The Truth About Managing Generations X and Y

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  1

  talhooj1

  07/28/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  wow beautiful, i think its a great work, and need to be discussed. For me 4th point is more concerning and this will originate leader among the employees. The Asian countries should also follow the pattern and hope that one day they will bring more professionals into the business world. Keep it up the good work.

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  2

  amuk

  07/28/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  I FEEL THAT THIS IS ABSOLUTELY TRUE, I PERSONALLY BELONG
  TO GENEATION Y AND I REALLY FEEL LIKE NANCY IS TALKING
  ABOUT ME. ALL FOUR POINTS APPLY.

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  3

  klwhi448

  07/29/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  Love this post, I am a Gen Y, all of these points are exactly how I feel and how I work. My boss is a babyboomer and I completely see myself wanting to be coached and learning as I can rather then be managed, I can manage myself, I just need the opportunities to learn!

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  4

  johooo

  07/29/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  There are some good ones in the bunch. However as a group --they are narcisisstic, overly concerned with their personal self esteem and their personal feelings, need too much micro stroking, have limited attention spans, excessive social needs which distract them from tasks their employer needs done, obsessed with "devices " and "gadgets" rather than real business system requirements or direct human interaction, can't write or say coherent and logical sentences, and think they are owed accomodations that they have not yet earned through performance
  
  I have expected for years that this business cycle will be a wake call for the smart ones and oblivion for the dumb ones
  
  It is no coincidence the the unemployment rate among this cohort is so high. Gives us older people hope..... most of the time companies would be using the recession to get rid of us but the alternative can't compete

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  5

  sbmack

  07/29/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  Re: 4. Crave constant learning: The best way to get Gens X and Y workers to stick around...
  
  Let'em leave. Plenty of more talented and experienced boomers pounding the pavement.
  
  And where is the guidance to Gen Y's about having to do the grunt work? Being tough and professional enough to not require security blanket feedback? Loyalty but not always on only their terms?
  
  Gen Y's were coddled growing up. They want the short hours, relaxed environment and the money to buy all their toys. Pick two.
  
  The debt store is closed. There ain't no free lunch and it's gonna get ugly. Welcome to Darwinian capitalism kiddies. Toughen up. You aint' that special.

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  6

  tf323

  07/29/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  Ridiculous. The truth is, people are evolving, and the anti-human work "ethic" so touted by boomers and veterans is nothing but a quick walk to a miserable grave. Shorter hours? More flexibility? Gadgets and technologies that help us work outside the office? Creativity? Praising and appreciating our fellow workers? Going out of the way to learn new practices, technologies, and to constantly be learning instead of stuck in an archaic idea of "business?" Sign me up.
  
  The way we live will change, the way we consume, create, do business, and exist with each other will change. A system created to keep people in a drone-life earning money they don't need to buy things they don't need will change.
  
  These absurd separatist observations that don't take into account the fact that the world is no longer the bastion of the corporations & the suit drones. No company loyalty? That's a smart response to the way companies treat human beings. Instead of trying to define these differences, why not focus on how the workplace can evolve to be a part of a meaningful human existence?

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  7

  solitude4u

  07/29/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  Funny, I wouldn't have said it like johooo, but I agreed with what I read.
  
  The "it's all about me" groups are inherently self-centered and boldly come to us with demands/expectations that their world will be delivered to them, rather than earning their place, and at the proper time. And we let it happen, whether socially, in our educational system where everyone wins and gets the trophy, and as it seems to be going, in the business world. A business is encouraged to change their practices, re-invent their processess, and re-think their core values to attract and maintain the new work force. I agree with the bold concept that if you want a paycheck from us, then you'll abide by our system. Whomever flips us off and says no, let 'em go. There are MANY who still respect the premise that we are not an entitlement system are willing to earn their rightful lot in life. Perhaps that's the best lesson we can teach them.

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  8

  abneofelis

  07/29/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  This is a blatant example of outsider perspective spoiling relative understanding. Yes, of course culture of every kind is in constant adaptive flux, but assuming there is any kind of schism between age groups universally expressed is foolish and somewhat dehumanizing. You've made bland generalizations about millions of people in a single set of bullet points, and all its done is demonstrate the perception of difference among people of other generations.
  The sad truth of the matter is that people will conform to whatever working situation they feel they have to, regardless of generational predisposition (real or imagined).
  
