Summary of Manager 3.0

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Rating

7

Qualities

  • Applicable
  • Concrete Examples
  • Well Structured

Recommendation

Almost everyone in business has an opinion about the millennials, the newest and brashest generation at work. Some consider them whiny narcissists, while others see them as idealistic optimists. Whatever their qualities, by 2015, millennials will outnumber boomers in the workforce. Brad Karsh and Courtney Templin – herself a millennial – define this cohort and explain how it is overturning old ways of doing business. The authors also tell millennials how to trade on their strengths and minimize their weaknesses to become the greatest new generation of corporate managers – version 3.0. By and large, the authors do a fine job. Older employees and managers may not be thrilled with the idea of spending work time on social mixers like “ice-cream outings, board games, chili cook-offs, jigsaw puzzles” or “marshmallow dodgeball.” getAbstract suggests that millennial managers and their employers will find Karsh and Templin’s practical information helpful and worthwhile.

About the Authors

Brad Karsh is president and founder of JB Training Solutions, where Courtney Templin, who is a millennial, is CEO.

 

Summary

**Generation Gap** Born between 1981 and 2000, millennials are the workforce’s newest generation. They join the traditionalists (born 1928-1945), baby boomers (born 1946-1964) and generation X (born 1965-1980). Many millennials are now managers and executives, while some are still teenagers. Some are CEOs or founders of their companies, like, for example, Facebook’s Mark Zuckerberg. Millennial managers face a singular challenge: supervising workers from four generations. These managers must step in to alleviate intergenerational conflicts based on different attitudes and communication methods. To understand other demographic cohorts better, millennial managers should understand the concerns of workers from each generation: * **Traditionalists** – Many stayed with one company throughout their careers and were glad to have the security. They would never think of making demands on the job and are loyal to their employers. They respect a structure of hierarchal management and follow the rules. Traditionalists have been around a long time and have seen a great deal. They can teach their millennial colleagues many useful lessons. * **Baby boomer**s – Seventy-nine million strong, US boomers...


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    P. B. 6 years ago
    I guess I should show this summary to my kids... Wonder what they say.
  • Avatar
    M. R. 6 years ago
    Good..
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    S. K. 6 years ago
    Nice book