you don’t value it. Vision Statement so we’ve already done this,” please know that those twopassionate about If your team gossips, it’s because you haven’t placed value on character and things are not enough. In fact, they’re more likely useless since very few ofwhat the company integrity. your employees even know or care what they say. A fair word of warning: if you truly wantdoes.” to change your culture, be prepared for Why? Because almost all of them a painful process. When we see involve useless statements and ourselves through the lens of what buzzwords that mean absolutely we’ve created, it can be devastating nothing whatsoever. Mission and because we can’t create excuses for it. Vision statements generally read liketeam seems set in their ways and products of the legal department--notavoids risk, it’s probably because If you’re not willing to do this, your like they were crafted by peopleyou’ve made it known that you value company’s culture will never change. passionate about what the company Why should anyone examine does.

Your company’s core values are theprinciples by which you operate. In “No switch was flipped. It began withrecent times, I don’t believe there is abetter example of this than Zappos-- the leadership asking themselves whatthe online retailer that was recentlypurchased by Amazon for over $1.2 kind of company they wanted to create.”Billion. No switch was flipped. It began with THE ZAPPOS 10 CORE VALUES:You can read the list of Zappos’ 10 the leadership asking themselves whatCore Values in the callout to the right. kind of company they wanted to 1. Deliver WOW Through Service create. 2. Embrace and Drive ChangeAnd the Zappos Mission Statement? 3. Create Fun and a Little“To live and deliver WOW.” Then they worked closely with the Weirdness employees to find out what kind of 4. Be Adventurous, Creative, andNow, let’s put this to the test. Let’s say company they wanted to work for. This Open-Mindeda customer who is extremely unhappy is key. You shouldn’t try to dictate to 5. Pursue Growth and Learningwith a shipment they received calls your employees what the culture will 6. Build Open and Honestyour customer service department. be. You must involve them in the Relationships withWhat happens in your company if “The process and value their input as CommunicationSupervisor” isn’t immediately available equally important. 7. Build a Positive Team andto help out? Will your employee know Family Spiritwhat to do? Will they feel like they can Ignore that last paragraph at your peril. 8. Do More with Lessmake a decision without escalating it? 9. Be Passionate and DeterminedDo you even trust them to? 10. Be Humble Step 3: RelentlesslyAt Zappos, anybody can return any Pursue Your Core Values succeeded at delivering on theiritem for any reason within 365 days at When working on your core values, mission statement and core values.no charge. If you’re first thought is, create high standards and then hold It took them over a year to craft this list“WOW! That’s insane,” they just that originally started as 37 principles.

everyone accountable to the relentlesspursuit of them. “Everything must be changed. The goodIf you say you value “fun and a little news is that it doesn’t have to changeweirdness” but have a policy thatrequires people to wear ties to work overnight.”and doesn’t let them decorate their aware of what you’re asking for whendesk with more than one picture, Core Values Createyou’ve failed. you create them. Accountability To CultureIn your relentless pursuit of your The beauty of a set of core values thatvalues, you will have to change a lot of everyone knows and agrees to is that itwhat you do and how you do it. You creates accountability. If you’re notwill have to rewrite your mission playing by these rules as an employee,statement and vision statement (or just you’ll feel pressure to change or leave.integrate them into the Core Values People become protective of culturesand get rid of them altogether). You will like this because they are so difficult tohave to examine every corporate find.policy. You will have to examine yourhiring process. On the flip-side, if you as a leader violate them yourself, you will lose anyEverything must be changed. The trust or credibility you created. If yougood news is that it doesn’t have to ask for openness and honesty but thenchange overnight. Give people the don’t paint realistic pictures of wherefreedom (read: autonomy) to figure out the company is at, you may as wellhow to change these things a little bit take that out of your core values.at a time (or a lot at a time if theychoose to do so). Core values will either make you better or brand you as a hypocrite so be

The workforce - yourworkforce - is rapidlytransitioning to a youngergeneration. Theconversation should nolonger center around if yourorganization shouldchange, but how.

