Free Ebook Manager 3.0: A Millennial's Guide to Rewriting the Rules of Management, by Brad Karsh Courtney Templin
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Manager 3.0: A Millennial's Guide to Rewriting the Rules of Management, by Brad Karsh Courtney Templin
Free Ebook Manager 3.0: A Millennial's Guide to Rewriting the Rules of Management, by Brad Karsh Courtney Templin
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Book Description
Millennials mean business, and they are shaking up the workplace as they enter management roles for the very first time. They are tearing down the corporate ladder, communicating on the fly, and bringing play to work. Millennials are creative,big thinkers, and they will change the face of leadership—IF they can bridge the gap between the hierarchical management style of senior executives and the casual, more collaborative approach of their peers. Manager 3.0 is the first-ever management guide for Millennials. They will master crucial skills such as dealing with difficult people, delivering constructive feedback, and making tough decisions—while gaining insight into the four generations in the workplace and how they can successfully bring out the best in each. Packed with interviews and examples from companies like Zappos, Groupon, Southwest Airlines, and Google, Manager 3.0 will help these new managers enhance their unique talents while developing an effective leadership style all their own.
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From the Back Cover
Manager 3.0 is the first-ever management guide written specifically for millennials. You will learn to master such crucial skills as dealing with difficult people, delivering constructive feedback, and making tough decisions—while gaining insight into the four generations in the workplace and how to successfully bring out the best in each. Packed with interviews and examples from companies like Zappos, Groupon, Southwest Airlines, and Google, Manager 3.0 will help new millennial managers enhance their unique talents while developing an effective leadership style all their own. Advance Praise for Manager 3.0: “At last, a management book targeted to the newest generation of leaders. Manager 3.0 by Brad Karsh and Courtney Templin is a reader-friendly reference that not only highlights unique challenges faced by millennials but also offers helpful support to new and aspiring leaders of this generation. Read it!” — Ken Blanchard, coauthor of The One Minute Manager® and Trust Works! “Hilarious stories, real-world anecdotes, and tactical advice. Manager 3.0 is a must-read for millennials or anyone responsible for coaching the next generation of leaders.” — Ali Velshi, CNN Anchor and Chief Business Correspondent “A guide for conquering the business world like Napoleon, written for the Napoleon Dynamite generation.” — Graham K. Douglas, Creative Director, Droga5 (2012 Forbes 30 Under 30) “I thought I knew millennials, but the unique way they’re shaking up management and tearing down the corporate ladder was eye opening. Our millennial managers will become better leaders thanks to Manager 3.0.” — Tony Weisman, CEO, Digitas-North America BRAD KARSH is President and Founder of JB Training Solutions, a company focused on helping professionals achieve more in their careers. A workplace and generational expert, he appears regularly on CNN and has been quoted in The New York Times, The Wall Street Journal, and dozens of others. COURTNEY TEMPLIN herself a millennial manager, is Chief Operating Officer at JB Training Solutions and sits on the board of the Chicago Society for Human Resource Management, where she leads the Emerging Leaders Initiative.
