Transformational Leadership – The Courage to Listen and Act 

For almost 300 years, from the late 13th century until the early 17th century, the English/Scottish Border region was in turmoil. England and Scotland were often at war during this period.  The border families, including the Armstrongs, lived in the front line of this ‘war zone.’ 

This history is important to me because I am an Armstrong.  It is equally critical to understand how clans led to leadership success.

Let us ask ourselves, what does clan membership have to do with transformational leadership?  Allow me to explain. 

George MacDonald Fraser, in his book The Steel Bonnets: The Story of the Anglo-Scottish Border Reivers, says this about the Armstrongs: 
“The Armstrongs were the most feared and dangerous riding clan on the whole frontier.  …  In Johnnie Armstrong’s day, they could put 3,000 men in the saddle and probably did more damage by foray than any other two families combined, both in England and Scotland.” 
The Armstrong Clan was such a powerful force in the borders that King James V of Scotland saw them as a threat to his authority.  The Ballad of Johnnie Armstrong tells how, in 1529, James V asked Johnnie Armstrong of Gilnockie to join him at Court and promised his safety, then betrayed his trust.  History records that Johnnie Armstrong was hanged at Carlenrig along with 36 of his men. (Armstrong Clan Association

We learn from Markham (2012) that leadership was rooted in the ancient world to establish the historical foundations of leadership. The study suggested that the concept of leadership emerged in ancient extended families that represented clans.  

The study also highlighted the critical role of leadership and showed that clan membership was highly demanded for success in all the social institutions. Roman legions were examples of how clan membership could and did contribute to individuals’ successes, often passed from “the senior general/consul to one of his sons.” (Ghasabeh and Provitera, (Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge

It is not debatable that the Armstrongs were raiders, thieves, and plunders (reivers) in the “Debatable Lands” between Scotland and England. They operated an exemplary organization based on blackmail, extortion, and terrorism.  

And yes, in the day, Mr. Armstrong was a transformational leader. He sought the personnel he would inspire and motivate to implement the radical changes necessary to accomplish an organizational vision to protect Scotland from invaders while maximizing revenues from his service.

Though known as a blackguard and ruffian, transformational leaders like Johnnie Armstrong of Gilnockie are charismatic, self-confident, and can motivate and inspire others to produce “better” outcomes by following their lead. For good or not, the 3000 or more followers of Mr. Armstrong shared his attitudes and values to effect organizational change in the “Borderlands”  with a high degree of effectiveness couched in more than a fraction of ruthlessness.  

Mr. Armstrong’s “Reiver’s” organization involved a high level of uncertainty in day-to-day operations, much as the Coterie of the Black Hand did in later centuries. He had to be self-confident with poise, creative, and innovative to lead such a band of thieves, scoundrels, malefactors, and miscreants and keep them together. He obviously zeroed in on his “employees'” individual interests to align them with his organizational goals. Most assuredly, when organizational goals align with employee goals and needs, much success can be accomplished. The Armstrong Clan derived significant wealth and land from their horrendous enterprise and took care of their operatives.  

Transformational leaders are charismatic, influential, intelligent, inspirational, and motivational. They use idealized influence to incorporate a shared vision, which in turn improves relations with the employees, spurring them on to “accomplish the seemingly unaccomplishable.” 

Not all transformational leaders are as scurrilous as Mr. Johnnie Armstrong of Gilnockie. Found throughout society in various positions of power and influence, other transformational leaders are benevolent and philanthropic rather than conniving, duplicitous, and scandalous. 

Jesus is an example of a transformational leader, Joel Osteen and Billy Graham; Condoleezza Rice and Martin Luther King, Jr.; Napoleon and Albert Einstein all come to mind.

And then there was a Colonel I once worked for as the Executive Officer and Chief of Public Affairs. His transformational leadership, personality, and management styles were such that I would have stood alongside him to charge the Gates of Hell. Everyone looked up to his administration, and he set an admiral professional tone with clear expectations. He was focused on the big picture and empowered his employees to manage the tasks necessary to accomplish it. He exemplified transformational leadership and inspired us to practice it throughout our careers. 