ResourcesI wish I could say that this e-book was a comprehensive, all-you’ll-ever-need type of guide. But this is just the tip of the iceberg.To continue researching this topic, you’ll want to take advantage of some of the great resources that are out there. Below is a list ofbooks, blogs and others who are doing a great job helping people understand The Millennial Revolution.To visit the resource, just click on the resource name or the link. If you think I’m missing something, let me know and I’ll consideradding it to future versions of this book.Books on Related Topics & TrendsLINCHPIN: ARE YOU INDISPENSABLE? - BY SETH GODINThis is one of the most important books on this list. In Linchpin, Seth Godin argues that we are all artists now because most of usdeal with emotional work. We create and sell ideas, not widgets. So how can we become indispensable in this new paradigm?That’s what Seth covers. Click here to pick up Linchpin by Seth Godin.DRIVE: THE SURPRISING TRUTH ABOUT WHAT MOTIVATES USThis book by Daniel Pink is a shocking and enlightening look at what truly motivates people to performance.Click here to pick up Drive by Daniel Pink.A WHOLE NEW MIND: WHY RIGHT-BRAINERS WILL RULE THE FUTUREThis was Daniel Pink’s ﬁrst book. It’s a fascinating look at how our economy is shift- ing from being predominantly left-brained toone driven by right-brained thinking and work. Click here to pick up A Whole New Mind by Daniel Pink.SWITCH: HOW TO CHANGE THINGS WHEN CHANGE IS HARD - BY CHIP & DAN HEATHUnderstanding why some change is easy for people while other change is difﬁcult can be a valuable tool for any leader trying toaffect change in their organization. Chip and Dan Heath examine two “systems” within our brains - a rational system and an

emotional system. If you want to make change easier for people, you have to get these two systems to align. Click here to pick upSwitch by Chip and Dan Heath.DELIVERING HAPPINESS: A PATH TO PROFITS, PASSION, AND PURPOSE - BY TONY HSIEHTony Hsieh is the founder of Zappos - a company recently purchased for over $1B by Amazon. He’s also known for creating one ofthe most innovative company cultures this world has seen. His book, Delivering Happiness, talks about how they did it. Click hereto pick up Delivering Happiness by Tony Hsieh.NOW DISCOVER YOUR STRENGTHS - BY MARCUS BUCKINGHAM & DONALD O. CLIFTONThis book--along with the slimmer StrenghtsFinder 2.0--are tools I regularly recommend when working with clients. I’ve used themin hiring, managing and coaching situations to better understand the people I work with. Given that all employees (not justMillennials) want to work in their strengths, you would be wise to invest in a copy of at least StrengthsFinder 2.0 for every personon your team. Then, use the results to ensure that you have the best people in the best positions. Click here to pick up NowDiscover Your Strengths by Marcus Buckingham and Donald O. Clifton.STRENGTHS-BASED LEADERSHIP - BY TOM RATHThis is the leadership edition of the StrengthsFinder test and covers the reader’s leadership styles and strengths (as different fromtheir general strengths). Believe me, they are much different. Consider this book for your leadership team. Click here to pick upStrengths-Based Leadership by Tom Rath.Blogs You Should ReadI’m a firm believer that you should read the works of those who are either influencing the people you want to understand or whohave a strong handle on what makes them tick. With that said, here are some of the people who influence and/or understand theMillennial generation.Seth Godin - http://sethgodin.typepad.comWithout a doubt, Seth Godin is one of the most influential and forward-thinking leaders on this shift in the workplace. If you’re notyet reading his blog and his books--specifically, Linchpin--you’re in for a thought-provoking and challenging treat.

