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Managing Generation X:  How to Bring Out the Best in Young Talent

by Bruce Tulgan, Capstone Publishing Limited, 1996.

Managing Generation X is a description of effective management techniques applied specifically to younger employees. The primary goal of Bruce Tulgan's book is to clear away the misperceptions surrounding Generation X and provide real-life examples of good and bad management experiences. Many of his recommendations include core performance management processes that would improve employee performance regardless of age.

• Who are GenXers?
• How can I bring out the best in my GenX employees?
• How should a good feedback system work?
• What is the best environment for success?
• Conclusion.

Who are GenXers?

Generation X or "GenX" are the popular terms applied to the group of Americans born between 1963 and 1981 (dates are approximate). In the past few years, an increased amount of press has been given to the misconception that GenXers are slackers wasting their lives in low-pay, low-status, short-term jobs. The stereotype includes disloyal employees moving from job to job without "paying their dues." The fact is, millions of GenXers are doing critical work in important positions in every field imaginable. Their primary goals are self-sufficiency— through learning and increased opportunities for growth—and making a contribution. Generation X employees view each assignment as a learning experience and a way to gain skills to make themselves more marketable. If managed effectively, this generation can be a wonderful source of creative productivity for any organization.

How can I bring out the best in my GenX employees?

Tulgan offers many recommendations for bringing out the best in GenX employees. One of the most important is communication through feedback. Regular constructive feedback can convey confirmation of success and information about making corrections to avoid future mistakes. When younger employees see that their work is paying off and receive continuous feedback on how to achieve even more success, they become more confident, more productive, and more willing to use their creative talents.

How should a good feedback system work?

Tulgan suggests creating a constant feed-back loop with GenX employees. The process he describes would be beneficial to any employee, but is especially pertinent to younger employees. According to Tulgan the model for these sessions should be F-A-S-T:

". . . Feedback which is Accurate, Specific and Timely."

Constructive feedback facilitates learning and an opportunity for growth—two very important factors in managing Generation X. GenXers often grow anxious without any reliable status reports on their job performance. Interviewees in Managing Generation X described positive, career- building experiences with managers who integrated brief feedback sessions into their daily interactions with the employees they managed. These managers helped their employees maintain confidence and productivity by recognizing every result and celebrating every success. The managers these GenXers viewed as successful made every feedback session count and saw everything, whether failure or achievement, as an opportunity for growth.

What is the best environment for success?

GenXers work best if they are given total responsibility for a specific project along with the tools, information, support, and freedom they need to focus on accomplishing it. This combination can result in increased self confidence and productivity from younger employees who will be prepared to meet future challenges and make signigicant contributions to your organization. Tulgan's main message is that managing Generation X employees requires leaving behind preconceived notions and providing employees with the environment, information, and freedom to perform their best. This has always been the goal of good management and will still be the goal when GenXers are senior managers trying to guide the next generation.

Conclusion.

Tulgan's main message is that managing Generation X employees requires leaving behind preconceived notions and providing employees with the environment, information, and freedom to perform their best. This has always been the goal of good management and will still be the goal when GenXers are senior managers trying to guide the next generation.

Orginally published on December 1998.