Unleashing the Creative Genius of Generation Y

One of the most difficult challenges for organisations is to motivate Gen Y resources who seemingly need constant engagement and new experiences to stay committed.

Gen X leaders and functional managers find it difficult to tap into what inspires Gen Ys as the conventional ladder of success either alienates or frustrates them. This is often misunderstand as arrogance or a push to fast track their careers.

In my experience the main frustration for Gen Ys is the need to express themselves and their creativity. Being viewed and treated as an individual who has ideas that may be 'outside of their current remit' is important. This is an unusual work situation for Gen Xs who have built and protected their professional areas of expertise.

While the seniority system was broken down and challenged by Gen Xs, it is Gen Ys who are embracing the concept that knowledge and talent can not be contained in the workplace. Add to this the emergence of self expression and opinion through social media and it is not a surprise that Gen Ys appear to be eager to express views whether they are invited too or not.

Gen Ys admire leaders who are not afraid to allow creative expression and idea generation because it makes them feel valued as individuals. Especially in teams where the essence of what is produced is based on imagination, artistry and originality.

The following management approach can be successful in unleashing the creative genius of Gen Y teams:

1) Do not own the process, be clear about owning the outcome: enable teams to input into the process  as Gen Ys have strong opinions, new ideas and approaches to express.

2) Be assessable and approachable to provide quick feedback:  avoid the frustration of teams not being able to move swiftly and losing momentum.

3) Create a spontaneously collaborative team environment: structured 'ideas sessions' can put individuals 'on the spot' or make them feel self conscious.  Encouraging open unstructured collaboration between team members enables quick fire trouble shooting, heightened urgency to contribute to solution finding and random inventiveness. Be prepared for noise, odd comments, laughter and some 'light bulb' moments.

4) Be cool, Stay calm:  creativity is a fun, spontaneous and slightly 'out of control' pursuit. This is in direct contrast to hierarchical reporting line structures where order and control rules interactions. 

Being cool and staying calm when there is no obvious answer or outcome to report is difficult when there is a need to demonstrate progress at regular intervals. A perception of lack of direction and/or progress can developing. Managing internal expectations around this is required.

Setting a challenge, embracing flexibility and conveying confidence in Gen Y teams ability to contribute solutions will create the energy and positivity required to produce great work. 

5) Provide clarity of decision making: ensure that teams have clarity on decision making and who the decision makers are. This ensures authority levels are respected, the approvals process is clear so time is not wasted, there is communication 'up' and guidance is provided. 

6) Reward contributors not just the project owners:  reinforce that individual expression is esteemed and valued.

What are your experiences in managing Generation Y resources.

Retail Stores Can Differentiate Through Humanizing Interactions

 

Retail shopping and on-line shopping may offer similar products, however the experience that shoppers are wanting is very different. The creation of a retail destination needs to tap into an experience beyond the products on offer. Even though the way we shop has evolved our need for social interaction and face to face service remains as strong. The question is can traditional retailing tap into these latent needs to revolutionise the shopping experience in the same way as on-line retailers have.

Product design and displays are the 'hero' when browsing through stores.  Clever product innovation and promotion is abundant. Customers look for

product brands with distinct benefits. Even supermarkets have increased their branded line of products. Product seeking has become a key choice driver for shoppers.

It seems that the focus on the customer experience and service excellence at many retail outlets has given way to product promotion. The retailer customer value proposition is determined by the products on offer. With products being widely available or easily substituted across competing distribution outlets, including on-line shopping sites, loyalty to a retail store brand seems pointless.

In many retail stores it feels as if the customer is an annoyance and self service is expected. This is not a complaint, rather an observation. This had contributed to the growth in on-line shopping as customers have little emotional reason to stay loyal to traditional retailers. The on-line shopping phenomenon highlights the importance of creating a compelling customer value proposition for shoppers.

Virtual retailers have stepped up to deliver reliable service, intuitive on-line user experiences, customised communications, as well as, value for money. They have built a clear customer value proposition and most importantly delivered consistently on their promises.

The successful on-line shopping sites have realised that exceptional user experience offers benefits for shoppers. Quality products attract customers, however it's the shopping experience that converts to sales. Tapping into how 'we want to shop' and delivering this has driven their success.

A great example of how this philosophy has been successfully implemented is the Apple store vs on-line proposition. The on-line experience is about user intuition, access to information, superior functionality and customised on-line communications. The store environment is about customer interaction, knowledge, expertise and training. There are lots of staff and people. To put it simply it's all about 'technology interaction' vs 'human interaction.' As shoppers we desire the benefits of both, and seek them out for different reasons.