  "The defining characteristics of these two groups of young people is a set of poisoned barbs on the rear legs. If threatened by your management style, they will inject you with poison, and drag you back to their dens to feast upon your still living flesh?
  
  And to you boomers reading along, think, if you will, of what your business place predecessors thought of your generation, and the skill set/ personality flaws there of.
  
  Now pardon me while I text someone from my iPhone about my fierce and unyielding loyalty to my manager. What do you think? Tell ME!

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  9

  sbmack

  07/29/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  Re: "Now pardon me while I text someone from my iPhone about my fierce and unyielding loyalty to my manager. What do you think? Tell ME!
  
  Do it on your own time...

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  10

  Questioning Reader

  07/29/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  Really? I have to sign up for an account to leave a useful comment on a site I'll never visit again? Lame.
  
  I had a big, long reply complaining about most of these boomer's comments, but they're disrespectful, won't be productive, and I'm not really into internet flame-fests.
  
  Suffice to say, there are parasites and leeches from every generation. It behooves ALL of us not to try to fit them into some predefined label of Gen-X/Y or boomers just because it's easier and more convenient to attach them to generational traits we happen to not like. Call the parasites parasites, the leeches leeches, and leave the rest of us alone. We can all make a more positive difference that way, and there's no reason our generations can't learn to work together to do it.
  
  Being Gen-X myself, I can say that these 5 points really ring true to me and my work experience.
  
  1. We need help with what we need help with, and we don't need help with what we don't need help with. Help us where we need it and let us do our jobs where we don't. Many of us are more effective when we're not managed, and are free to get our work done rather than wasting time on senseless beaurocracy.
  
  2. The world today changes very quickly, so if we have something we can contribute, we'd like to do it immediately while it's still relevant. We realize this is the only chance we'll have to prove ourselves, and if we fail to then WE will become irrelevant and be replaced by a business culture that values profit and net returns on investments over cultivating a long term employee.
  
  3. We live in a rapidly changing world today, and this is the world we grew up in so it's our innate mentality. If you don't praise us or correct us immediately, we have no way to gauge whether we'll be getting another paycheck from you. It's happened to us plenty of times before, it isn't the same work environment you all grew up with, and we're just trying to deal with it. If you don't correct us until we make a BIG mistake, we feel you don't respect us enough to have done it when we first got it wrong and kept us from wasting our time. Again, it's part of the world moving so quickly.
  
  4. The education system today isn't what it used to be. Now most schools are worker production facilities rather than education facilities. There are few learning opportunities and in many professional cases you're required to specialize. You don't get anywhere today with a general education, and there are far too many choices to be able to make a sensible one without any experience. So help us figure out what we're good at and how we can make the biggest contribution so we can get started before we die!
  
  5. A good manager (as in one who has EARNED their position through PERFORMANCE and not nepotism or years of service) is very hard to find in the portion of the workforce we're able to work in today. That's why we have loyalty to the manager and not the company that might replace them.
  
  Maybe that clarifies somewhat why we have these traits, and maybe this will help you folks from the older generations understand why you'd benefit from using them in your own business.

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  sbmack

  07/30/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  Re: "Maybe that clarifies somewhat why we have these traits..."
  
  The point is that a manager does not care why you have those traits. He only cares if the traits help him make money. If coddling and supporting and providing feedback to sooth an inflated ego gets in the way of doing business, you get fired. Or not even hired at all if you project those entitlements during an interview.
  
  Because there are plenty of people out there prepared to do the work without the overhead and the baggage.
  
  Darwinian capitalism or unemployment. Pick one...
  

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  12

  Questioning Reader

  07/30/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  Those aren't the only choices. Start my own competing business is also an option. Look at Google and Apple for obvious examples. They've done extremely well at decimating their competition and they've done so without modeling the older ways of doing business. My argument is simply that you're losing a huge swath of really bright minds and the contacts they may have by not accepting that they work differently than what businesses have grown accustomed to.
  