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Product details
Paperback: 240 pages
Publisher: AMACOM; First edition (June 19, 2013)
Language: English
ISBN-10: 9780814432891
ISBN-13: 978-0814432891
ASIN: 0814432891
Product Dimensions:
6 x 0.8 x 9 inches
Shipping Weight: 14.4 ounces (View shipping rates and policies)
Average Customer Review:
4.2 out of 5 stars
19 customer reviews
Amazon Best Sellers Rank:
#248,149 in Books (See Top 100 in Books)
The book introduces the idea that of all four generations currently participating in the workforce, neither generation is better or worse, they are “just different†and learning to understand these differences and leveraging each group’s assets can assist in working with them and leading them. The book sees an issue in preparing managers in that little to no direction or training is provided by employers to new managers and this book sheds some light on how to prepare, by understanding these differences to lead in today’s diverse workforce. It is important to begin this book review by providing the breakdown of the four different generations in today’s workforce and their list their assets and notable stereotypes as described by the authors:Millennials (born 1981 - 2000)o Assets: Hopeful, tech-savvy, fast paced, and collaborativeo Stereotype: Impatient, entitled, spoiled, and disrespectfulGeneration X (born 1965 - 1980)o Assets: Independent, creative, entrepreneurial, and pragmatico Stereotype: Slackers, wannabes, cold, and cynicalBaby Boomers (born 1946 - 1964)o Assets: Optimistic, competitive, and collaborativeo Stereotype: Egotistical, stuck in their ways, and power-hungry workaholicsTraditionalists (born 1928 - 1945)o Assets: Respectful, disciplined, and loyalo Stereotype: Close minded, rigid, inflexible, stubborn, and risk averseThe newest generation, the millennials, have fostered in a fundamental shift in how they do things – this shift was revealed to the authors when they conducted a series of interviews of recent college-graduate applicants. When asked to describe their roles in teamwork assignments during college (in the hopes of hiring leaders), applicant after applicant responded similarly – they were part of leaderless teams.The book states that this shift from an individualistic role to a collaborative one stems from the differences in the way millennials were brought up in a changed world. Further, intergenerational conflict also results because older generations are more experienced and wiser, but also because they have forgotten how difficult their switch was from academia to careers (after all, they too were once the young and rebellious generation that the older generations didn’t understand).Chapter 1 goes into more detail about each of the four generations, the way each was brought up, what motivates them, and how society, culture, and the world around them shaped them into who they are. As a result, the way they communicate, their expectations, and their perspectives all differ and cause conflict between other generations. The goal to understanding each of these differences as a manager goes a long way to better manage a team. Chapter 2 spends extra time defining millennials as “special†in that theirs is a sheltered, team-oriented, pressured, and confident generation constantly told they could be anything they wanted to be. The following table in the book describes some notable assets and liabilities of the millennial generation:Chapter 3 helps the millennial manager handle the shift from individual performance to team performance by first describing some of the differences that exist between the generations in the workplace and the perceptions developed as a result of these differences. Ultimately, the goal of this chapter is to help the millennial manager transition from what others can do for you (entitlement) to what you can do for others (action). Entitlement, equality, explanation, and partnership are viewpoints of the millennial generation. They are contrasted by the viewpoints of the older generations, which are duty, hierarchy, action, and ownership, respectively. These differing viewpoints have caused perceptions to be formed about millennials. Breaking through these perceptions is done by understanding why millennials are the way they are and what millennial managers can do to appreciate older generations’ perceptions of them. Only through understanding will a new manager be able to successfully and meaningfully manage groups of different generations.To understand why millennials are perceived as the entitled generation, the book shares several factors such as family wealth and the profound change in the age of today’s top business icons. The book explains that today’s millennials are part of the richest generation every known in the world’s history. This fact, has led to a decline of summer jobs that were typically held by teenagers in past generations. Instead of having to work those summer jobs, millennials can afford (thanks to very wealthy parents), to spend summers filled with activities (e.g., camps, sports, travel, etc.). The decline in summer jobs by millennials is suspected to be the reasoning behind the perception of entitlement which have lead millennials to underappreciate menial tasks (e.g., working on spreadsheets) at their entry level jobs compared to prior generations who did appreciate menial duties in lieu of physical or manual summer labor (e.g., flipping burgers, mowing lawns, etc.).Additionally, the rise of billionaires in their 20s such as the founders of Facebook, YouTube, Twitter, etc., is a staunch contrast to the business icons of earlier years. Coupled with this, the goals or aspirations to become a corporate icon in the old days required hard work and decades of experience achieve. This part of the book advises millennial managers not to underappreciate experience because it is still important and there is a lot to be gained from the older generations who have had to work their way up.Equality versus hierarchy is the second point of difference addressed