These leaders share common traits commendable in all successful leaders.They have integrity, are dependable, can and do often endure hardship on the road to success, and readily share their enthusiasm for the work at hand. They can influence other people to buy into their ideas, possess high ethical and moral standards, know their business, and use the precepts of behavioral psychology humanistically.

Most importantly, they have a noticeable presence; you know when they enter the room, they exude self-confidence and often pursue their goals in a team-oriented manner.  They know when to give praise and use constructive criticism.

Transformational leadership is conducive to the proactive, disruptor management leadership model and is essential in an ever-evolving and changing society.  

Transformational leaders understand the concept of using the Collaborative Informed Consent model of communications and engagement. This leadership style encourages communication amongst all parties, seeks high levels of emotional intelligence, doesn’t fear feedback or productive criticism, understands the need for collaboration, and balances short-term vision and long-term goals. Such leaders inform, listen, educate, and then engage their employees in seeking a path to the goals and ultimate vision success. 

There are several chief characteristics of transformational leadership. These leaders value constructive and productive feedback, are transparent and flexible in the decision-making process, understand the difference between cooperation and collaboration, and seek opportunities to excel. 

James MacGregor Burns, a political scientist, contended that transformational leadership requires a motivational management approach, with employees feeding on the leadership example and the leader’s personality. It is in direct contrast to transactional leadership, which focuses on supervision, performance, and organization, using discipline and incentives to drive performance. 

Transformational Leaders Use Motivational Tools 

One, they seek to understand their employees and what motivates them professionally and personally. They help employees define their personal and professional goals and collaborate with them to help fulfill the objectives. An employee who is considered this critical by their leader develops loyalty and commitment. 

“Over the past 50-years years, one of my goals when leading teams was to find out what my secretary and other strategic employees wanted and needed to develop their careers professionally,” says Dr. L. Darryl Armstrong, Principal in ARMSTRONG and associates Behavioral Public Relations LLC. “Once we had mutually identified such needs, I sought to ensure they were met or exceeded. I’m pleased to say several of my employees distinguished themselves.”  

Few things are more demotivating for an employee than the feeling they will not advance their careers within your organization. Employees will always be thinking about what their next move is – it benefits both of you to have that next move be within your organization. To help make this a reality, it is good to clarify what future responsibilities can be in store for each employee. The failure to understand this concept can and does lead employees to abandon you. 

For example, the Department of Energy’s management declared I was much too important in my position at a national laboratory to advance my career, which led me to start my own business three decades ago.

Two, transformational leaders understand how to use friendly competition amongst employees to meet the organizational goals without pitting one employee against another.  

At the same laboratory, I challenged my science writers to produce and publish in national journals and publications 52-strategic science stories over one year. This accomplishment was the first time in the 50-year history of the lab that the institution received such recognition.

Three, they don’t micromanage their employees. Instead, they provide the autonomy for the employee to determine the best approach to reaching a stated objective.  

Four, such leaders create a positive work environment that keeps employees in the best possible mood to accomplish the various tasks necessary to reach the defined goals.  

Five, there must be ongoing communications up and down the line. The last thing you want to have in the organization are employees feeling like “mushrooms.” As one employee once said to me about his previous manager, “Just like the mushroom, they feed us b.s. and keep us in the dark.” 

Six find out what the employee wants and give it to them. Not all employees want more money; some want more authority, others prestige of titles, and others the freedom to be innovative. Find out what motivates the employee and provide it to the best of your ability. Do so across the board; never play favorites. 

Finally, transactional leaders focus on day-to-day operations; transformational leaders strategically guide their organizations to achieve longer-term goals and visions.  

The best of the best managers understand the importance of combining transformational leadership and as-needed transactional leadership. The balancing act is critical in this author’s opinion. 

