Problem-Solving and Delayed Gratification
I spent several days last month at the National Speakers Association convention. As much as I always come away feeling both exhilarated and challenged, the thing that struck me most this time was the focus on speed. We spent one session learning that those planning meetings are now making decisions on which speaker to hire by watching one- to three- minute clips of candidate after candidate. This was not just hearsay, the presenter had substantial evidence to prove it.
In another session, we kept an eye on a Twitter feed posted on a screen in the room as the presenter covered his material. If we agreed or disagreed with what he was saying, we were encouraged to tweet our thoughts for everyone to read immediately regardless of whether it was relevant, contradictory or even nonsensical. In still another session, we discussed the demand for instant downloads of anything we offer; books, recordings, white papers, research, and so on. If the customer can’t have it within 30 seconds some argued, they won’t buy it, even though it may take them months to read or view it. It was enough to make my head spin.
Admittedly, I am a digital immigrant. I have come to all this technology after having lived without it for more than forty years. While I am no whiz at learning new applications, I pride myself on remaining current in both their use and impact. After all, digital technology is a big part of what divides the generations.
But here’s the thing. As much as we laud the efficiency of digital technology, it is having two material impacts on the emerging generations: 1) It is conditioning many to believe that all answers come in the form of choices and options that they can find somewhere on-line or in a software application; 2) Many have developed a perception that anything worth having can be had immediately with the click of a mouse or the touch of a screen. Sure, they may give lip service to the idea that it takes time to accomplish important things. But they are failing to grasp the idea that some of the "coolest" stuff is worth waiting for and that it is usually obtained through hard work and prolonged effort.
In Pew Research Center’s Internet and American Life project, the researchers observed that "Analysts generally believe that young people growing up in today’s networked world and counting on the internet as their extended brain will be nimble analysts and decision-makers who will do well. But these experts also expect that constantly connected teens and young adults will thirst for instant gratification and often make quick, shallow choices."
Going forward parent, teachers and employers will find themselves increasingly grappling with impatient children, students and employees whose desire and expectation will be easy and immediate solutions in spite of the rewards of research, reflection, perseverance and the value of delayed gratification. I wish I had a quick and easy answer, but I don’t. Later this year, we will be releasing a book entitled Common Sense by Friday: Re-thinking Thinking in a Menu-Driven World which will identify some of the strategies parents, educators and employers are using to grapple with this change in perception and practice. To read the preface, go to the book’s website at www.commonsensebyfriday.com.
Case Study
I manage a large truck distributorship in the Midwest. A couple of months ago, I met with a committee of my young employees to check in on their progress and how they liked working for the firm. I was trying to practice what you preach. In the midst of the conversation, I made an off-hand comment that if they had suggestions for improvements in how the firm can manage people, I would love to hear them. That has opened me up to a barrage of suggestions, some reasonable and some out of this world. They come in the form of e-mails, texts, and suggestions during meetings. I don’t want to discourage them, but this is certainly becoming unmanageable. What would you suggest?
Managing Millennial expectations and motivations has been an adventure for more than one manager. After all, this is the generation that has been told they can have or be anything they want. On top of this, they read surveys like Fortune’s 100 Best Companies to Work For and think the sky is the limit. You are to be commended for opening the door when so many managers won’t. But that said, I understand your dilemma.
A big part of this is context. In other words, most employees don’t understand the business model of the organization for which they work. Adding a free soda fountain to the break room may seem inconsequential to them, for instance. To the firm, it may mean an additional $10,000 in annual overhead. The same is true with even larger expenses such as childcare, flex-hours, and free oil changes for staff. I would continue to welcome suggestions, but put two parameters on them:
1) Ask all suggesters to calculate the financial impact his or her idea and submit it with the suggestion. After all, you have a right to make them put some effort into the outcome. I suspect that the number and indiscriminate nature of the suggestions will diminish significantly.
2) Ask all suggesters to outline what implementation would be required. Who would be involved? What are the steps? What’s the timeline? What’s the benefit? To whom? What’s in it for the firm? Who would be ultimately responsible? This will force everyone to take a close look at the costs and benefits of doing business.
Finally, I would make it a practice of responding to every serious suggestion with an explanation of why it is or isn’t doable. You might even suggest the person resubmit it, if the basic idea is a good one and simply needs work. Millennial crave feedback and this is a good way to give it to them.
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