in the book that the millennial manager must learn to appreciate. Contrary to the way things were growing up for the millennial in their home life, in sports, as well as at school where everyone was equal and that made things fair. In the workplace, things are different. There is a hierarchy to follow and everyone is not equal, and that’s totally fair too.The third point is explanation versus action. Contrary to the old days where “children were seen but not heard†millennials grew up in a world where parents were instructed to let their children partake in the decisions of the household. Therefore, it comes as no surprise that millennials want involvement in the bigger picture where decisions are made in the workplace. Additionally, because of the structure they were brought up in with playdates, sports, activities, and little to no free time with someone (parents, coaches, teachers, etc.) always telling them exactly what to do, it is understandable that in the workplace, they look up to their bosses to for guidance and clear instructions telling them exactly what and how to do it. Whereas obstacles become challenges taken for boomers and Xers and figuring out how to solve those challenges is viewed as a learning experience, millennials on the other hand, will not hesitate to just ask someone how to solve (or look up the solution on Google or Wikipedia).Partnership versus ownership is the final perception to dispel. Millennials tend to lean to a shared responsibility instead of taking ownership for ones actions and being accountable for the finished product required in the workplace. Breaking through this perception will help bridge generational gaps and assist to develop influential mangers.Chapter 4 tackles the management characteristics specific to millennials. Those characteristics include, but are not limited to collaboration, more technology, more fun, and work flexibility. Collaboration is a challenge for older generations as they are more accustomed to having a traditional leader and hierarchy. Finding a balance is crucial.More technology dovetails into flexibility which is important to the millennial manager who is less concerned about how the work is done, but rather more concerned about the finished product. With the available technology, there is more flexibility in working from anywhere at any time and this contrasts with the need to be constrained to the office and its typical work hours. Since Boomers and Xers didn’t have this type of flexibility when they were maturing in their careers, they struggle with trusting their employees with all the options now available. They are also accustomed with more face-to-face time, which makes it very difficult for them to understand how working from home is helpful. The millennial manager can assist to balance this disconnect and help the older generation understand how important both flexibility and sufficient face-to-face time are for their teams.Millennials value transparency over secrecy. For the most part, the perception is that millennials live their lives out on social media for the world to see - transparency. There’s a constant flow of information, which they see should be no different at work. They don’t understand why senior leaders are so secretive about decisions that will impact the organization. To millennials, the more that people know about the issues that the company is facing, then the more the people would be able to make better decisions to benefit the company as a whole.A casual and laid-back style from clothing to attitude is what millennials are known for. They believe that how you look or act matters less than getting the work done. As more and more millennials enter the workforce and take on management roles, we can begin to see a shift of acceptability of a more casual and laid-back atmosphere.Work and play will become more acceptable as well because this new generation is great and blending them together and making them almost inseparable. Contrary to older generations and the “all work and no play†mind set, “work hard, play hard†is the millennials’. Work styles will reflect a less formal and more sincere approach to doing business.Millennials are better able to balance their work and life. Contrary to the workaholic mentality of the boomers, and the independent style of Xers, millennials integrate work and life very well. Again, they see the flexibility that technology has allotted and leverage that to work smarter, not harder.Overall, the book stresses the importance for companies to engage in more versatility in order to not only to attract the very best talent but to retain them. This will require for them to educate themselves about what millennials want. This chapter provided those needs: collaborative, flexible, transparent, casual, and balanced workplaces.Chapter 5 describes all the ways that millennial managers are rewriting the rules of management of yesteryear. From redefining what the corporate ladder should look like (a lattice, not a ladder), to breaking through barriers (e.g., secrecy, acceptance, and diversity), to adding the flexibility ushered in by the technological advances of the time, which enable working where and when you want it. Last, but not least, the author throws in how millennials will rewrite the rules and integrate playing at work, because work should be fun.Chapter 6 introduces the seven letter acronym, C.O.N.N.E.C.T. with the subsequent chapters taking one of the seven themes of the acronym to provide a memorable training guide for the millennial manager. This acronym will allow the manager to make the connection to effective leadership by keeping your team engaged and high performing. C.O.N.N.E.C.T. stands for Communicate, Own it, Navigate, Negotiate, Engage, Collaborate, and Teach and the chapters that follow take each of these seven themes even further.Prior to going through each theme however, the book encourages the manger to prepare a motto for your team. The motto should be inspiring, insightful, daring, creative, visionary, and empathetic. The