Twentysomething: Managing and Motivating Today's New Workforce

Lawrence J. Bradford and Claire Raines Twenty-Something: Managing & Motivating Today's New Work Force attempts to provide managers and supervisors in all types of organizations a practical guide to better understand and lead their young employees. This book examines the background and work orientation of today's new worker by examining the values of younger workers between the ages of 17 and 27. There are growing frustrations from managers and supervisors across the nation about the new workers' lack of work ethic and loyalty, dominated by self-interest, and their non-caring attitude. Bradford and Raines provide insight into this "so-called" disrespectful, cynical, but yet educated, innovative, and energetic group of young workers by helping managers and supervisors alike, better understand the values that drive their behavior. The book identifies eight core values of these "Generation X" employees: they are self-oriented, want "quantity" time, have an extended adolescence, feel disillusioned, are materialistic, want to have fun, are slow to commit, and don't bow to authority. Understanding these core values provides managers and supervisors more effective methods of motivating and leading these young workers. Throughout the book, the concept of effective leadership is intertwined with understanding. In order for managers and supervisors to lead effectively they must learn new leadership strategies in leading twentysomething workers. Bradford and Raines feel that the information about twentysomethings will help managers and supervisors better understand and lead these new workers successfully. This consists of outlining specific responsibilities, goals and performance standards, communication paths, advancement opportunities and rewarding their young workers. Managers and supervisors must not assume their workers have the same values and views of work as they do, or that they are driven by the same things that they are. Today's young workers are learning new management models in college that gives more power to front-line employees and flattens the organizational chart. In knowing this, managers and supervisors must get to know this new "breed" of young workers, their expectations, and provide them constant feedback and communication. Bradford and Raines have provided some useful information and background into this new type of worker. Their book is well written and provides good insight that helps the "old school" manager or supervisor lead, manage, and ease the impact of this generational conflict. Overall, the successful leader, manager, or supervisor of the twenty-first century will be a coach, mentor, a supporter, and a people person.