They need to feel important
Over the summer, I had the privilege of working with two eager interns (hired by one of our clients), each wearing a flashing neon sign on their foreheads….the one we talk about with leaders we support: MMFI. If you don’t already know….give it some thought. Make Me Feel…….I know, you’ve got it. Yes! IMPORTANT!
On the first day of their three-month job, the president of the company asked to meet with each of them, individually. His conversation was informal, focused on learning about them and on telling them a few things about himself. The impact was significant. These two interns were amazed that the president would take time to talk to them. The exact words of one of them, “I felt important when I was talking to him.” If a first impression is a lasting impression, then they will remember how important they felt….for a long time.
Fundamentally, when people come to work, they all need to know that they matter. It’s not just the Gen Y workforce. I share the following, because in our work with leaders, we encourage fairness and objectivity across all generations. In so many ways, we’re really all the same. Too many leaders continue to focus on the “demands” of Gen Y. Here is what we know about the other generations, as well:
- Veterans (over age 67) are able to retire, and yet we see them staying in their jobs longer if they know they bring value. One of our customers (who is a director of engineering) says to his veteran workforce, “Every additional year you give me is a gift.” This is influencing many of these veterans to stick around. This organization happens to have an 80 percent veteran workforce. They need these people to know they matter.
- Many Baby Boomers (ages 47 – 66) will delay their retirement if they have challenging work and if they know they’re contributing. A 59-year old leader we talked with at a conference recently said, “I was planning to retire in 2009. I was approached by my company in 2008, told I was too valuable to lose, and was asked if I would be willing to run a new division. I jumped at the chance. So, now I’m not going anywhere soon.”
- Gen Xers (ages 35 – 46) want meaningful work, and they want feedback that their work matters. If they get these two things, they have a higher likelihood of not looking for greener pastures. This generation was the first generation that pushed for feedback.
- Gen Yers (ages 20 – 34) grew up feeling important. You know this, right? Some of you, look around at your kids! Trophies for showing up, everyone matters, we don’t have to keep score, high parental involvement and attention, and the protected recipients of the self esteem revolution. So, young professionals are at risk of expecting this make me feel important trend to continue.
If you can neutralize any thoughts you have that Gen Yers are somehow unique in their need to feel important, well….that’s a start. If Gen Yers want to be hired by organizations who will value their talents, opinions and contributions, why not make a decision to value them? Here are some ideas:
- Provide external direction. This can come from their boss, a mentor or a more senior team member. If you’re paying attention to your Gen Yers, that’s the first sign that they are important to you. You’re willing to take time for them, to make sure they have clarity about what they can and should be doing.
- Show regular appreciation. This feedback is invaluable. It’s free to give.
- Provide attentive leadership. Especially for emerging talent, it is helpful to check in daily. Organizations that develop formal on-boarding processes typically have built-in attention for 30 to 90 days. Beyond that, the effective leaders will remain disciplined to interact with all employees.
- Share the big picture. The phrase, “you don’t need to know that,” will ideally never be stated. Gen Yers want to be part of your cause.
Recently an executive shared with me, “If I have to do all of this coddling … I just won’t hire anyone in their 20s.” This is likely not a prudent strategy if you’d like to ensure bench strength in the future.
Days later, another executive shared (interestingly enough, choosing the same word), “I know I have to coddle these people a bit. I’m happy to do that if that will help me keep them. My primary concern is retention.”
He gets it.