  The manager not caring why I have those traits is a perfect example of why I'd chose unemployment over working for that manager, and why I'd never have any loyalty to the company they work for (that includes as a customer, so yes it does affect the bottom line). I feel if a manager or business is too stupid to recognize what they'd get from me, they don't deserve to have what I bring to the table.
  
  It's fine by me, because likewise, there are plenty of employers out there who DO care why I have those traits, as well as caring about the strenghts that come along with them.
  
  The thing about Darwin, in your Darwinian capitalism idea, is that he theorized that organisms evolve over time, and that useless traits are eliminated. The boomer attitudes are among those useless traits today, and over time they are going the way of the dodo.
  
  Caring about the people who are responsible for making your business money is smart behavior, not a waste of time. An employee who feels valued will bring a whole lot more value to a company than one who does not.
  
  Compare the success of a company and the work ethic of its employees with companies such as BestBuy, Circle K, or Taco Bell with the same measures of smarter, more agile employers like QuikTrip or In-n-Out Burger and you'll see exactly what I'm talking about. Or just go into those places and experience the difference for yourself as a customer.
  
  I've talked to management in those companies, and read books by their founders, and the difference is precisely what this article and the Gen's X and Y people here are talking about. It's in the way ALL the employees (lower management included) are treated and nothing else.
  
  When I used to go to Circle K in Phoenix, it'd take me 10 minutes to get out of there even if there were only 2 people in front of me. And I never got a smile or hello upon entering the stores. Rather, it always seemed it was a bother that I'd come in to give the business my money. QuikTrip was quite the opposite. ALWAYS an authentic, friendly smile and "hello." or "hi!" or "welcome!" when ANYONE walked in, it was almost never overlooked. ALWAYS a clean, publicly available restroom, ALWAYS the same inventory from one store to another, and even if there were 15-20 people in front of me, I'd be out in under 5 minutes. Why? Because every employee cared. And if you ask them why they cared, they'd tell you it's because the company cared about them AND THEY KNEW IT.
  
  The same can be said of the difference between Taco Bell and In-n-Out Burger. At Taco Bell it's almost a surprise if I get everything I order, the way I order it. Sometimes I don't even get an employee who LISTENS to what I order and asks me to repeat what I said several times. It's clear they don't give a crap about their job, and it's clear from the management I've seen that they don't give a crap about their employees. In-n-Out is the opposite. You get the feeling that every employee has a vested interest in every customer and it's clear from the job they do that they genuinely do care. I've NEVER had to repeat myself there, and I've NEVER gotten the wrong items. Further, when I went to order for 25 people, it took no longer to get my orders (and correctly prepared) than it did to get my order when I'd order for myself, 90% of what I ordered was already prepared by the time I finished ordering. The other difference is EVERY In-n-Out is ALWAYS busy from open to close no matter what part of town they're in. Taco Bell can frequently a ghost town at any hour of the day.
  
  Ask any employee at these companies about their jobs and more than likely you'll get a "eh, it's just a job" "it sucks" or "it pays the bills" from Taco Bell or BestBuy or Circle K. Ask the same questions of an employee at QuikTrip or In-n-Out and you'll get something like "I love working here!" or "it's awesome!" or "it's a great job!" from them. Don't take my word for it, experience it for yourself. So if you think giving in to these 5 points is a waste of time, be my guest. I'll probably only frequent your business as a matter of last resort. You certainly aren't buying yourself any loyalty or innovation. Darwinian capitalism will have its way with you too eventually. You either lead, follow, or get trampled. And remember, the younger generation has time on their side.

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  13

  kathystockman

  07/31/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  ...and yet every job description I read asks for a self-starter.
  
  Here you've described people who 1. want to be told what to do, 2. want to be told how well they are doing in order to keep doing it, 3. to be given things to learn and will be loyal only to those who give them all of these things.
  
  Don't they know what needs to be done, how to determine when it is a good job they are doing, or seek out new things to learn?
  
  This is why I am a FORMER professor. The only hands I hold are those of my own children (ages 5 and 11).

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  14

  nsvennson

  08/03/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  sbmack: "Let'em leave. Plenty of more talented and experienced boomers pounding the pavement."
  
