Tammy Erickson Associates Building Intelligent Organizations

A:

Hi Gregory—

That’s a really interesting question.  I’ve found that the key is to match programming of the social organizations to the key values of the generation. 

Here’s an example.  I was on the Board of an arts organization a number of years ago.  Initially, our target donors were Traditionalists—a group that deeply values joining organizations, membership, and belonging.  The fund-raising emphasized that donations of different amounts would allow you to become a “member” of different “clubs”—the Silver Club, Gold Club, etc.  Each Club came with increasing levels of prestigious amenities.  As our target donor based shifted, and we began to focus more on Boomers, it became necessary to change the approach.  Boomers place little value on joining institutions, but they are idealistic.  We developed an approach in which different levels of donations were expressed in terms of the benefits each one would provide to others (donations of a certain amount would help x number of children experience this art form, etc.).  It was a very effective campaign, because it touched a core value for this generation.  I’m no longer on the Board of this organization, but I’d suggest that campaigns directed to X’ers might emphasize choice, control, and options (in other words, provide a menu of ways in which the donation could be used and allow the donor some control over the choice).

I haven’t seen other work in this area, but I hope this gives you some useful ideas.

Warmly,

Tammy

A:

Hi Yoni—

Thanks very much for your note—it’s always wonderful to hear that you’re finding my work helpful.

Yes, I absolutely feel that it’s important to promote the employability of Boomers.  I actually think much of this will happen naturally, as employers find that there simply aren’t enough young employees to fill their growth needs.  If they want people with relevant skills, they will need, eventually, to turn to the Boomers.

Best wishes for success in your work,

Tammy

A:

Hi Tim—

Understandably, I’m a big proponent of the tool that came out of our research on employee engagement.  We found that different people care deeply about different values in the workplace—that work plays different roles in individuals’ lives—and that understanding those values is essential.  Learning “what it means to work here” for your current employees provides great guidance for thinking about how you might want to change the existing culture—do you want to change the fundamental values (possible, but difficult) or do you want to develop a contemporary reinterpretation of the values that exist within your current employee population?  When you’re integrating either individuals or entire companies, it’s essential to understand what work means to them—and therefore how they will respond to the characteristics of the employee experience you offer.

We licensed the tool that was developed out of this research (which can assess your employee population against six value archetypes) to Profiles International.  I also do a lot of this work today using online focus groups—a guided discussion, which I find produces an excellent understanding of the core values in the culture.

My HBR article “What It Means to Work Here” discusses these concepts in more detail.

I hope this helps.

Warmly,

Tammy

A:

Hi Karen—

I did write several blog posts on China (check at http://discussionleader.hbsp.com/erickson/).  There is also an online course available from Harvard called “Leading Across the Ages” that includes profiles of the generations in eight different countries (http://www.kworksconsulting.com/assets/files/Leading%20across%20the%20ages.pdf).  And I continue to conduct research in the generations around the world as part of the Talent Insight research program I direct (http://www.MoxieInsight.com).

I hope this helps!  Thanks very much for your inquiry.

Best,

Tammy

A:

Dear Yamini,

It’s hard to offer a lot specific advice based on the information you’ve included in your question.  But let me suggest a couple of ways to think about your future plans.

Is there a way to shift half your job?  By that I mean, move to a role in which half of what you do is based on your current strengths and half the role depends on stretching into new skill sets?  The obvious move would be to move to a management role or relationship role related to IT.  But there may be other options, if you think about it this way.

Is there a way to leverage the reputation and social capital you’ve built up in your current organization to help you move into a different field?  Often the company that’s most likely to support your moves is the one that already trusts and respects the contributions you’ve made to the organization.

Is there a way to begin a new career on the side?  Perhaps by starting up a small business nights and weekends while you maintain your current day job?

Could you leverage this recessionary period to your advantage by negotiating a reduced time arrangement with your current employer?  Perhaps they’re looking for ways to cut back on staffing and would be happy to have you move to a part-time position.  This would allow to look for a part-time job in a new field.  As the economy recovers, the track record you’ll have gained in the new field should allow you to switch into a full-time role.

I hope these suggestions are helpful and wish you all the best!

Warmly,

Tammy