From Lynne C. Lancaster and David Stillman, the nationally recognized generational experts and authors of When Generations Collide, comes the definitive guide to “Millennials” (those born between 1982 and 2000) in the workplace—what they want, how they think, and how to unlock their talents to your organization’s advantage. If you enjoyed the insights in It’s Okay to Be the Boss, you need to read The M-Factor, destined to become “the” business book on this Millennial generation in the workplace.
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Lynne C. Lancaster and David Stillman are nationally recognized public speakers, generational experts, and cultural translators as well as coauthors of When Generations Collide. They are cofounders of BridgeWorks, a highly successful twelve-year-old research, speaking, and training company focused exclusively on the generations at work. Their clients include high-profile companies such as 3M, American Express, Best Buy, Coca-Cola, Deloitte, Disney, Ford Motor Company, General Mills, and Procter & Gamble, as well as stellar organizations such as AARP, the American Bankers Association, the Conference Board, the Internal Revenue Service, the National Security Agency, and the United Way. Lancaster lives in Sonoma, California, and Stillman lives in Minneapolis, Minnesota.
David Stillman is the co-author of best-selling books When Generations Collide and The M-Factor: How the Millennials are Rocking the Workplace. He has contributed to Time, The Washington Post, the New York Times, and USA Today and has been featured as a generational expert on CNN, CNBC, and the “Today Show”. Stillman has been named one of the “Forty Under 40” movers and shakers and one of 200 to Watch by The Business Journal.
The definitive guide to turning the Millennials' great expectations into even greater results
The Millennial generation (those born between 1982 and 2000) has rapidly entered the workforce in greater numbers, but its introduction to the workplace has been anything but seamless. In fact, many companies already report attention-grabbing stories about:
Clashes like these are happening in workplaces around the world, and they leave leaders and coworkers scratching their heads and wondering, "What do these Millennials want? Why are they so different? How do we get the good ones in the door? How do we keep them there without alienating the other generations?" Going forward, a company's success will depend upon knowing the answers to these questions, because they are the keys to motivating this new generation and to taking advantage of the amazing potential it possesses.
In The M-Factor, Baby Boomer Lynne Lancaster and Generation Xer David Stillman draw on cutting-edge case studies, findings from large-scale surveys, and hundreds of interviews to identify the seven trends essential for understanding and managing the Millennials: the role of the parents, entitlement, the search for meaning, great expectations, the need for speed, social networking, and collaboration. Observant, humorous, and savvy, this book—the ultimate guide to Millennials in the workplace—offers valuable insights and practical, take-action tips and solutions that Traditionalists, Boomers, Gen Xers, and even Millennials can use to bridge generational gaps, be more productive, and achieve organizational success like never before.
Lancaster and Stillman, consultants and coauthors of When Generations Collide, give a David Attenborough–worthy documentation of the lifestyle and habits of the Millennial Nation, the generation born between 1982 and 2000. Marked by attentive, helicopter parents, schools that propagate high self-esteem, and an ingrained comfort with/dependency on technology, the Millennials are tarred as flighty, entitled, self-involved dilettantes, but Lancaster and Stillman encourage managers not to judge but to coach and tap into such Millennial talents as speed, social networking, and collaboration. Lively stories illustrate the generation gap and general communication failures between Traditionalists, Boomers, Generation X-ers, and Millennials. The authors do an earnest job in encouraging the generations to attempt to understand each other. Their thorough analysis of how various generations can complement each other makes a strong case for the value of younger people in the workplace—though anyone over the age of 25 will be horrified by the tales of young workers' parents agitating for their offsprings' promotions—with said offsprings' full blessing. (Apr.)
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