Creating a retail destination is the aim of shopping centres and stores. The customer value proposition therefore revolves around 'human interactions.'  It is this focus that differentiates the traditional shopping experience from the on-line one.

It seems that on-line providers have embraced user experience and follow up, where as retailers have lost their focus on their key differentiator. Beyond product and convenience, there is the value proposition of assistance, care and socialisation.

A refocus on human interactions would differentiate retail shop brands. Ways for traditional retail brands to "hero" the experience.

Customer recognition: We all like to be treated like an individual and valued as a customer. Greeting regular customers has a "huge" impact and builds affinity. It does not even have to be by name, just being recognised is enough eg. welcome back. On-line sites create the perception of personalisation with friendly greetings and constant name usage.

Product knowledge: Engaging with staff who do not know anything about the products on offer is frustrating for customers. Potential customers are driven on-line because they feel it is the only way to get information. Having knowledgable staff available for customers to ask questions too or get advice from secures sales.

Engage the senses: Sensory impressions are benefits that on-line shopping  can not provide. Captivating shoppers in an experience beyond the products on offer reinforces the retailer benefits. Even simple hygiene factors such as cleanliness and presentation create an impression.

Customer care and support: Create an environment where staff support each other and customers to create positive experiences. A friendly and welcoming atmosphere is always remembered and positively perceived. It needs to be conveyed in all interactions, including the way staff treat each other. On-line shopping services have the advantage of customers being removed from staff appearances and attitudes impacting on service perceptions.

Unique quality and/or belief: Defining a quality or belief that is unique to the retail brand helps frame the proposition in customers minds. With retailers all offering similar products demonstrating a rational and/or emotional reason for choice can be the most effective way to attract customers.

Genius in the Workplace

More naps, increased curiosity, less detail and an abundance of positivity. Sounds like a great way to approach work? It's actually pure genius.

Genius in the workplace goes beyond brainstorming sessions and innovation mandates. It is an innate way of thinking differently that becomes a pre-occupation. An evolving mind map of thoughts that explores possibilities while adjusting variables to take into account new information of relevance. An obsessive need to solve problems to provide enhanced solutions.

Culture change programs are focussing on creating work places that adopt 'Einstein' traits to encourage genius.  These values embrace the following principles:

 Imagination, Always questioning, Old problems new ways of thinking,  Intuition, Strong positive attitude, Naps, Rise above the mundane details, Willingness to try new things...and fail, Maintaining balance, Stay on top of technological trends *

Most of us are not geniuses. We work hard at being perceived to be smart. We facilitate sessions to unlock ideas. We focus on what we can control. We keep an eye on trends and competitors. We response as quickly as we can to new information. 

The learning that I have taken from 'Einstein' and professional observations on ingenuity is this;

* Deep thinking is different to free thinking

   Brainstorming sessions enable free thinking. Deep thinking is an entirely different concept 

   requiring time and intense focus. It is also more difficult to achieve as it requires taking

   resources away from everyday work distractions on a regular basis. It requires a full

   understanding on what the 'old problem' is to apply new thinking to it. In contrast,

   brainstorming sessions don't require much context or understanding to generate  

   ideas.

 

   

* Genius emerges from curiosity and questioning

   Genius ideas do not come about by working in isolation. Accessing knowledge, insights and            

   experiences available enhances the thinking process. Beware of individuals that always know 

   the answer. They are most likely to be the ones stifling creativity and progressive thinking.

   You don't need to know the answer to solve the problem, however you need to embrace the

   process of discovery.

* Maintain an external focus on technology, customer and market trends

   Organisations with a strong external focus survive by reinventing themselves. Businesses 

   with an internal focus eventually self implode from not being open or able to change over

   time. Focusing on breaking down an internal barrier impacting on external performance role

   models how new ways of thinking about an old problem creates positive outcomes.

* Minimise burning and churning resources 

   Resources that are over stretched do not have the time or energy to contribute beyond their

   immediate focus items. The ability to contribute quality thinking requires time out to focus. 

   Stressful workplaces do not allow for questioning or time to be curious. Deep thinkers are 

   likely to move on quickly from these workplaces, even though their skills are greatly

   required.

...and if all fails take a nap and start again...

* Taken form an article Mike Werling titled '10 Traits Entrepreneurs and Einstein Share' Oct 2008 on www.entrepreneur.com.