author shares his company’s motto, which he describes as the actions of being the exact opposite of nonchalant – CHALANT. Chalant is described as doing things with purpose, direction, passion, and energy going over and beyond for each other and for their clients by under promising and over delivering.The book introduces a unique goal-setting view described as a PUSH goal which is an evolved form of the well-known SMART (specific, measurable, attainable, relevant, and timely) goals. P.U.S.H. refers to Passionate, Urgent, Specific, and Hairy which as they are presented in the book will push you past mediocrity to excellence. The book is not saying that SMART goals aren’t relevant, only that they can tend to be emotionless and cold, however, with a little push, the goals can transform into passionate and purposeful goals.Once PUSH goals are achieved, the book recommends celebrating with your team in a fun, energizing, and exciting way which the book provide a couple of examples of how to celebrate. The concluding point in this section was to PUSH when it comes to your goals; continue challenging yourself and your team.Beginning with the first letter of the acronym, “C†for communication is crucial in management and must happen all the time (not just at yearly reviews) for the team’s benefit. Roles, responsibilities, expectations, and goals must be addressed regularly. Millennials are all about communication and feedback and it’s is needed in order to grow and develop your staff. Although it’s very difficult for most to conduct difficult conversations or deliver critical feedback, it is crucial to provide it to your employees for their own good. The book discusses ways to talk about difficult topics and how not to do it and why. The bottom line is that people want to know and providing feedback holds them accountable and challenges them to do things they didn’t even think they could do.The “O†in CONNECT, Ownership, is holding yourself accountable for what you do and how you do your job. This is a difficult pill to swallow for millennials due to their collaborative nature and their all-about-them or “special†upbringing. Criticism about millennials and ownership is that they see this as a shared responsibility or a consensus rather than holding themselves accountable. As a manager, however, you must have the responsibility for your team by both accepting blame for poor performance and by sharing credit for a job well done. Great leaders do not blame others, they look within; they are humble. The important key here is to look for ways to improve and discover how positive change can occur. This section of the book offers techniques on how millennial managers can hone in on this skill to truly own their management role.One particular technique that stood out for me, which sounds counter-intuitive, is to give employees more freedom to accept ownership, “You Step Back; They Step Up†because as the book explains, employees take on more ownership when they are offered the freedom to make their own decisions and in turn, make better decisions because they are more alert and connected – they have more skin in the game.The first “N†in CONNECT, Navigate, takes you into an unknown territory, which can be scary at times, but the book advises millennial managers to not fear it, but rather to embrace and seek it. This section encourages spending ample time of your schedule to manage your team rather than getting caught up in your own projects for your boss. This section also prepares you to have a response that will come from within during times of trouble in order to instill hope and inspiration. A great asset of millennials is that they want to be positive contributors to the world they live in. Therefore, according to the book, there is no doubt that millennial mangers will navigate into greatness.Chapter 10 tackles the “sticky†subject of negotiating (the second “N†in the acronym) adding that millennials tend to avoid it all together. Since negotiations happen all the time, this chapter not only stresses the importance of learning how to negotiate, but gives tools and techniques to the millennial manager on how to negotiate. Over time, the more you negotiate, the better you’ll get at it.The “E†in CONNECT, Engagement, is an area where millennial managers can shine because they know what younger workers want in their workplace, but emotional intelligence will be needed to succeed. According to a 2010 survey by the Pew Research Center, “nearly six-in-ten younger workers (57 percent) say it is not very likely or not likely at all that they will stay with their current employers for the remainder of their working lives†(location 3042 in Kindle version). Since it costs a lot of money to hire and train new employees, doing your part to keep your employees engaged will save your employer a lot of money. And speaking about money, statistics show that the younger worker seeks other things (e.g., fast-pace, fun, and challenging) more than they seek a bigger take home pay. This chapter shares ideas on engaging your employees by identifying the different drivers of engagement (i.e., recognition, career development, manager, strategy and mission, and job content). The book divides each of these drivers and shows examples of how engagement can be built by each driver. In the same chapter, recognition is explained in great detail and great examples (e.g., praise, flexibility, visibility, responsibility, autonomy, and appreciation) are provided to assist management with engaging their employees.The second “C†in CONNECT, Collaborate, is about getting the “right people on the bus†which is crucial for a collaborative environment. The book stressed how important it is to play on people’s strengths. The positive thing about this chapter is that millennials are all about teamwork and collaboration so this theme in the CONNECT model should come easier to millennial managers, but the chapter does provide tips and techniques on ways to help collaborate. It also spent some time discussing issues that