Maverick Mastery®

A shortage in graduate positions this summer means that newly qualified graduates must break the ‘Lazy Generation Y Stereotype’ and fight to prove their worth in a rapidly shrinking graduate job market, warns leadership specialists at Dynamic Transitions.

Following on from reports that many students may end up graduating and going straight onto the dole queue due to a lack of available jobs, Dynamic Transitions’ MD Judith Germain is urging graduates to wake up to the fact that they need to radically revise their approach to job applications and interviews if they are to stand a chance of gaining employment in the current economic climate.

“Graduates need to be realistic in the jobs that they seek, as they already face scepticism in their ability to achieve by employers who believe that they only have academic knowledge and little experience. There is also a long standing belief that graduates academic knowledge is inferior to previous years and that graduates are lazy, under skilled and difficult to manage”, explains Germain.

Germain, a specialist in the differences between Generation X and Generation Y workers, believes that new graduates will fall victim to the negative connotations associated with Generation Y employees, which is why they need to work harder to prove their worth and their value to the business.

“There is a distinct clash of culture between the X & Y generations. At the moment ‘Y’ are generally ‘the workforce’, with ‘X’ or ‘Baby Boomers’ being ‘the managers’. Managers, especially ‘Baby Boomers’ think employees should do long hours at work and put the needs of the business above all else. Generation Y employees believe that their work can be done without spending hours at work and at a time that is convenient to them. Generation Y are used to studying whilst accessing digital or social media technology like IPods, Facebook, Instant Messaging and multiple ‘windows’ on their computers in the name of multi tasking. This leads them to believe that it’s essential to do many things at once in order to concentrate and therefore complete tasks. For example, Generation Y employees cannot understand why they can’t sit at their desk listening to their Ipod whilst they work, but to attempt to do this will lead to disciplinary action by the typical Baby Boomer or Generation X manager”, explains Germain.

“Things are moving faster and more dynamically than in the past and the cycle of change in business is nearer two years than the ten years that it used to be. Graduates need to show future employers that they are flexible, willing to work their way up and are good potential employees. They need to show employers that they are more interested in the business than they are in themselves”, adds Germain.

Judith Germain is founder of Dynamic Transitions Ltd, a leadership company specialising in dealing with Mavericks in the workplace and Troublesome Talent®. For more information visit www.developing-leadership.com

I believe that talent management is the ability to nurture, develop and maintain talent, so the objectives of the organisation can be met. It is an holistic approach to managing talent rather than a specific component approach that many companies undertake. For example, concentrating talent management strategies on the top team or high fliers, rather than on key talent across the organisation.

This holistic approach is more likely to enable the manager to nurture and develop their troublesome talent®, who are often ignored or excluded from management development programmes due to their personalities or ability to cause disruption within a structured organisation.

The common question posed by a maverick is ‘why?’

Mavericks do not compromise their standards to fit in, and therefore cannot be managed conventionally. Despite the fact that they often do not utilise their talents effectively, mavericks tend to be the top performers in companies and within business. Common traits of low boredom and impatience mean they often have trouble articulating what they want or what they mean.

They are unlikely to go with the flow for an easy life, which is unlike the rest of the talent pool. These individuals will not only acknowledge ‘the elephant in the room’ they will actively try to drive it out – which is the exact reverse of what is expected in most companies and will often be treated which huge amount of suspicion. Managers may feel challenged by these individuals and react to them in an aggressive way, which will typically drive the troublesome to protest and then react by becoming destructive within the company.

How can you develop troublesome talent?

When you are considering developing your troublesome talent these are the three biggest challenges that they – and you – face.

Communication with others and the need to speak the truth

Whilst your maverick at work is very articulate, they may have problems communicating with others in a way that their audience can understand and accept. If you ask your troublesome talent whether you are doing a good job, and they feel that you are not, expect to receive blunt, to the point feedback on your shortcomings. They are extremely loyal to those that they trust and respect so if you are their manager and do not live up to their expectations – expect a rough ride!

For example, mavericks have an overiding need to tell the truth. They feel that to do otherwise affects who they are and lessens their integrity – one of the principles that they hold dear. This is why communication can be fraught, their need to tell the truth far outweighing the need to not upset someone else. The trait not to upset someone is not usually as well developed as it is in others. This is generally because they have such high self esteem, there is little that will upset them and they naturally feel that everyone else is like them. (Do not assume, however, that they are unable to be hurt at work).

