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Pressing On and Passing On
Jeff Vankooten
Senior Consultant
As is the case for members of every generation, the Boomers are aging. But their desire for perpetuating their youth is conflicting with reality. They still want to play pick up basketball, swoosh down the ski slope, and sashay across the dance floor. The trouble is their knees can’t take the impact. There have been many reminders of their mortality recently. This is forcing them to explore significance of their legacy.
Not that there have been more celebrity deaths than usual, but last year’s "crop" has been especially poignant for Boomers, representatives of a culture that defined them as a tribe: Michael Jackson, Farrah Fawcett, Patrick Swayze, and the list grows each month.
These deaths have created a sense of both the expansion and compression of time – living between then and now. As the largest generation (78 million) to date, this is the first time so many have simultaneously had an awareness of death and the prospect of a whole new act. Marc Freedman of Civic Ventures observed that, "Never before have there been so many people who have so much more experience and the time left to do something with it".
Boomers are now up at the plate and not on deck. This realization is creating a sense of urgency in their lives. For them, it is time to press on to do the things they always wanted. It’s also time for passing on – passing on their legacies. But exactly what kind of legacy? If you are Boomer (born between 1946 and 1964), I’ll leave that up to you.
Jeff Vankooten is a senior consultant for the Center.
His superb storytelling skills provokes healthy discussion and participation in every venue. For more information or to book Jeff for your next event, read Jeff’s bio, preview his video, or contact us.
Starbucks Targets Millennials
"However-They- Want-It"
When it doubt, do what the big brands do. Last month, Starbucks took an effective approach in targeting young consumers during their launch of the “However-You-Want-It-Frapp”. Small and large businesses alike can learn something about their approach, crafted specifically to target young consumers ages 18-24.
Starbucks’ marketing strategy for this new offering is filled with practical strategies in how to engage Millennials . The product itself is a drink that young consumers can tweak to suit their tastes, which is ideal for consumers who are accustomed to selecting exactly what they want. You won’t find expensive Super Bowl commercials for the launch, just a social networking, web and an in-store push featuring Create-Your-Own-Frapp App on Facebook, videos on their YouTube channel, an engaging Twitter page, backlinks to their My Starbucks Idea Blog, and management of a separate website and url, www.frappuccino.com. One month after the launch, sales of this product are projected to snag 10% of the $1 billion dollar frappuccino market this summer. Organizations can learn from this and use these cost-effective strategies to engage young employees at work in submitting new ideas, collaborating on projects and process changes, or in recruiting new graduates.
Case Study
I have been the president of a private healthcare provider for the past 12 months, having started as a nursing assistant many years ago. But now that I’ve been appointed, I find that many of my age peers seem to resent my authority. On top of this, our younger staff members perceive me as a leader who has not kept up with the times. Having worked so hard to move up the ladder, I am wondering what to do now.
Unfortunately, stepping into the role of boss over your former peers is one of the most difficult challenges a leader can face. Take comfort in the fact that the board has the faith that you can do the job. Be careful, as well, to check your perceptions. When you say "my age peers resent me" are you referring to the entire team, or perhaps one or two troublemakers who have harbored resentment for a long time? If it is the former, I would seek some coaching on how to establish authority and trust while remaining approachable and being perceived as fair — a tough balance. If it is the latter, you need to assert your authority and approach the troublemakers immediately before they infect the organization about your leadership. In many cases, simply meeting with them to hear their concerns is all it takes. In some cases however, something more formal may be in order. They may be simply pushing the envelope to seek how far it will give.
Your perceptions about the younger staff members are also something to be verified. They may simply be believing the scuttlebutt that is passed around any organization. In any case, it is critical that you make yourself accessible to them. One of the best ways to do this is to walk the floors on a regular basis just to keep in touch. Tom Peters called it Management By Walking Around. If you detect specific concerns, take the time to address them. Resist doing this in a large staff meeting, however. It might be perceived as defensiveness on your part and may stir up uncertainty among everyone, including those who didn’t know about the issue in the first place. Instead, take the time to meet with individuals to hear out their concerns. Once they’ve had a chance to converse with you, they may alter their beliefs for the better.
Finally, take some time regularly to reflect on your performance. Think about it from the standpoint of the staff member you used to be and make adjustments as necessary. Above all, maintain regular contact with the board to make sure they are well informed about current issues and the way you are addressing them. Do not be afraid to ask for help. We all need input and feedback from others on a regular basis.
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