Advantages and Disadvantages of Transformational Leadership 

Right Thing in the Right Way 

Transformational leaders are honest with high integrity; they are ethically driven and focus on authenticity and transparency. Unlike transactional leaders, who focus on completing a task without seeing why it’s essential, transformational leaders focus on doing the right thing in the right way. By employing this management style, you encourage employees to stay focused on the task at hand while always acting in the best interests of the company and its wider communities.  

Employee Turn-over is Reduced 

Transformational leaders are charismatic figures and make people feel valued and respected – a key driver of morale and retention in any workplace. Employees understand this and seek to follow such leadership. 

Transformational Leadership Encourages Change 

To evolve, develop, and grow, an organization and its leadership must adapt, improve, and expand.  Transformational leaders are ideal for bringing on board when introducing a new vision. Such leaders are passionate, sell changes quickly, and make continual improvements. They recognize issues readily and make adjustments to accomplish goals accordingly. 

Effective Form of Leadership in Business 

Google, Apple, Priceline, Ford, and Netflix are among the most successful companies globally; countless studies find that transformational leadership is one of the most influential management styles. Through strong communication and collaboration, transformational leaders inspire their staff, establish challenging goals, promote creativity, and increase morale.


There are disadvantages to transformational leadership; such leadership focuses on the “bigger picture” and not details. Therefore, an organization must have team members who are detail-oriented to engage the necessary processes and protocols to meet administrative needs. Such leaders must carefully choose their secretary, administrative assistant, and deputy to efficiently and effectively fulfill administrative responsibilities.  

Transformational leaders are risk-takers. They embrace change and don’t shy from risk; however, too much of either can be disruptive and unproductive.  

Transactional leaders assume all responsibilities. Transformational leaders equitably share accountability and responsibilities amongst the team. Some team members with such autonomy may feel exploited. Also, this style can lead to employee burn-out due to sustained productivity and ambitious deadlines. 

A transformational leadership style can only be successful if they maintain open and consistent lines of communication with team members.  

Leaders must maintain close, regular communications and constant, constructive feedback. Team meetings keep enthusiasm levels high. Such a task is exhausting for team leaders. However, if employees sense that communication isn’t happening or begin to feel out of the loop, they may lose interest in their tasks – and, therefore, their commitment to the vision.  


“Courage is what it takes to stand up and speak. Courage is also what it takes to sit down and listen.”. – Winston Churchill.

Transformational leadership is not for everyone and every organization. There is a time and place for every style. However,  I have come to understand that morale and job performance are improved when balancing transactional and transformational leadership. By connecting with our team members, we can help them collectively identify with our organization.  As Sir Winston aptly states, we must know when to speak up and shut up and listen. After all, God gave us two ears and one mouth for a reason.


Unraveling the Border Ballads: The Ballad of Johnnie Armstrong 

Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge 

Pros and Cons of Transformational Leadership 


Styles of Leadership in Today’s Society – The Transactional Leader

“We herd sheep; we drive cattle; we lead people. Lead me, follow me, or get out of my way,” General George S. Patton.

General Patton was one of America’s most successful army generals of World War Two. Patton’s Third Army cut a bloody swath through German forces during the Liberation of France and the Ardennes Campaign, which is best known for the Battle of the Bulge.

Styles of Leadership

We have learned much from Patton’s observation and management style over the years. Today, we recognize five leadership styles: transactional, transformational, servant, autocratic, and followership.

Transactional Leadership

Transactional leadership is also known as “telling leadership,” which focuses on the structure, results, rewards, and penalties and zeroes in on the basic management process of controlling or supervising, organizing, and short-term planning or assessing performance.

As described by Max Weber in 1947 and later by Bernard Bass in 1981, leadership is situational by nature, and such leaders work in two basic paradigms: transactional and transformational.

Transactional leaders are those who work within the existing system to achieve results. They are not the ones who would attempt to approach things from an entirely different perspective; that is what transformational leaders do. Nor do they seek team perspectives in solving problems.

