You just got the job offer you have been waiting for. A sense of relief floods over you that your long search may finally be over. No more uncertainty or sleepless nights. After your initial excitement wears off, it's time to seriously consider their offer. You would have to be crazy not to take it, right?
Have you ever worked with an awesome product manager? If so, you know that she set the vision for the product and managed the day-to-day activities of the team. She was at the epicenter of every decision and knew all the cross-functional team members like they were family. She managed the "whole" product.
A 24-foot long, Sylvan Special Edition pontoon boat with a 115-horse Johnson outboard is where I spend most of my Sundays. My wife and I decided to take the plunge and acquire our first boat in May this year. Since then, our baby has been in the shop twice, been towed once, and proven that boat truly does stand for "Break Out Another Thousand."
I've never met a manager who intended to demoralize their staff. Many do. But that's not their intention. In talking with them or those who report to them, what surfaces are habits, attitudes, practices, and skill deficiencies that lead their employees to disrespect, disengage, and decide to leave them for more pleasant environments.
Since 1993, I've been tracking generational change in the workplace and its impact on organizations, especially the impact on supervisory relationships. Based on two decades of research, I can report that the overwhelming data points to a steady diminution in the soft-skills of young people in the workplace from Gen X to Gen Y to Gen Z.
What fuels the energy and excitement that's visible among people who are highly engaged and productive at work? Is it something about what they bring to their careers to begin with? The management culture they experience? Or, are those qualities found mostly among the young, because of youthful energy, as some surveys indicate?