This month I have been intrigued by the story that certain famous US stars have made large and fraudulent payments to get their children into top US universities. While parents wanting the best education for their children is not a new concept, what is interesting here is that at least one of these children had no desire to go to university and has a very significant on-line following with a beauty vlog. So much so, that she may need to skip part of the university term in order to go on a sponsored film shoot in Fiji.
It seems that the parents are still working to an old rule set that seems to equate success with the reputable university brand. Yet here we have a highly successful entrepreneur who certainly does not need university to achieve success.
This made me think about how managers often approach the younger generations in the world of work. Do they expect them to operate and work to the paradigms they themselves grew up with? Are they applying outdated thinking rather than leveraging their knowledge and abilities in new arenas? Many managers I work with complain about the younger generation, how they are addicted to their phones, their relaxed approach to work vs play and their desire to ‘run before they can walk’. Yet may-be it is us who needs to look at the work processes and paradigms we are operating and judging them by. Are we still trying to push them down the ‘top university’ pathway rather than assessing ways to leverage their skills more effectively to achieve success?
How can you ensure that you do not use old paradigms in judging performance and managing others?
When do you need to be open to reassess your definition of success?
How can you leverage the strengths of employees with different ways of working?
It seems that the parents are still working to an old rule set that seems to equate success with the reputable university brand. Yet here we have a highly successful entrepreneur who certainly does not need university to achieve success.
This made me think about how managers often approach the younger generations in the world of work. Do they expect them to operate and work to the paradigms they themselves grew up with? Are they applying outdated thinking rather than leveraging their knowledge and abilities in new arenas? Many managers I work with complain about the younger generation, how they are addicted to their phones, their relaxed approach to work vs play and their desire to ‘run before they can walk’. Yet may-be it is us who needs to look at the work processes and paradigms we are operating and judging them by. Are we still trying to push them down the ‘top university’ pathway rather than assessing ways to leverage their skills more effectively to achieve success?
How can you ensure that you do not use old paradigms in judging performance and managing others?
When do you need to be open to reassess your definition of success?
How can you leverage the strengths of employees with different ways of working?
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