Transactional leaders believe in motivating subordinates through a system of rewards and punishments for their behavior —productive and appropriate behavior as desired results in a “reward.”

On the other hand, if the behavior is not what the leader desires, a punishment follows. Senator Joseph McCarthy and General Charles de Gaulle are examples of transactional leaders. In business, Bill Gates and Howard Schultz come to mind.

Motivation, what little there is, tends to appeal to employee’s self-interest. For instance, if employees achieve a specific goal, they are personally rewarded – there is little emphasis on teamwork or the achievement of team goals. Employees’ behavioral rewards can be ‘substantial,’ such as cash, gift certificates, or promotions for the desired behavior. Deviations can result in “punishment” such as shunning, ridicule,  or demotions.

Transactional leaders are very practical and realistic. They solve problems or deal with issues pragmatically, considering all real constraints and opportunities, including the political, social, and economic consequences of their decisions.

These leaders subscribe to the belief that “If it ain’t broke, don’t fix it!” They work within existing systems and have no reason to change anything, focusing on the “status quo.” Typically, they “react” and are not proactive strategic thinkers. They expect everything to go as planned, expect subordinates to follow their decisions, and micro-manage employees. Leaders of this style emphasize organizational structure; they expect people to follow the chain of command and will punish employees for bypassing the chain with charges of insubordination.

Advantages and Disadvantages

Transactional leadership encourages productivity, allows for a transparent chain of command, allows for employees to know where they are in the organization and t whom they report, goals are defined and achievable. To some degree, employees control their rewards.

Just as there are two sides to any pancake, there are two distinct ways to look at transactional leadership; among the disadvantages are motivation is the base level, rigid control, blaming others for the problems, and over-reliance on the leader.

Transactional leadership believes people will perform the desired behavior to get a promised reward and to avoid punishment. In reality, that is a simplistic perspective and truly not motivational. Not all rewards are great, and such an approach typically leads to employees only achieving the desired behavior, not “going above and beyond” the task at hand.

These leaders rely on their formal authority to instruct (tell) their subordinates what to do. Such leadership spurns and doesn’t seek out new ideas or perspectives from their subordinates, limiting their ability to adjust and take corrective measures.

You can easily see that the transactional leader can readily “blame” the employee when things “go south” because once they have “commanded” the behavior, any behavior not so ordered is the employee’s fault. When a problem occurs, and they often do, accountability rests solely with the employee assigned the task.

Transactional leadership sets up the classic “us and them” approach to managing. Such management rewards the manipulative and “game playing” employee, who understands that the ultimate goal is to do what the “commander” says even though there may be better ways to accomplish a task. Whatever it takes to “keep the boss happy” becomes a mantra of such employees. The leadership style doesn’t earn respect, it simply commands it.


“We have all worked for such leaders, and those who are prone to “go along to get along” and who are willing to “play the manager’s game” can succeed in such an organization,” says Dr. L. Darryl Armstrong, President of CEO of Armstrong and Associates.”However, such managers don’t earn my respect; they try to command it, and I, for one, seek organizations that want to be team-oriented.”

 Although transactional leadership can effectively boost performance, it can and is often abused to maximize its effectiveness. Such a style should only be used alongside other more successful management styles.

About the author

Dr. L. Darryl Armstrong is a behavioral psychologist, consultant, and author. He has facilitated more than a thousand often contentious meetings in the past 50-years of his career using his Collaborative Informed Consent model of public engagement. You can learn more about Dr. Armstrong at his website www.ldarrylarmstrong.com


What are the Army Leadership Styles?

Joseph Chris – 14 Transactional Leadership Examples

Personal Notes and Journals of Dr. L. Darryl Armstrong

Next article: What is Transformational Leadership and Why It Is Important in Today’s Society




Crisis Communications: What do Andrew Cuomo, Ted Cruz, and Joe Biden have in common?

The failure to be open and transparent during a crisis.

