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Oversupervise? Who's Got the Time?
A debate has been raging about the Millennials entering the workplace. One side has painted them as the Second Coming. The other side maintains they’re “the dumbest generation.” The truth is somewhere in-between. From a practical standpoint, most managers just want to understand how to effectively supervise them on a day-to-day basis.
After discussing this with a number of managers who manage them in a variety of settings, the consensus has come down to one piece of advice; over-supervise them until they give you a reason not to. “Holy smoke,” you’re thinking. “Who’s got the time?" Allow me to explain.
Let’s begin with disposition. Many Millennials, certainly not all, arrive on the first day with an inflated perception of their capabilities. They have been well-coached on how to interview. Most have a solid grade point average due to rampant grade inflation. They have come of age in a society fascinated with their generation, not unlike the Baby Boomers of 50 years ago. Of course, put them to the test, and not all of them will perform to expectations. This is when the disparaging questions and comments arise which seem to inflame the ire of those who do perform well from the get-go. So what to do?
Begin with clear and specific expectations from the first day on the job. That seems to be a no-brainer. But ask yourself exactly how well you really do this. One of the common themes I hear from those in my audiences is “they have no common sense.” Assume that the Millennials have none, because there is no such thing as common sense. Be as detailed as you can with initial instructions. Tell them exactly what you want them to do, step-by-step. When they come back to you and ask, “How do you . . . ?” refer them back to the original instructions. If you keep answering their questions some of them, you know who they are, will just keep coming to you with more.
There are Millennials who will read this and think, “DON’T TREAT US LIKE IDIOTS!” But here’s the problem: going in managers don’t know which ones possess critical thinking skills, situational awareness, discernment, an ability to extrapolate, and a genuine desire to excel, and which ones don’t. Therein lies the challenge. No manager I know wants to cut someone loose in the workplace only to discover that same person languishing on the job 30 days later. Solution? Over-supervise each one, until he or she gives you a reason not to.
To those who complain about this practice, the explanation is simple. Say, “Here’s the deal. We hire lots of polished young people who all say the right things, have the right resume, and appear to be perfectly suited for the job. The trouble is we don’t know which ones are truly going to excel, and which will require constant supervision and coaching. Demonstrate that you’re in the first group and I’ll back off real fast. But it’s up to you to show that you have what it takes to excel.”
When I mention this strategy, some complain that over-supervision results in over-dependence, even laziness among those who see the job as simply a way to pay the bills. This may be partially true. Those individuals reveal their weaknesses over time and either leave or are dismissed. That’s a topic for a different column. Providing close and specific supervision from the beginning accomplishes two goals: 1) It provides an incentive for those who want to excel to work even harder. 2) Those who are not pulling their weight or don’t have what it takes to be productive are revealed for what they are earlier in the process.
Much of this can be avoided with more effective hiring in the first place. That’s something I’ve been preaching for more than 20 years. As the old Fram Oil Filter slogan used to say “You can pay me now or you can pay me later.” Take time at the beginning to hire and train correctly or take time at the end to terminate someone who wasn’t a good match in the first place. It’s your choice.
Is Working Hard the New Working Dumb?
According to John Blake of CNN.com, those who traditionally work a flex schedule are foregoing flex-time for "face-time" at the office. Yet workplace analysts say that this practice could kill morale and hurt productivity. Putting in long hours just to show face can backfire in the long run.
Industrial psychologist and executive coach Karissa Thacker attributed the practice of employees putting in long hours at the office regardless of productivity as having an "Industrial Age mentality". She goes on to say that a worker's value is measured by their impact, not their hours, whether it be digitally or in person. The key is to pull your weight, not punch the clock.
Case Study
Last month, I hired a 28-year inside salesperson to augment our team of aging veterans. It’s been a mixed blessing. On one hand, he learned our product lines in a snap and even discovered some on-line resources we didn’t know about. On the other hand, the pace at which he works is wearing us out. This has prompted discussion among the long-timers that I am trying to ease them out. This is not the case, but they could pick up the pace. On top of this, he keeps making suggestions about how we could update our systems, website, and a bunch of other technology with which he feels comfortable. So I’ve got this impatient, energetic, high-performing soul who’s shaking up the place and making us all feel uncomfortable. What do I do?
I should begin by asking about your original plan and expectations. You’re not the first to hire someone different than the existing team without considering the possible consequences. I understand your dilemma. You want to maintain stability and yet make changes that improve overall performance. This new salesperson also sounds like a good hire so you don’t want to lose him to restlessness.
You might start by meeting with your new salesperson and ask him to evaluate the situation at present. Ask about how he perceives the overall sales team, without naming specific people. Ask him to comment on the sales processes presently in place Ask him to evaluate his performance to date. Finally, ask him what two or three improvements he would make if he were in charge. Then sit back and listen. Someone like this is probably full of ideas and opinions, some meaningful and some fanciful. It’s up to you to weigh his suggestions with the overall culture and your desire to improve performance.
Once you have completed this, you might meet casually with the other members of the team. You obviously want to be careful not to allow this to turn into an “us and him” situation. That said, you certainly have the right to meet with your new person individually. It is only natural for the long-timers to want to protect both their turf and their habits. But nothing is sustainable forever, especially in this age of overwhelming technological evolution.
No one grows without a certain amount of discomfort. This includes you as a manager, your young impatient hire, and your veteran salespeople. While this situation can be tough and time consuming, it also presents a golden opportunity to encourage the unavoidable evolution of your sales team as the emerging generations enter the marketplace.
Robert Wendover, CSP is Director of The Center for Generational Studies which has been assisting organizations with their workforce transitions for more than 20 years. For more information, review Bob's bio, learn about our presentations or contact us.
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May 2010
Issue 115
Bob's Boomer
Birthday Sale!
In celebration of Bob's Birthday this month, we are offering you a 55% discount on all online purchases! Simply apply coupon code BOB55 when checking out your
purchases of our wide selection of video programs, books , and audio programs in our online store. Why not try our multi-media programs at less than half of their original price?
Take this opportunity to purchase the Center's
books, special reports, and audio programs on recruitment, retention,
and
business-to-business selling all at less than half price!
Simply apply code BOB55 when checking out items from our online store. But hurry, the coupon expires on May 31. This offer is so good that it may not be used in combination with other offers or discounts.
About 20% of adults ages
25 to 34 now live in a multi-generational household. This is also true for adults ages 65 and older.
- PewResearchCenter, March 2010.
Resources
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Are Your Young People Bringing Their "A" Game?
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