It’s important to develop their communication skills and that doesn’t mean sending them on a communications course. What they need is mentoring on the cause and effect of their behaviour, tied in with a compelling reason for them to change. Without a compelling reason there will not be any change at all – they are not concerned with ‘fitting in’, so get to know them. What do they want? Promotion? Variety? Autonomy? Then tailor their learning on how they can achieve what they desire. Be realistic with them, don’t lie – if they catch you out, they will not forgive or forget.

High self-esteem and self confidence

This can often be interpreted as arrogrance rather than the high self confidence that they feel. Often, they only express an opinion with quiet insistence when they know they are right. This can mean they do not appear to listen to counter arguments or may appear to be inflexible once they have made their decision. It’s a problem of perception rather than just behaviour. This is a communication issue and should be addressed as such.

The need to complete objectives

Mavericks like to complete their objectives as they take pride in solving problems and finding solutions. They will often induldge in lateral thinking to solve the problem, seeing things missed by others. They are also likely to break rules that appear unimportant, or break with protocol to ensure that an objective is met. They are often punished or penalised for taking this route, which can lead them to becoming despondent and destructive.

Their development in this area depends on your ability to enable them to see the consequences of their actions. The effect of a single-minded pursuit for a solution can sometimes not justify the journey to get there. Often, troublesome talent is rewarded by the organisation for this behaviour (bigger bonuses, recognition) whilst at the same time being punished for it by HR teams or their manager. This is counter productive and can be confusing to the employee.

There seems to be a general lack of accountability for leadership development by senior management. But it is not HR’s responsibility alone to develop talented individuals – troublesome or not – they must be nurtured by senior management. Mavericks should not be ignored and companies that do, run the risk of slipping behind global competitors who recognise their potential.

Conducting business in the 21st Century requires a different modus operandi as we increasingly move away from the trading norms of the 20th Century and towards Community Trust Systems™ (CTS). In a society where there are more suppliers than demand, increased scepticism exists and a lack of transparency breeds mistrust – Community Trust Systems™ are becoming a growing necessity for both suppliers and consumers.
Many examples of Community Trust Systems™ already exist to buy and sell products such as Ebay and Amazon and CTS™ for services are now coming into their own (particularly Social Networking sites).

Community Trust Systems™ are where products and services are exchanged on the basis of trust that has been conceived and conferred within a trusted community. Peer review and approval becomes the basis that services are bought and reputation is the determinant for selection.

Designing a networking strategy for Community Trust Systems™

For businesses providing services it is particularly pertinent to be active on social networking sites where businesses are able to integrate into the community, develop a reputation and establish credibility. If your business (and/or yourself) has a good reputation and credibility it is more likely to be trusted by your potential clients, therefore increasing your revenue and sustainability. Community Trust Systems™ require transparency, and the ability of the business to be clear in what they deliver and have an understandable niche. The community members need to be able to trust the networker and be able to advocate their services to others.

A good networking strategy has the following points:

• A holistic strategy designed around business objectives

• Clarity of what the business owner wants to be remembered for – what’s their expertise?

• A clear niche and ability to articulate what the business does

• An offline and online strategy – which networks should you be participating in

• A well structured network

• An understanding of your current reputation and credibility standing in the marketplace

• An ability to leverage time and assess results

When I have worked with clients in designing their networking strategy we have found that their ability to attract advocates and gain results from their networking have exceeded their expectations and has delivered bottom line results. One client saved £7k after one meeting.

The greatest results have come from those that have structured their networking contacts as part of their networking strategy. This allows them to leverage their time and seek a better return on the investment that they have made in the relationships that they have garnered. Referrals are when a contact has made a recommendation that one party meets or does business with another. This is often prompted by a specific request. Advocacy is where an individual, usually unprompted, recommends another with so much detail and influence that the advocated person is not required to sell their services. A good networking strategy enables a business to have many advocates therefore significantly reducing advertising spend.