@DoctorDarryl Podcast 360

14 March 2021

What do Andrew Cuomo, Ted Cruz, and Joe Biden have in common?

If you answered, they are all politicians; you would be right.

However, all three men also have lost the public’s trust and faith in them as leaders because of their inappropriate behavior.

How does this happen, and why?

Good morning, good afternoon, good evening wherever you maybe I’m Darryl Armstrong, and this is Podcast 360.

As recently as January this year, Governor Andrew Cuomo was a renowned crisis manager and a media darling.  Hey, the guy had written a book on leadership during the middle of a pandemic; go figure! By the way, I’m pretty sure Andrew did little of the writing.

Now, less than 90-days later, he is fighting to survive in the court of public opinion, and I predict soon may be in the court of law unless he forks over money to those he has aggrieved.

Hiding data on his nursing home scandal and the 15,000 deaths caused by his policies is horrible in itself, and you would think the media would be all over that investigation. However, sex trumps death in the mainstream media.

The senseless and tragic deaths and the FBI investigation into them are now second in interest to the NY Attorney General’s investigation into Cuomo’s #metoo scandal. Seven women allege inappropriate sexual advances and behavior by the once prominent Democrat, who wanted to run for a fourth term as Governor.

Cuomo and his brother at CNN yucked it up while our elders died on his watch. Chris, a word to the want to be reporter Journalism 101 tells us that no reporter should ever interview a family member. Did you skip that class?

Of course, many of us don’t believe Chris Cuomo is anything other than a hack opinion reader of a teleprompter and off-the-cuff political commentator. My opinion.

Andrew Cuomo creates his crisis through inappropriate behaviors.

Let us be fair and balanced here. US Senator Ted Cruz, the senior Senator from Texas and a Republican, didn’t demonstrate much good thinking or appropriate behavior as we say here in the South when he packed bags to take his daughter to Cancun during Texas’ energy and weather crisis.

You can bet a BBQ sandwich at the Salt Lick that his next opponent will run the video of him walking the aisle to the plane pulling his roller bag behind him. Campaign poster headlines will read, and video voice-overs will say, is this the type of leadership you expect from elected officials?

To make matters worse, members of his DC staff lied about the trip. Although Cruz returned promptly once caught to try and smooth over the controversy, his inappropriate behavior is unacceptable, and he got caught. How couldn’t you get caught?

As one of my colleagues once said, “Don’t do anything if you are a public official unless you want to see headlines and commentators that take you to the task.

Then you have newly-elected President Joe Biden, who calls for unity while claiming the flood of immigrants crossing the border is nothing more than a challenging situation.  Interesting because when he was Vice President under Obama, their Director of Homeland Security called a thousand immigrants a day a crisis. With many times that number being pushed across by cartels to overwhelm the system, the President and his men and Press Secretary see it only as a challenge. By the way, the media understands the importance of words and perception. Remember that under President Trump, children were being held in cages; well, those are the same “cages” that Obama and Biden built and are now being used once again as reception centers.

Lo, the poor press secretary who has to PR the situation and circle back on her answers, I genuinely feel sorry for her.

All behavior has consequences.  All three men created their crisis. Openness and transparency during a crisis are essential. All three men and their PR spokespeople fail in being direct, open, transparent, and forthright about the situations.

I’m Darryl Armstrong, and that is my 360 for the day.


