Who are these people called the Millenials?

A robot woman head with internal technology

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

You are hiring, like it or not, many members of the Millennial generation (The M-Generation). 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 here will seem negative, try to maintain an open-mind. This description 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 six articles 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.

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:

  • How do they see their world and how do they process the information they see?
  • How do they expect and choose to operate in the world of work and why?
  • 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 key findings to be sensitive to when dealing with the M-Generation:

  • 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;
  • They require – read – must have – personalized attention;
  • They must be always winning and be recognized for even coming to work on time;
  • They use a variety of social media and social networking, unlike any generation previously, and their knowledge and use of this technology can be impactful to an organization, as well as society at large;
  • They are talented in certain areas of endeavors and less so in others;
  • They are critical and 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?

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?

 

Sources: The M- Factor: How the Millennial Generation is Rocking the Workplace” by Lynne C. Lancaster and David Stillman (Harper Collins, 2010)

 

PWC.Com – Millenials in the Work Place – Reshaping the World https://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/assets/reshaping-the-workplace.pdf

 

Active Shooter Planning: 6 Business Continuity Issues that Must Be Considered

In planning for active shooter table-top exercises an often overlooked area is that of business continuity. How and what do we do to ensure that the university gets back to the business as soon as possible. There are six major issues to consider and that law enforcement officials should collaborate with business continuity planning teams.

First, many administrators, faculty, staff and students fail to realize that when they are evacuated from a building they may not have access to that building for days, if not weeks depending on the nature of the situation. If shots were fired in the building or not, the building becomes a crime scene and appropriate protocols must be followed.

Second, if employees or students are advised they can do telework, what happens if their laptops that are required to access the virtual private network (VPN) remain in the facility and they don’t have access?

Third, even when there is a minimal loss of life, and let’s hope there is none, the psychological impacts on all parties can cause significant absenteeism. Human resources and employee assistance managers must take this into account. Post-traumatic stress disorder (PTSD) is not uncommon and must be planned for in advance.

Fourth, in the case of functions such as Information Technology Centers, facility heating and cooling operations, etc. facilities and operations that cannot be interrupted does your devolution counterparts know when to assume their support role in an Active Shooter event?

Fifth, recovery time objectives are always problematic. Twelve hours may seem like long enough time to resume business “as usual”, but what happens if a lockdown last for 8-10 hours?

Finally, do your business continuity relocation plans conflict with emergency management/public safety plans and often the need to keep everyone on-site?

Law enforcement, emergency managers, public safety, public relations, human resources, supply chain providers, logistical support and others involved in planning active shooter table-top exercises and planning must have business continuity planners at the table.

L. Darryl Armstrong PhD – www.ldarrylarmstrong.com

TOTAL SCREEN RECORDER – A software we can highly recommend

A SOFTWARE WE CAN HIGHLY RECOMMEND –

We present our “Golden Eagle Award” for a quality product

As a consultant in the field of crisis and emergency planning and management, a field where we build, develop and record numerous webinars, training and e-learning packages and videos, I am always looking for easier and better ways to develop videos and webinars.

I have searched and used a number of software packages over the years; recently when I had the time to do additional research for an “easy to use product” to capture webinars on screen I happened upon “Total Screen Recorder – Gold Version” available at http://www.totalscreenrecorder.com/

From the outset, I came to the opinion this would always be my first choice for future use. Here is why:

Ease of download and installation
High quality product from the results it provided us from the first use
Remarkably easy to use
Convenience
The options of fixed screen size, full screen
Ability to adjust playback rates
The variety of five output formats
The reasonable price
Totally hassle free screen captures

Simply, as video producers and developers of training, we all have the need to capture the content of our computer screens at some point. With Total Screen Recorder you can create creative and excellent video examples or demonstrations for our own applications. As a crisis and emergency planner, I am now able to rapidly capture breaking news and videos to use in our training programs.

Total Screen Recorder is a compact and affordable screen capture tool that enables you to record the content of your screen, or its specific areas into video files with soundtracks for subsequent playback and distribution.

