Shoshin,
I’ll give it a shot. I don’t think this is strictly generational, though it may relate to how they’ve been raised or taught in other employment experiences. I’ve seen this behavior out of boomers, gen-x’s and millenials. In fact, I’ve found it easier to mold millenials than boomers that have this attitude because they are less set in their ways.
For the past several years I’ve been working in an organization that is progressively moving from being traditional to self-empowered. My experience is mostly with employees that do not have college degrees - but the same principle applies. This employee wants to act traditional (boss tells me what to do and I do it) and your son wants him to act empowered. Traditional management is sometimes called Theory X and empowered is sometimes called Theory Y management. You can look up various sources on the internet that describe this. Here is one link (there are plenty more of this type of thing out there):
http://www.netmba.com/mgmt/ob/motivation/mcgregor/
Another way of describing this employee is that he is disengaged. Here is some info on engagement. See page 4 of the pdf for a description of what type of management creates engaged employees.
http://www.gallup.com/consulting/121535 ... chure.aspx
Why does this employee act like that? Here are some potential reasons:
• Your son’s organization has “trained” this employee that the consequences of taking accountability are likely to be unfair or negative. An example of this could be where this person has shown accountability in the past and has had his manager took the credit.
• This employee has been rewarded for not making decisions or taking accountability in the past. (this could include working less hours, less stress etc.)
• The work objectives are unclear – the employee’s role is unclear.
• The expectations are beyond the employees ability.
• The worker is having outside issues that are keeping him from fully engaging in his job.
• The worker was raised to be pampered and have a sense of self entitlement. This is where I think you are assuming the problem comes from. It may be the case, but I wouldn’t assume it to be the most likely reason for this issue.
What do you do about it?
1. Decide if this employee is worth investing any time in. It will take time to turn this employee around. If not, part ways.
2. Review with the employee what the situation was – what the result was and why the result didn’t meet expectations. Ask the employee to explain why the result didn’t meet expectations. This discussion may lead to there being a very different set of expectations between manager and employee. The goal of this discussion is to get the employee to understand that there is an issue – it’s not necessarily to cast blame, but to get the employee and manager feel like they are playing for the same team and playing by the same rule book. The goal is to not focus on the past but assure that this doesn’t occur in the future.
3. Establish clear performance expectations with this employee and all employees. Couple this with routine performance metric reviews and performance feedback.
4. Spend more time listening than talking – more time understanding than lecturing.
5. Now – this doesn’t have to be one big group hug-fest – in fact, empowerment works best when strict expectations are put forward and people are held consistently and fairly accountable. The manager does need to view his role of someone who supports his employees and sets them up for success rather than someone who tells them what to do and how to do it.
I’m assuming this employee has a college degree – or least a high level of training. I expect more highly educated people to catch onto this principle of empowerment and accountability quickly. I do not have that expectation of factory workers with 20 years experience of working in a traditional non-empowered environment. If after coaching, this employee doesn’t demonstrate a desire to show some leadership – cut your losses –part ways. Make sure that the employee knows that showing leadership and accountability is part of his responsibilities and that he can’t continue to work there if he won’t.
Hope this helps,
Regards
Jack