Weaning Your Old Team Away from Your Help
Q:
I’ve just taken a new job within my division. I was a regional sales director based out of NYC. My new role is head of training for the east coast. My successor is not based in NY, however the majority of the business for the region is out of NYC. I’m having a hard stepping away from my old position as my old team still comes to me with questions, the new person (with 15 years of tenure) is guilting me into helping out. How do I step away to focus on my new role without not looking like a team player and without looking like a jerk
Many thanks in advance for any assistance here.
Bob
A:
Hi Bob,
I hope the situtaion is easing a bit over time.
The strategy I’d suggest is that you look for ways to reposition yourself in the eyes of your former colleagues by discussing, or otherwise making evident, the new work you’re doing. It’s much easier to say that you’re not able to help if it’s in the context of other work that must be done. Perhaps out-of-office messages that state that you’re out all week at a training program? Or an email to your old team asking their input on a new course you’re designing? Any way you can politely remind them that you have a full commitment to your new responsibilities should help reduce the number of times they turn to you.
Best wishes for success in your new role.
Warmly,
Tammy
Generations within Volunteer Organizations
Q:
Dear Tammy,
I have been quite interested in your work for a while based on my experiences as both a volunteer and someone who works with volunteers. I would argue that generational differences are even more stark in volunteer workforces and potentially more damaging, because if people aren’t getting paid they are more likely to leave an organization if they are frustrated with the work environment. On the plus side, if people are passionate about a cause they will stay, but sometimes their passion gets in the way of effective teamwork.
Do you have any insights on how volunteer coordinators could foster better communication and teamwork among the generations?
Thank you,
Andrea
A:
Hi Andrea,
You raise a very important point—volunteer organizatons DO have to be better at talent management because people are even more likely to leave if they don’t like the work environment than they would from paid jobs.
The fundamental principles are the same, however. Leaders should legitimize the diversity of perspectives across the generations. (“I recognize that you each may have different views on this—each is valid.”) Then, leaders should establish or help the group establish some working norms. (“In this situation, for this reason, let’s follow this norm.”) The generational frustration comes in when the guidelines aren’t clearly established, people use their best judgment (but often come to different conclusions about what is best), and other people then misjudge their intentions. As a leader, your role is to head this vicious cycle off before it begins.
I hope that helps.
Best wishes,
Tammy
Gen Y Seeking Feedback
Q:
Hi there,
I started working about a year ago and in the last 3 months even though I’ve been working about 14 hour days, now I feel quality of my work is suffering. I understand I need a break. I have not faced any failures but it seems to give me a constant feeling that I am not doing good. It’s crazy with the shrinking resources, but fortunate to have a temp work for me. He’s from the same school I went to. My boss hired him per my recommendation.
I feel the need for a feedback. I also want to sit down and explain areas where I think I have failed and work on my weaknesses. There seems to be no clarity on what projects am I going to handle next.
How can I ask my manager where she’s going to put me next, as I perform well when I know what expecations are?
Nick
A:
Hi Nick—
First, you’re not alone. Many new employees, members of Gen Y, are hungry for more feedback.
The problem is that “feedback” for many older employees tends to be associated with an unpleasant experience—it often implies a judgement, an assessment, a criticism. And many tend to do it as infrequently as possible.
You’re looking for something quite different—guidance, clarity, advice on how to be more effective.
My basic advice is that you make your request as clearly as possible. Don’t use the word “feedback.” Ask your boss to spend some time coaching you or sharing some tips with you about how you can be more effective. Don’t approach the conversation with the thought that you need to explain areas where you feel you’ve failed. Instead, ask your boss for some tips on how you could have done those things better. Keep it positive and learning oriented.
Good luck!
Warmly,
Tammy
Sources of Information on Generational Diversity
Q:
Hello, I attended a recent online class that you presented for AT&T that dicussed the various generations. I would like to share that information and have a discussion with some non-AT&T folks. Where can I find that information or an audio CD or DVD with you discussing the topic of Diversity in the workforce?
Thanks,
Yvonne
A:
Hi Yvonne,
I’m so glad that you found the session useful.
I cover this information in my three books, each written to a specific generation:
Retire Retirement —for Boomers
What’s Next, Gen X?—for X’ers
Plugged In —for Y’s
I also write frequently for Harvard Business Publishing—links to blogs, articles and an online course can be found there.
I hope this helps. Thank you again for your note.
Tammy
External Mentoring Options for Boomers
Q:
As Baby Boomers start to leave the workforce by their own choice or maybe not, what advice would you give somebody who wants to start a mentoring program external to a company? I see the effectiveness of networking but could see the next logical step being sharing knowledge and experience. Valuable business knowledge is out there. What’s the best way to tap into it?
Jeff
A:
Hi Jeff—
Are you looking to tap into a mentoring program or start one to benefit others?
In either case, I think the key is to think in terms of mechanisms to share knowledge and experience, as you note. If you’re looking to tap into such a network, join any professional organizations that may be relevant to your interests—professional societies, alumni organizations, community based business groups and so on, can all provide valuable contacts and put you in touch with individuals with the type of knowledge and experience you’ll need to pursue your next phase goals. Over time, some of these relationships may turn into more traditional “mentoring” relationships, but, even if they don’t, you’ll have a rich network of contacts.
If your goal is to start a mentoring program, think in terms of creating a forum or network that will attract people with shared interests.
I hope this helps.
All the best,
Tammy