We especially like that Total Screen Recorder supports 5 capture modes, AVI/WMV/SWF/FLV output with configurable A/V codecs, sneak mode operation, automatic recording at Windows startup, recording timers, hotkeys, recording of the mouse cursor and has plenty of other handy features.

Total Screen Recorder allows you to capture webcam video streams in AIM, ICQ, MSN/Yahoo Messenger, as well as streams from TV cards and web pages. Simply, every video or presentation you see on your screen can be captured quickly and easily!

Total Screen Recorder is an inexpensive, very powerful and flexible solution for screen capturing.

Preparing tutorials and e-learning series can be a time consuming activity specifically when you need to make step by step e-learning modules. Although written tutorials are acceptable when supplemented by video showing/telling all the steps you will it appeals to a broader and more visually-based audience.

Total Screen Recorder helps you to make professional e-learnings by capturing videos. The software has simple, easy to use features. When you start you have a small screen that allows you to set the configurations you choose.

To start, you will define the region that you want to capture; you can select whole screen, or any particular area of the screen.

You then set the configurations for the audio by selecting the audio device and related settings. Make the selection for the video and audio aspects for the captured file with the provided features ‘Encoder’.

Select the Hotkey to Start, Stop and Resume the capturing of video.

Enable or disable the Timer features, if you choose.

Select your file name and set the destination for saving the movie file that has been captured.

You can also hide the program when the recording is going on and the program goes to the system tray for easy access.

We are not computer geniuses and yet we were able to literally install and record our first video in less than 15-minutes!

On a scale of 1 to 5, with 5 being the highest we would Total Screen Recorder a 5-plus! We highly recommend this software. Congratulations to the developers, we will look forward to future software from your company.

L. Darryl Armstrong PhD APR CCM CAMT
Accredited Public Relations
Certified Crisis Management
Certified Aggression Management Trainer

1.888.340.2006
Cell 270.619.3803
http://www.ldarrylarmstrong.com
ldarrylarmstrong@gmail.com

L. Darryl ARMSTRONG and Associates
Behavioral Public Relations LLC
455 Hillside Trail, Eddyville, KY 42038
3 Moore Avenue Upstairs/Back Apt. Tybee Island, Ga. 31328

Solve problems by involving those who have them

In 1973, I was fortunate enough to be selected for a position at what was then the Tennessee Valley Authority’s Land Between The Lakes. I had been a newspaper reporter and editor up until then, and I was excited about working in the field of “public relations.”I was chosen to be the Reports Editor, a title that really meant nothing. Reports Editor is one of those arcane titles that the federal government uses to “hide their real intent.” I was in this position from 1973-1979.Looking back, I would say that this job probably taught me more than any of the others.Local people in western Kentucky and Tennessee have feelings that run deep even to this day about TVA. Those people, especially the ones who were forced from their homes for TVA’s national demonstration area in outdoor recreation and environmental education, will never get over it.However, when I was 23, I saw this opportunity as a great challenge. I decided from day one to reach out and engage all members of the public who had an interest in the project, especially the former residents and the business community. I sought to develop working relationships among diverse groups.More than once, management questioned why I spent many extra hours attending meetings of the tourist associations, chambers, economic development committees and the various state agency public hearings.

I may not have been able to articulate it then, but now I realize what the answer to this question was. If you truly want to solve a problem, you must involve the people with the problem in the solution. You must develop meaningful and sustainable relationships with them based on trust.

I took my responsibility of being a “public servant” seriously. I believed then, just as I do today, that all government employees have an obligation to engage the taxpayers (the very people who pay taxes to provide government employees’ salaries) in meaningful discussions to find appropriate solutions to difficult problems.

Many of my colleagues thought and felt, as they expressed to me, that I was wasting my time trying to develop relationships with the very people who wanted TVA to take the proverbial hike.

They were wrong then, and government agencies that still play at public involvement and engagement without meaningful intent are even more wrong now.