might not come as easy to millennial managers like making the transition from collaboration to decision-making as well as the implementation of those said decisions. Additionally, millennial managers struggle with knowing when to draw a line between being friendly and being a friend to the peers that they manage.The book concludes the CONNECT model with the Teach theme. Teaching is not only for your subordinates, but for you as well. When everyone is a teacher and a student, then your company will propel forward because it will be filled with people that are constantly learning and growing. This chapter provides examples and resources (e.g., using stories, job shadowing, rotational programs, developing time management, writing, and communication skills, and after action reviews) to gain insightful skills necessary for teaching, which in turn help make everything you do an opportunity to teach. Other examples the chapter discusses to illustrate valuable teachable moments is instilling a culture of creativity and delegating as a manager. The book spends quite a bit of time explaining how and how not to delegate as well as to ensuring how to provide enough input prior to delegating projects and providing appropriate check-ins during the duration of projects to ensure they stay on course.The chapter titled “Leading When Things Get Sticky†describes the difficult situations encountered throughout the book (i.e., managing your peers, those older than you, and virtual teams), but then offers specific tips to assist the reader further prior to concluding the book. The ultimate goal of this chapter is to provide the millennial manager confidence in “sticky†situations. After all, they are an inevitable fact of life; the ways we respond to them will build character, challenge, and stretch managers into better leaders.In conclusion, this book was very informative and helpful. I learned that every generation is known for its rebellion which eventually, they grow out of. The guarantee is that each generation continues to carry their value system throughout their career. This book helps the reader CONNECT by appreciating how important it is to be open-minded and flexible with the generational differences and understand that no generation ever changed a prior generation. Every generation has done amazing things and there is a lot to learn from each one to make our workplaces, communities, and world better.
This is a really good book. I bought this book at the recommendation of my previous manager upon my promotion to management. Turns out I bought the wrong book, but I also put the bought the audiobook for this and it turns out that buying the wrong book was a good decision because this book has some great insights that I really appreciate. the book goes over several different things including the different generations of people dating back from Millennials to Generation X, Etc. It's a really good read, if you're looking for a good book on management this is a great book on management.
Love this book well! Well written, practical, relatable and applicable to different areas of leader.
A great insight into a generation that gets too much negative feedbackThis book gave me some interesting insights into generational differences from a positive point of viewI do wish that more generational difference literature discussed the very real role that cultural norms have in how people are raised.Most things that I have seen are very "western centric".
Great book, but Prime shipping is no longer guaranteed in 2 days so allow a t least a week for delivery.
***>>> "MANAGER 3.0 : A Millennial's Guide To Rewriting The Rules Of Management" is an essential toolkit to assist US with our need for Multi-Generational Collaboration & Management that is so necessary in the today's complex workplace that is being built with the blending of Traditionalists, Baby Boomers, Generation X, and Millennials, etc.!!!...Manager 3.0: A Millennial's Guide to Rewriting the Rules of Management***>>> Brad Karsh (@BradKarsh on Twitter) & Courtney Templin (@CourtneyTemplin on Twitter) in "MANAGER 3.0" have put together, in 14+ Chapters, 234+ Pages, a necessary Guide, which while it has ,as its major emphasis, Millennials, it has something for Everyone in today's complex workplace born between 1928 and 2000!!!...>>> Millennials mean business, and they are shaking up the workplace by bringing a new, refreshing and casual style, etc. to bridge the gap between current hierarchical / top-down management styles and to remind US of what WE used to be when WE first joined the workplace!!!...>>> However, with today's diversity, technology and global connections, etc., "MANAGER 3.0" & JB Training Solutions, through Team Brad Karsh & Courtney Templin, etc. will assist US as Multi-Generational Professionals achieve more in our careers today!!!...>>> A First Suggestion, Acquire "MANAGER 3.0"...NOW / TODAY...and learn how all of US as Organizations & Individuals, etc. can and will build and blend, Going Forward, a workplace that will be better for ALL of US!!!...>>> Michael.
Brad and Courtney deliver indispensable advice for Millennials entering the world of management. It is clear that the book was written by training and development specialists, as they map out the content in a way that is engaging and easy-to-follow. Their real life stories and examples help you to internalize the information without feeling over-burdened or preached to. I was pleasantly surprised by what a quick read this was. I don't generally like to read "career books" in my spare time, but this book really didn't feel that way. After reading "Manager 3.0," I have actionable strategies for communicating across generations. A truly energizing read! I highly recommend this book!
Had to buy it for a class. Pretty pedestrian and, honestly, only reminds me that social fixation is shifting from baby-boomers to millennials. A light read, with a few useful tools. An editor should have taken a second run at the text.
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