My PRgative

Working with professionals who exude energy and enthusiasm present interesting challenges and opportunities to me. I draw from my experiences as an advisor to young adults at my church, a Junior Achievement volunteer, and as a public relations manager who’s supervised college student summer interns to make things work smoothly.

Generally defined as those who have entered the workplace since about 2001, Generation Y requires more management time than my GenX peers who are known for our autonomy and strident pursuit of doing things OUR way. Having very structured lives since childhood, GenY needs structure and guidance at work to channel their dedication to producing excellent results.

Instead of being a top-down, command-and-control “boss,” I’m all about being a serving team leader — one who mentors and fosters leadership in others, identifies opportunities for skills training, gives heads-ups and feedback, provides challenges and, most of all, keeps things fun while keeping it real.

Here are some of the things I do to achieve satisfying working relationships and desired results:

• Clearly communicate exactly what needs to be done.

• Explain how the individual’s role fits within the larger framework of the project.

• Clarify timing and expectations. If the matter is urgent, I say so. If the matter is not urgent, I let them know the anticipated timeframe and when the assignment is ultimately due.

• Provide samples of the type of product I expect.

• Communicate the process and when to check in along the progressions of an assignment.

• Avoid reinventing the wheel. While GenY likes to research on the internet, I point out other helpful sources and even other people who may be helpful.

• Ask them to describe their understanding of the assignment before concluding our discussion and delegation of tasks. Just checking that we’re all on the same page.

• Create a team atmosphere through inclusion as often as practicable in the office and at external meetings and gatherings.

• Encourage them to bring ideas to the table and make sure that I show that they are heard and appreciated.

• Keep them in the loop so they are well informed and feel that they are an integral part of the team, ready to contribute whenever asked.

• Provide prompt and thorough feedback. And I do this in person whenever possible – the personal touch is much more effective than e-mail or a memo for both educating and motivating.

• Take time to review work together when a project is complete. It’s important to highlight what was done well and give praise, provide constructive criticism for going forward, and discuss lessons learned.

• Respect people’s personal lives and their overall workload. False deadlines and unnecessary weekend or holiday work are just not cool. I plan and communicate in advance.

• Encourage compromise to manage both work and personal schedules. It helps them learn to sort out competing priorities. I ask for suggestions on solutions, check in periodically, and inquire as to the status of other matters and projects.

• Act as a bridge to provide them exposure and interaction with the senior level that works above me.

• Give credit and recognition for good work and effort. I am generous with “thank you’s” and find that this influences my GenY team members to pick up the habit in turn.