Since the taxpayers’ money pays government employee salaries, the taxpaying public has the right to be engaged in helping agencies make the best possible decisions.

Allow me to give you an example.

Recently, I was asked to facilitate a series of public meetings for a federal agency. I quickly determined after the first meeting, a nightmare for all involved, that two things were readily apparent:

– The federal agency didn’t really want a facilitated meeting. Facilitated meetings in my world are set up to bring all the people to the table and keep them there, no matter how long, until an agreed upon path forward is determined.

– The agency really wanted a traffic cop or a moderator for these meetings. The second meeting we moderated, even though I thought it unwise to do. The meeting went well although I voiced my professional opinion, something I rarely do when I am conducting a meeting.

I told the public that we had advised the agency that its meeting model should be changed to a more educational and involvement model rather than just an informational model. An educational model would allow for significantly more public involvement and, at the least, shared assessment of the problem, if not some shared decision-making.

Needless to say, the agency and my former contractor have decided they “really don’t have the funds to have a facilitator.”

Frankly, I am glad they came to that decision. I was going to be forced to walk away from the project anyway, something I have done in the past when agencies tried to fake public engagement by applying only the necessary rules and regulations.

This leads me back to the need to solve the problems by involving the people directly affected.

There are six steps I recommend to truly involve the people directly affected, whether it is a small business or a government agency manager:

– Ask those involved to share the information they want to share, not just the information you want them to share. Be prepared to keep your mouth closed and your ears open.

Ask open-ended questions like, “What else do we need to know that is important for you to share?”

Questions like these not only enable the customer or the member of the public (stakeholder) to vent. It also allows them to be involved in the assessment of the problem.

– Ask them to prioritize information they have shared. Because they are venting, this is their therapy, and you will get a significant information dump. Have them help you figure out the really important information they have shared.

It annoys people with a problem or complaint when you assume you know what concerns them most.

– Ask them for their advice or opinions.

Oh, I know foresters, fishery experts, nuclear specialists and government managers all know what they are doing more so than the public does, However, they (read taxpayer here for government agencies and customer for small business) do have opinions and advice to share.

Being willing to ask for advice and opinions does not mean that you will necessarily take it. This should also be stated up front. However, when you understand their priorities, their values and their viewpoints, a solution can often be created which meets the needs of all parties involved.

– Offer them alternatives.

People are more committed to decisions that they help make. Not only are they committed, they have a stake in the decision and, as such, will help defend the decision, if need be.

In addition, if you are a small business person, you will demonstrate to the customer that you are taking that extra step to satisfy the complaint or meet the request.

When the request can’t be met, for whatever reason, be prepared to offer alternatives.

– Determine the minimum need.

Ask the customer or the stakeholder what he or she would like you to do immediately. This helps to diffuse their anger rather quickly. If this is not done correctly, especially in the government world, outrage can and often does result.

When members of the public become outraged, it often results in unwanted political or media involvement. Don’t believe this? Did you watch the public outrage over the shooting of the unarmed minority teenager in Florida? Or, perhaps you recall the “Occupiers” movement in the larger cities?

By taking some action, you gain some additional time to take care of the greater problem.

– Ask them to provide you some alternative solutions.

Be direct in your request. If you are a small business person say something like, “Ms. Jones, I’m stumped. I’ve offered you all the alternative solutions I can. What kind of solution would you propose?”

Often this makes people realize they are being unreasonable, or at the very least, it lessens the tension and re-engages all parties toward working to a mutually acceptable path forward.

You probably have figured this out by now. Underlying all these actions is your intention to build workable and meaningful relationships.

When you have built meaningful and sustainable relationships, and you have demonstrated that your behaviors match your words (you walk your talk), then your chances of building workable solutions greatly increases. Your willingness to involve the people impacted can make all the difference in solving a mutual problem.

Dr. L. Darryl Armstrong, Armstrong and Associates, is a consultant and counselor. He can be reached at drdarryl@aol.com or 1-888-340-2006 or www.ldarrylarmstrong.com