  Perhaps. But while you are getting blisters pounding the pavement we are doing business faster, smarter, and better than ever before. I wasn't alive then, but I assume that things were similar when your generation moved into the job market: your mother and fathers' complained about the lack of respect and your undeserved sense of entitlement, and while they did this you entered the market and went on to change the work environment. Well that is what we are doing now, and it will eventually happen to us whether we like it or not. So don't be bitter. Adapt.
  
  KathyStockman: "Here you've described people who 1. want to be told what to do, 2. want to be told how well they are doing in order to keep doing it, 3. to be given things to learn and will be loyal only to those who give them all of these things."
  
  Spare me. As you attempted to take a few of the generalizations that have been made above to the extreme, I will attempt to refocus yours as it is apparent your hands were occupied with those of your children instead of typing a sound response.
  
  First, a question: The end of your response gives one the impression that you quit the teaching profession because the generation X and Y students looked to you for, to use your words, 1) determining what needed to be done, 2)determining when it was a good job they did, and 3)to be given direction in learning new things? Isn't that the point of being a professor? That was very noble of you, I am glad you left the teaching profession so that professors who enjoy guiding today's youth can take your spot... and those are the professors with whom I take classes, because they understand that the world is constantly changing and are willing to adapt to it.
  
  I feel I am a fair representative of Generation Y, and while I agree with some of the generalizations made by the author, there are always exceptions. I do look for managers that coach more than they manage. Apparently unlike baby boomers, I do not enjoy being managed, managed, and then micromanaged. I see the managers of today as mentors, there to help their subordinates learn and develop so that they can add value to their company. I want to realize my full potential, and if the company I work for does not provide the vehicle for that than why should I stay? For some abstract term (loyalty) that obviously means different things to different generations? I am a very loyal person, but you have to earn that loyalty.
  
  Yes, I love learning new things. And it is not always obvious as to which new things I should learn, so guidance (a function of a manager) is definitely appreciated. Especially if it is a manager I respect. I am not going to apologize for not being loyal to a building or corporate name, for it is the people inside the building, the managers and coworkers, that hold the value that I seek, the knowledge that I desire, and the relationships that I need. I value people with whom I enjoy working and from whom I can learn, and if they leave than so do I.

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  15

  gmoeller1

  08/13/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  Poor Gen X & Y!
  
  According to Ahlrichs they are needy and greedy - in a world rapidly moving toward borderless competition!
  
  For the sake of everyone depending on their future productivity and earning power, I hope Ahlrichs is just giving them a bad rap.....or that the kids are fast learners!
  
  

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  16

  middleaged

  08/31/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  You could just as easily run an article about managing Baby boomers and veterans, that would miss the point as much as this article.
  
  There are very few companies today that deserve loyalty - mainly because the turnover of ideas is much faster today than it ever was.
  There is not much point in being loyal to a dinosaur organisation that will be out of business in a few hours.
  
  The baby boomers
  
  a) Expect respect, whether earned or not
  b) Are often lazy, and unwilling to put in the hours.
  c) Express horror at new technology, mumbling that 'we didn't need these things in our day'.
  d) Are unable to think for themselves and innovate - awaiting instruction from a management team that doesn't have the answers anyway.
  e) Smell bad
  
  None of the above is necessarily true, however it is easy to generalise.
  I'm a generation X myself, so shoot away.
  
  At least I'm not generation Y - an incredible bunch of whiny, useless and lazy good for nothings . Look I used a smiley - aren't I the tech savvy.

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  17

  beaulieu1

  09/02/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  As a Baby Boomer, I have to say that I actually understand the comments made by the Generation X and Y. I like to have praise for my work, I am loyal when it is deserved. I like technology and gadgets as long they are functional. I also like to learn. I have run into non-tech savvy people of all ages. Some people only know how to email....hello?! What is most important is not to generalize, but to understand human nature and the kinds of things that positively motivate everyone. Companies that insist on micro managing people on one extreme or who can't figure out how to help people learn and do their jobs on the other hand are both likely to have high turnover and dissatisfied workers on all levels. I work hard when I believe in what I do and essentially get some credit (other than a paycheck) for my work. I get really dissatisfied if I have inept management and disrespect for my knowledge and contributions.