Crisis Communications: PTSD and COVID-19

Crisis Communications: PTSD and the COVID-19 Crisis, Dr. L. Darryl Armstrong 25 May 2020

The COVID-19 pandemic is stressful. We fear getting the virus or having our loved ones get sick from what seems like an “invisible enemy.” We worry over lost income, our jobs, and our failing businesses. Healthcare workers and others on the front lines and in essential jobs, as well as those who have become seriously ill, have faced first-hand life-and-death, traumatic situations. As a result, many of us are at risk of developing long-lasting stress—in the form of post-traumatic stress disorder (PTSD) , others of us are having PTSD reoccurrences. How can you tell if you are developing PTSD? And what can you do to address it. Video 10:26

L. Darryl and Kay Armstrong










Crisis Communications: A Perspective on the Use of Social Media in Western Kentucky During the COVID-19 Crisis, Taylor Hayes

Crisis Communications: A Perspective on the Use of Social Media in Western Kentucky During the COVID-19 Crisis, Taylor Hayes (Recorded 3 April 2020 – to be updated end of May 2020)

Public and private sector organizations are using social media to communicate with customers and citizens during the current crisis. Tayor Hayes, the former publisher of the Kentucky New Era provides his perspective on the use of the media in rural western Kentucky. The video provides best practices, creative ideas, and lessons learned to be considered by others during these challenging times. 31:00 video interview.

– L. Darryl and Kay Armstrong










Crisis Communications: Interview with Dcn Mark Prosser, Director of Pastoral Planning, Catholic Diocese, Sioux City, IA – COVID – 19 Crisis and Emergency Planning

Churches across the United States are responding to the COVID-19 crisis. Mark Prosser, former Director of Public Safety in Storm Lake, IA, a professional with 45-years of law enforcement and emergency and disaster planning experience, is leading the preparation and plan for the diocese. The planning process includes operations of 87 chu

rches, 24 schools, and 2 hospitals, and a radio station and newspaper. In this interview, he outlines the details of the effort, and the best practices implemented among them are:

·        Increased internal and external coordination and communications among all organizational levels

·        Use of social media and web platforms to ensure outreach to congregants

·        Stand-up of information pushes on the CARE Act and of COVID-19 safety practices

·        Sharing of best practices across the four dioceses in Iowa

·        Planning for post-COVID-19 operations and decisionmaking

·        Establishment of a post-COVID-19 working group

– L. Darryl and Kay Armstrong










Crisis Communications: Taylor Hayes, 40-year News Veteran Interview Working with the Media

Taylor Hayes is the former publisher of the Ky New Era with more than 40-years experience. Working with the media requires understanding what the reporter needs are and what your role and responsibilities are. Mr. Hayes provides insights in this 7:30 video. #PayItForward #CrisisLeadership #CrisisManagement #MediaRelations #Workingwithmedia #UnitedAmerica #TeamTybeeStrong @DoctorDarryl http://www.ldarrylarmstrong.com FB – ArmstrongPublicRelations


THE MILLENIALS: Who are these people? Chapter 1 of 7


The M-Generation

“The best crisis to manage is the one you prevent!” Dr. L. Darryl Armstrong speaking to the National Association of Environmental Professionals

You are trying to transition your business to the next generation of ownership, or hiring Millennial generation (The M-Generation) employees.

You are frustrated and even chagrined!

If you are not careful you will create a crisis for yourself and your fellow employees and managers. However, there is hope and we will provide you some counsel as how to understand the M-Generation and how to work with them. Because most likely you are either a “Baby Boomer” or a “GenXer” doing the hiring.

You are thinking that these people must not have grown up in the same world that you did. You think to yourself, we may have a crisis developing, and you have no idea why. You would be right in both assumptions.

Although some of what you read or hear will seem negative, try to maintain an open-mind and understand I am approaching this as a behavioral psychologist with no “horse in your race.”

The description I provide here of the M-Generation is intended to be helpful and will show you how research and understanding is evolving to help us all better understand this generation.

Dealing with the M-Generation will be challenging, yet successful employers recognize the importance of learning as much about this generation as possible. Like it or not, they will be reshaping our world because by 2020 they will be 60% of our work force.

The basis of this series of articles and E-book comes from the research, including “The M- Factor: How the Millennial Generation is Rocking the Workplace” by Lynne C. Lancaster and David Stillman (Harper Collins, 2010) and from the Internet site PWC’s report Millennials in the Work Place – Reshaping the World. We also have integrated the work from other consultants who specialize in the M-Generation and work with them daily.

