Whether by that time most of the rebelliousness will have disappeared is a matter for conjecture. It is not the intention here to weigh the pros and cons of the attitudes of young people, but rather to accept them as they arc and make the assumption that many-more or less representative of their age-are indeed employed by organizations. We can then focus attention on ways to capitalize on their qualities and satisfy their needs for self-actualization through rapid career advancement without extraordinary costs, monetary or otherwise, to the company. We'll suggest special attention to initial jobs and initial bosses. We'll recommend ways to help young employees test reality for themselves and explain how to provide reinforcement. We'll propose early tracking of attitudes and describe how to handle confrontations in order to resolve differences in judgments and values.
Dealing with Confrontations
Students in the current college generation don't hesitate to express their opinions and values on most issues. They are skilled in confrontation tactics and use them if they disagree with those above or around them. Since most managers in business and industry grew up in quite a different atmosphere, one in which compromise was much more the order of the day, confrontation tactics often catch them off guard and make the managing role seem very difficult indeed. What can they do?
- Be prepared. Expect your statements to be questioned by the young person. In fact, if he doesn't question them, ask him why not.
- Be pleased. Yes. Think of it this way. The fact that he challenges your remark indicates his interest. If he didn't care, he wouldn't bother.
- Answer him when he asks "Why?" Be so pleased when he asks "Why?" that you answer him, factually and in detail. Don't get emotional or defensive, though.
- If you can't say or don't know the answer, tell him so. You've lived with many a policy or practice so long that it's second nature. You may not have thought through the logic of it in a long time. If he attacks one of these matters, pause, think a moment or two, and then say matter-of-factly, "I guess I haven't really thought about this in a long time. I'll think about it tonight, see if it still seems sound to me, and talk about it with you tomorrow. Meanwhile, to be sure I consider your point of view, tell me how you feel about it."
- If he gets emotional, ask for a repeal. If he gets carried away on a subject, hear him through-wait him out. Then either say, "I believe I understand your feeling. May I say it in my words and you tell me if I've got it straight?" And then do so. Or say, "I think I understand how you feel, but so I'll be certain, would you tell me once more?" Listen carefully, and then conclude with "Fine. I'll review the whole matter." You'll grow in stature and gain the respect of the whole group by this handling, whereas an argument will buy you nothing.
This, then, is the recipe for getting young college graduates off to a fast start. Strengthen the jobs they do (we should anyway; salaries are so much higher than they used to be). Screen managers (not everyone is a successful parent in dealing with the younger generation; why should all managers be expected to establish good working relationships?). Allow and encourage freedom to experiment but give immediate, clear, specific, and constructive feedback. Increase performance appraisal discussions to two or three during the first year. Track attitudes and bring top management and new graduates together for dialog. Be prepared to have policies and practices challenged, and welcome this as an opportunity to update and improve them. If these things had been done in your day, your own career might have moved along more swiftly.