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  18

  Cube-root

  10/21/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  I am a 'boomer'; and have been in engineering management positions. My management philosophy is simple: 'my job as a manager is to make it easier for my employees to do their jobs'.
  
  I can relate to the author's opinion. Also, 'Questioning Reader' nailed it, I believe.
  
  My take on this:
  
  Respect is earned, not granted by title. Company loyalty? Give me a break! Like respect, loyalty is earned; not granted. I will show loyalty to those who demonstrate that they deserve it - based on actions, not words. With companies that chase their quarterly financial statements and lay off hundreds or thousands of people at the first signs of a stock burble; what does one expect? The old adage, 'you reap what you sow' comes to mind. Short-sightedness is what got us into this financial mess we're in. What ever happened to long-term thoughts - like 'growing an employee'?
  
  Furthermore, I don not live to work; rather, I work to live. For me, the most important things in life are family, friends, a personal sense of well-being/happiness, feeling good about what I do, and that it is meaningful work. The old 'work isn't supposed to be fun' mentality doesn't cut it with me. If work isn't fun; either make it so, or find something else to do. Life is too short to put up with anything less.
  
  Regarding comments about being 'coddled' - expecting clear direction, praise when it's due, clear correction early on, and an environment that encourages learning & growth is not being 'coddled'; rather it is simply expecting management to do its job.
  
  Regarding technology - the old 'we didn't need that stuff when I was young' doesn't cut it with me, either. I embrace any technology that makes the job easier and/or quicker - without sacrificing quality.
  
  Regarding stereotypes - well, I don't fit the stereotypical 'boomer' mold: I embrace new technologies. I encourage people to find better ways of getting things done. I place a high value on my sense of self-worth and feeling good about what I do. I also place a high value on my personal time. I believe that a company is better off showing loyalty to its employees. I believe that management's primary role is one of 'facilitator'. No learning opportunities? I'm not sticking around very long. It's your loss - not mine.
  

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  19

  aflach

  10/21/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  I'm a tail-end baby boomer and so are many of my co-workers and colleagues. These hasty generalizations apply to all of us as well. We were all products of the "DIY" culture of the late 70's which was all about immediate contributions, seeking out coach types vs. managers, craving constant learning , new ideas, new culture, etc, seeking immediate feedback from our audiences and being loyal to those we trusted.
  
  I would put forward the theory that we paved the way for these types of characteristics.
  
  Wait until "Gen Y" turn 50 or 60 and see if they maintain the same characteristics.

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  20

  almcfarland

  10/22/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  What do people think about managing "Millennials"?
  
  They seem to have more of an altruistic bent than previous generations. Appear to be more willing to "do the right thing" even if it means smaller compensation.

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  21

  Gramps2u

  10/29/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  Wow.
  
  I left a large company three years ago after working there for 24 years and went into "semi-retirement" (didn't want to work for another company, too young to retire). Why did I leave? I didn't like my boss, didn't feel valued, wasn't growing . . . .
  
  After 6 months a dynamic young company approached me to come help them out. I really wasn't that interested, but we talked. My wife's counsel was: go do it, give it a year, if you don't like it, leave. Fair enough. It's been 2 1/2 years now. Between the two companies, I've gone from being the youngest in the meeting, to the oldest. I started as a manager, I now run the division. The division has grown from $27 million in 2008 to $35 million this year. We are a manufacturer. Average age of my leadership team -- 31 years old.
  
  Why am I still here? Well, I love my team and enjoy what we're doing. I often don't see eye-to-eye with my boss (he's a boomer btw) but we make it work. I just hired a 28 yr old Director of Supply Chain. Why so young with all the experience out there -- He had the drive, energy, tenacity and runway that I just didn't see in more experienced candidates. To be fair, I didn't see in many candidates.
  
  Why do I love my team? They work hard, they want to learn, they want to grow, they're impatient, they keep me on my toes, they call me gramps . . . Do I have nights that I go home thinking those damn kids? Of course, but I need their drive and energy and they need my experience. Do they leave a meeting and say, "if I have to listen to one more of his stories" I'm sure. But when its hitting the fan, as it certainly has the last year, they're looking to me for reassurance, encouragement and yes, direction.
  
