This document discusses the need for new leadership styles to engage the new generation of workers. It notes that Generation Z workers have different expectations than previous generations, expecting flexibility, instant rewards, and viewing human resources as an ally. Traditional "block and tackle" micromanagement techniques will not be as effective and risk disengaging workers. Instead, leaders need to change their tactics to embrace the new workforce's personality, spend more time on recognition, determine how to meet business needs while satisfying employee expectations, and view human resources as responsible for employee training, growth, and as a sounding board. The success of leaders now depends on an engaged, empowered workforce that is creative and involved in determining the business's future.

1. THE NEW GENERATION OF WORKERS NEED NEW LEADERSHIP STYLES
As we continue toactualize ourproductionorservice,we tendtomake everyattempttohitour
commitmentsandgoals. Whatmakesus unique asleadersisthe abilitytomanage success. There is
alwaysa patternof accomplishingourgoalsduringourcareersbut we needtoreflectonjustwhat we
are doingtoaccomplishthose goals. There are several waysof meetingourdeliverablesand
unfortunatelywe grewupinasocietywhere leadershipwasrecognizedfor"blockandtackle"
techniques. Thismethodologyworkedinyearspastandstill can yieldresultsonashortterm basis
today,but there are several elementsthatlimitsthe successof thismanagementtechnique inour
presentculture.
If you haven'tnoticed,the worldhaschanged. The mentalityof the worker,the philosophyorlabor,
and the expectationsof humanresourcesare differentthaninthe babyboomerdays. Today'sworkers
have evolved,especiallywithGenerationZ. The babyboomersstrongworkethicwas rewarded by
companiesbygivinglucrative pensionsandbenefits. Companiesreveredloyaltyandlongterm
employmentwithone company. Asglobal competitionevolved,companieshave beenforcedtopull
back on benefitsandhave learnedthatemployeesthatswitchjobsandcompaniesbringforthnew
diversityintoaworkforce. GenerationZfunctionsdifferentastheyare social creaturesthat are flexible
innature and expectflexibilityfrominstitutionsandcompanies. Theyare soflexible thatemployersare
challengedtoretainthemif demandsare toohigh. Theyexpectinstantaneousrewardsandrecognition
for performance. Theycannotbe intimidatedandsometimescanfeel entitledtotheirjob. Therefore
we cannot intimidatethemorinsisttheyworklonghourstoplease the companyor theirboss. Theyare
nowfloodingthe jobmarketandleadersneedtochange theirstyle frommicromanagementanda
demandpersona.
The philosophyof laborhaschanged. The labormarket will soonhave more jobsthanpeople asthe
priorboom generationretires. Labor'sparadigmischangingtoone where employeesdesire constant
increasesinsalariesandbenefitsandtheydonotreact to an environmentwhere people are expected
to be patient for recognition. Thisrequiresthatmanagementspendasignificantamountof time onthe
recognitionaspectof employee management. Leadersmustalsodeterminehow theycanbridge the
gap betweenexpectationsandbusinessrestrictions. There isalwaysa wayof managinga companyto
meetthe business'sneedsandemployee'sexpectations. Thisdoesrequire creativityandgood
communicationwiththe workforce todetermine methodsthatsatisfybothcriterion. Moststudies
showthat monetaryrecognitionis notthe onlyavenue toengaginganddelightingyourworkforce.
Honestdescriptionof the businessconditionswill helpemployeesunderstandwhatrestrictionsexist
and the performance necessarytoembrace monetaryimprovements.

2. Finally,the nextgenerationof workershave differentexpectationsof humanresources. Inpriorwork
generations,the workerdidnotengage humanresourcesasdeeplyastheydotoday. Human resources
was the elementthatdefendedthemagainstunreasonable managementdemandsand wasa defender
of worker'srights. Seldomdidpeople involve humanresourcesinanythingbutthese matters. Today,
humanresourcesisviewedasthe elementthathelpsworkersremaininasafe,politicallycorrect,and
respectedworkplace. Workersexpect thathumanresourceswill assure theyare continuallytrained
therebyallowingemployeestogrowinthe organization. Theyare lookeduponasthe employee'sally
and employeesuse humanresourcesasa soundingboardforbothwork and personal issues. Human
resources'taskshave grownimmenselyinthe lasttenyearsas theyhave expectationsfromthe
workforce thatassimilatesbothacounselorandpersonal carriergrowthadvisor.
In conclusion,oursuccessasleadersisdependentonanengaged,self empoweredworkforce thatis
allowedtobe creative andinvolvedindeterminingthe business'sfuture. Thisworkforce ismore highly
educatedandhas characteristicsthatwill notrespondtooldermanagementstyles. Itisthe leaders
responsibilitytochange theirtacticsandembrace the new workforce'spersonality. Itisan enriching
workforce thatwill guide usintoabetterworkplace andone that self actualizesitself toamore
productive societyif we embrace them. Donot relyonthe "Block andTackle" micromanagementtactics
as theywill eventuallyfail. Leaderswillbe more successfulif theyacceptthisnew generation's
philosophyandworkwithittoaspire the businesstonew heightsof performance.