Business people in a meeting room

Perhaps, just perhaps, if you get better informed about the M-Generation, you can prevent a major crisis from developing, or at the least, better understand how to deal with the crisis when it does. The idea is to understand and utilize the particular talents of the M-Generation because you will be hiring and/or working with people who have unique characteristics and challenging behaviors for years to come.

As a behavioral psychologist, I am fascinated by people’s behaviors and their responses to behaviors. The behaviors I see being exhibited by the M-Generation and the responses from the Baby Boomers and Gen X folks provide an extra dose of fascination.

Millennials are anyone of the 76 million young people who were born between 1982 and 2000. They are entering the work force at a rapid pace, and they are being hired by managers between the ages of 40 and 65 (the “Baby- Boomers” and “GenXers”).

The hiring managers are somewhat bewildered by the people they are hiring, as well as learning that transitioning this generation into the work environment is rarely without issue and can be crisis inducing.

Why are there such generational differences between these three groups? Let’s look at the differences in the M-Generation’s cultural and historical memories. Just as World War II was only a textbook to those of us who grew up in the 1960s and 70s, the Vietnam War was is only a textbook memory to the M-Generation.

In our generation, we were just beginning to enjoy the benefits of such advanced technology as pocket transistor radios; the M-Generation is technologically savvy beyond any of our wildest expectations. Just stop and ask yourself, whom did you call to program your VCR just a few years ago?

I would suggest that there are three significant questions we must answer and understand to work with the M-generation:

  1. How do they see their world and how do they process the information they see?
  2. How do they expect and choose to operate in the world of work and why?
  3. What do they expect to receive from their work and what do they perceive as rewards?

Research, surveys and analyses by many people more experienced than I am suggest that the good news is there are answers to some of these questions. The bad news is that many of our generation can’t relate to those answers and the M-Generation perspectives.

Some six key findings to be sensitive to when dealing with the M-Generation:

  1. They will share information of all types and of depth across many different platforms and with many different people – discretion is not part of their typical vocabulary;
  2. They require – read – must have – personalized attention;
  3. They must be always winning and be recognized for even coming to work on time;
  4. They use a variety of social media and social networking, unlike any generation previously, and their knowledge and use of this technology can be impacting to an organization, as well as society at large;
  5. They are talented in certain areas of endeavors and less so in others;
  6. They are critical and show little regard as to who they are critical about or towards and they often don’t hesitate to voice their views and opinions.

Seniority and your feelings are irrelevant to many of the M-Generation. For example, they may understand how to use Microsoft Power Point, yet invariably would explain to you how to use Apple iPhoto to get better results on the presentation that you spent hours on developing.

They have trouble dealing with lines of authority, and command positions are simply irrelevant to many of them. In fact, they would without hesitation go straight to a CEO and argue their case against a change in the organization’s protocols without your knowledge.

And their parents, well, they also can be an issue. Fathers and mothers (think “Helicopter” parents) of the M-Generation have been known to reprimand employers at social engagements over incidents their children just mentioned in passing to them.

Now, having laid this foundation, allow me to caveat it by saying not all M-Generation people are of this ilk.  However, research and experience show these generalizations are not that far from the reality of their behaviors in the work place. So then, how do we deal with the M-Generation at work?

Image result for wizard of oz

As Dorothy said in the Wizard of Oz, “Toto, I don’t think we are in Kansas anymore!”

Next: Part 2 – How do we deal with the M-Generation in our work place?





Crisis Communications: Interview with Dr. Bruce Costello, “The Importance of Corrective Body Work During Stay Healthy at Home”

We are allegedly “healthy at home,” however, we know that sitting is the new health danger! However, there are simple corrective body exercises that can keep us healthy and happier. Dr. Bruce Costello, a former chiropractor, and massage therapist/instructor has developed a unique system and shows us three easy to do exercises in the 21:26 video interview.

– L. Darryl and Kay Armstrong