Gary Vaynerchuck - http://garyvaynerchuck.comGary is a Gen Xer who resonates with those in many different generations--including Millennials. His message is one of pursuingyour passion with intensity and hard work.Chris Brogan - http://www.chrisbrogan.comA forward thinker. Also a Gen Xer with a large Millennial following. He writes and speaks on passion, new media andcommunication and marketing in a new era of business.Leo Babauta - http://zenhabits.netIf you want to understand how many Millennials view finances, possessions and work, this would be a great blog to start with.Pamela Slim - http://www.escapefromcubiclenation.comAuthor of the incredible book Escape from Cubicle Nation, Pam is a coach and speaker who works with people interested infleeing the cubicle for something more fulfilling and meaningful.Michael Hyatt - http://michaelhyatt.comI’ve had the pleasure of working with Mike and I can say from first-hand experience that he is a CEO who gets it. On his blog, you’llfind posts on leadership, transparency, social media (for executives), and much more content geared toward leading peoplethrough times of change. Being in the publishing world, Mike has done a spectacular job of doing just that in his company. MostMillennials I know would give their right arm to be coached and mentored by him. So we settle for his blog.Donald Miller - http://donmilleris.comDon is a renowned author of multiple best-selling books all geared toward Xers and Millennials. His emphasis is on the spiritualand social side of the equation and he appeals to people of varying beliefs, backgrounds and ideologies. Not an easy task giventhe topics.Jason Moore - http://newrulesofwork.net/blogJason Moore writes on culture and leadership effectiveness. He doesn’t post very frequently, but the stuff he has on his site willkeep you quite busy as you wait for new content.

Brazen Careerist - http://blog.brazencareerist.comPenelope Trunk is the creator of Brazen Careerist--a site dedicated to the Millennial workers. It features a blog, social networking,tools and resources all centered around the transition between the generations. She will offend you and challenge you. But youshouldn’t ignore her.Travis Robertson - http://travisrobertson.comIf you received this book from a friend, I’d encourage you to visit my blog as well. I spend a lot of time looking at business andsocial trends from the Millennial viewpoint. As a speaker, consultant and writer on the topic, I’ve worked with leaders andemployees in every generation in an effort to bridge the divides and clarify the misunderstandings. I think you’ll ﬁnd the perspectivehelpful as you lead this movement within your organization.Other ResourcesThe Catalyst Conference - http://www.catalystconference.comA spectacular event created by Andy Stanley and Craig Groeschel that brings together leaders who desire to impact a newgeneration. While the event is geared toward the Christian community, they have hosted business leaders such as Seth Godin whoI mentioned above. I would encourage you to investigate it for yourself before drawing any conclusions.Tim Elmore & Growing Leaders - http://www.growingleaders.comAn organization focused on training up a new generation to be thought-leaders and change agents.

Understanding begins witha dialogue.

Work With MeBIOGRAPHYAfter 12 years of leading teams of Millennials in the technology industry, I am using my experience andknowledge to help companies and organizations develop strategies for growth in a new era of business.With the Millennial generation now outnumbering the Baby Boomers, I will teach you how to engage withthis group and clarify the myths and misunderstandings that surround it. A Millennial myself, I bring mypassion for - and experience with - technology, new media and leadership to each engagement.SPEAKINGIf you’re interested in having me speak to your company, organization or group about The Millennial Revolution, you’re in for anenlightening and energetic session. I have spoken to executives, leaders and teams across many different industries. Sessions arefocused on helping foster understanding and communication across all generations.I can speak from a variety of angles including: • How to attract, hire and retain Millennial team members • How to attract clients and customers from within the Millennial generation • How to understand, communicate and work with Millennial team membersCONSULTINGOver 75% of companies agree that they will need a Millennial strategy for their company. Despite this, most of those companiesadmit they have not yet created a strategy for attracting, hiring and retaining Millennial team members. Nor have they developed astrategy for reaching them as clients or customers. I can work with your team and guide you through this process.If you would like to book me to speak to your organization or are interested in developing a Millennial strategy, you can reach medirectly at travis@travisrobertson.com or by calling me at 615.212.2184.

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The Millennial Revolution

by Travis Robertson on Jan 24, 2011

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