  On my best days I stay out of their way. On my really good days I stay out of their way and let them fail, but not hang themselves. Couple of the twenty-somethings have trouble with this. If I could see it coming, why did I let it happen? Because I want them to gain experience as fast as they can handle it. Learning from failure is critical experience. I don't have time to teach them not to touch the stove burner. Touch it, get burned, you're not going to die! Good job, what did you learn, how can you apply it?
  
  I had a 26 year old Supply Analyst decide to leave the company a few months ago. For quite a while he had a really hard time with the fact that I wouldn't develop his career for him. What I would do was help him develop himself for where he wanted to go. I was firm; he had to decide what he wanted. Yes I helped him consider the opportunities and where and how to look for them. What I would not do is decide for him or tell him to follow this magic formula. One day he came to me and said this is what I want to do. Great! Unfortunately I don't have that job for you. I know you don't so I've started looking outside. Okay, how can I help? I had a pretty good idea this was going to happen, but he needed to decide. He was a good worker, but he wasn't going to be happy. Likely if he didn't leave, I'd have to let him go. It is a tough world.
  
  I have a number of positions to fill, we're not done growing. All generations please apply. Bring your drive and energy; embrace failure; learn, grow, you?re not going to die; and have some fun. Jeez.
  

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  22

  LNIngram

  10/29/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  @amuk, comment #2 You are not part of gen X *or* Y if you talk in all caps. That means you're likely part of the baby boomer generation.

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  23

  johooo

  11/10/09 | Report as spam

  RE: The Truth About Managing Generations X and Y

  Revisiting this thread a few months later.....
  
  NO ONE is touting the an " anti-human" organizational culture as some kind of fascistic fantasy camp for a dominatrix older cohort. Any one with a soul and spirit hates what we have created - but " this is the life we have chosen" as a business culture after a generation of borrowing. We are competing for survival
  
  
  
  However, in the midst of an epic economic beat down you had better be ready to understand, comprehend, adjust, negotiate, take intitiative, defer gratification, show persistence and tenacity, put in the time even if you don t like some of the tasks, tolerate pain, and deal with setbacks and ambiguity with maturity.
  And why as a senior manager should I "coach" you if you don't give me all of that , and more......
  
  
  Starting with the author down, I see a characterization of these cohorts as having the opposite- emphasis on demands and expectations rather than contribution. Of course when they went to school they were all students of the week, they wallowed in historically high unearned material affluence and attention - without demands- from a generation of doting parents ( baby boomers), and they all got trophies at soccer. We have set them up through bad parenting for a gaping expectation gap - and many will take years to grow up
  
  The PR for the new tech businesses like Apple, Google, Facebook etc that exploit their world view by selling them stuff ( talismans) do them a disservice- they create an identificiation with a way of living that the consumers can't achieve, because they aren't in control positions the quasi monoplies that the founders want to create. They want you to work in their cubes and buy their stuff. In most cases you can have the foosball table and flex hours, but not real influence or opportunity. If you start up a competitor they will crush you. Make no mistake - their business models are based on domination and exclusion, not openness
  
  You could see this slow motion train wreck starting in the 90s - and now the reckoning has arrived
  

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  24

  timmarge2

  11/13/09 | Report as spam

  Further to Gramps...

  Thoughtprovoking post and thread all around!
  My take (as a young Boomer or late Boomer or whatever) is that the key to the workforce experience these days is fulfillment. Younger people by nature are quicker to assess the quality of their collective experience and opportunity and act accordingly. The Boomers and older have tended to sacrifice short term fulfillment for the larger reward/stability the firm would bring them. Those days are gone!!! Not gone, is the commitment to working hard and achieving results that the X/Y's bring to the table. As a previous poster noted today's churn and pace of ideas and cycles requires adept thinkers and doers. I would hire X's and Y's any day and enjoy the fabulous energy and ideas they bring...even if only for a relatively short time. May I be blessed to grow old with X/Y's around me. They'll keep me alive longer and also pay my Social Security.