With unemployment at record highs among recent college graduates, one would think that those with a job would be satisfied with their present circumstances. Interestingly, that does not appear to be the case.
In the course of interviewing people for the last five presentations, everyone has lamented the expectations and demands of young professionals who announce how anxious they are to make a move within the organization.
While this may not be a promotion per se, there is a desire to learn new jobs, obtain new skills, connect with new teams, and so on. Of course most organizations, being the pyramid structures they are, have limited means for moving people at will. Thus ensues the tension.
Most of this impatience stems from three factors: 1) the incredible pace of today’s society, 2) the desire of young people to acquire versatility to ensure job security, 3) the glorification of young super-achievers than make earning your first billion look easy. Put all of this together and you have lots of young professionals whose expectations far exceed reality.
How do you manage hopes and desires? Here’s what I see effective managers doing:
First, they establish clear horizons during the recruiting process. It is tempting pitch top candidates on all the opportunities the firm has to offer. But this needs to be tempered with reality. Rather than building unrealistic expectations, these managers are careful to put things in perspective. If that costs them a good candidate, it’s probably for the best. Restless performers tend to stir up impatience among others and leave prematurely anyway.
Second, they set clear expectations and timelines from the first day. These managers find a balance between responding to aspirations, and keeping these aspirations in check! Simply explaining the opportunities and obstacles to promotion and movement helps impatient performers understand the culture in which they work. They also emphasize mastery of current expertise, something many managers fail to do.
Third, they maintain a connection with these young aspirants. These managers schedule regular check-ins. They reward with special projects if a young professional is performing well. They foster introductions with other managers who can influence advancement as new opportunities present themselves.
Will this impatience subside over time? Probably not. But managers who develop ways to negotiate it effectively will increase both productivity and retention.