Changing Work Ethic?

Dear Jill,

I hired a few new grads last year and am challenged by their attitudes.  They only want to work nine to five. They feel that the administrative parts of their jobs are beneath them.   They started seeking advancement even before they’d learned the basics of their current roles. Do you have any ideas on how to motivate people in this generation?

Thank you,

Cheryl

Dear Cheryl,

As a management consultant, I’ve heard many managers lament over the work ethic of new grads they’ve hired. I can certainly empathize with the challenges both you and they describe.  While much has been written on the differing values of recent generations, the keys to motivating employees remain constant.  Here’s what I suggest:

            Keys to Motivating High Performance

• Think about and treat each staff member as a unique individual

• Identify what each person values most (e.g., professional development, advancement, high-profile work, time off, etc.)

• Find ways to give employees what they most value in exchange for delivering what you most want (e.g., high quality performance, positive attitude, willingness to work additional hours, etc.)

• Provide positive feedback and reinforcement for desired behaviors.

For example, if one of your people really wants professional development, invite him or her to shadow you on a high-profile project. Be explicit about your willingness to invest in the employee’s development, as long as he or she puts forth best effort (e.g., demonstrates a positive attitude toward the more mundane aspects of his or her work). Coach the employee on performing a few of the project’s tasks and provide positive feedback, as appropriate. Your interest alone is likely to bolster the employee’s attitude.

Finally, try to avoid generalizing about the generational roots of younger staff’s attitudes.  Current research confirms that people are most motivated by feeling valued and appreciated by their employers-a constant across generations.  Good luck!

When Clients Leave Their Jobs

Hi Jill,

I’ve had a number of key clients leave their positions over the past two years, mostly due to reorganizations. Some have taken new jobs and others have retired. This has had a major impact on my project sales. Do you have any suggestions on how to maintain business when a primary contact leaves?

Thanks,

Brenda

Dear Brenda,

It can be very challenging when a key client leaves a position-particularly if he or she represents a large percentage of your client base.  Keep in mind that just because people leave their jobs, doesn’t mean that they want to leave their relationships with you.

Depending on the strength of your relationship and the particular situation, many clients would be happy to assist you in maintaining business in their organizations. You might ask for the following types of help:

If you aren’t currently providing services, ask if your client can give you even a small project prior to leaving-ideally one that will require face-to-face meetings with the individual taking his or her place.

If this isn’t possible, perhaps your client can recommend your services to the individual coming on board and arrange an opportunity for you two to meet.

This also might be an excellent time to ask your client for other referrals within the organization-or elsewhere-even if you’ve done so in the past. 

Whether your client is changing jobs or retiring, express a desire to continue the relationship, if appropriate, and then follow-up.

Client departures serve as excellent milestones to express gratitude, both for the client’s business and anything else that you’ve received. Paradoxically, such transitions can carry relationships to the next level!

Most important, if you stay positive, you’re likely to discover new opportunities these seeming “losses” can create!