Structuring your network

To be an effective networker you need to understand who is in your network and what relationship they are to you. For example I have over 10,000 business contacts although I do not know them all individually, I am aware of a vast number of them, refer a great many and advocate a few. Belonging to good social networking sites enables me to manage and maintain conversations with my network, therefore enabling me to extend my reach and help many businesses by making the appropriate connections and providing support where ever possible.

Below is a representation of my network split into three areas:

• Inner Circle – these are my advocates and close contacts. This is a relatively small number

• Middle Circle – these are my main referrers and people that I have conversations with. This number extends into the hundreds.

• Outer Circle – there are people that are aware of my business and what I do personally. Introductions and some referrals take place with these individuals. This number extends into the thousands.

Understanding who is in your network and where – helps to develop how the conversation takes place. ‘Conversation’ in this context means how you interact with them. This includes online messaging, blogs, newsletters, and face to face meetings to name a few.

Structuring your network and how it relates to your networking strategy becomes more pertinent when you consider the following representation of your network.

When designing your networking strategy you need to be aware of how you are remembered by your contacts to ensure that you are not confusing them and they take away the message that you want them to.
For illustrative purposes the second diagram shows how I am generally remembered by my contacts (in terms of business proposition).

My Outer Circle are aware that I specialise with working with Mavericks – the wilfully independent. It is important that when networking your message is clear and easy to remember. This is particularly true online where you may be networking within a Community Trust System.

My Middle Circle understands a number of my business propositions, for example I’m a CEO mentor and Leadership trainer/speaker.

My Inner Circle knows a lot more about me, for example that I come from a strategic senior operations background; I have a solid HR knowledge base and regularly provide expert opinion to the national and trade press.

As people get to know me – I aim to turn my Outer Circle into my Inner Circle etc therefore increasing my reach and ability to have advocates. A more intimate knowledge of their business enables me to help and assist them better also. By understanding my network I am able to engage with them more effectively – perhaps using some automated tools or by regular meetings. This enables me to achieve the other aspects of my networking strategy.

In a saturated and depressed marketplace – where there appears to be many competitors selling the same service or product, having an effective networking strategy enables all businesses’ (but particularly small businesses and consultants) services or products to be advocated, for them to secure more referrals and for the business to cut their marketing costs, increasing their chances of survival.

Baby Boomers facing the choice of either early retirement on good pension plans or struggling through a recession where they are not appreciated or valued by their younger bosses; are likely to take the initiative and leave employment now. Thus leaving a huge skills gap in an already unstable market, warns talent management specialists at Dynamic Transitions.

According to Dynamic Transitions MD Judith Germain, organisations are increasingly realising that younger managers lack the experience and skills to effectively guide their staff through a recession, causing disgruntled baby boomers, who don’t see any benefit in working harder than they have to, opting to leave the workforce completely. Germain warns that this will leave a glaring hole in key positions across core business functions and predicts that many companies will now be facing the prospect of suddenly losing expertise and strategic direction at a time when it is needed the most.

“Younger managers and employees who face working in a recession for the first time can suffer from a lack of confidence and the key skills required to enable their employers to succeed. The reality is that this isn’t likely to be a short recession and there will be ripple effect across the industry for several years at least. These managers may have been more than capable in good times but now the pressure is on, many are finding that they simply don’t have the knowledge and experience to effectively manage and guide an increasingly unnerved workforce and experience shows that the best staff tend to be the first to jump ship if not managed effectively”, says Germain.

Germain argues that the need for effective Talent Management is becoming the most critical requirement for companies who wish to remain in business during the recession, as the lack of short term financial rewards and benefits diminishes, placing a greater emphasis on job satisfaction and a feeling of value. Germain also believes that the implementation of longer-term reward packages would help retain senior talent, a view mirrored by CIPD president Vicky Wright at yesterday’s CIPD Annual Conference.

“Companies need to invest in effective talent management programmes and leadership initiatives that are innovative and creative for the current times and encourage more experienced and senior staff to sign up for the long haul. Those that can achieve this are more likely to succeed and retain the key talent necessary to remain robust in these difficult times”, says Germain.

Judith Germain is founder of Dynamic Transitions Ltd, a leadership company specialising in managing Troublesome Talent®. For further information or to find out more about Dynamic Transitions visit www.developing-leadership.com or telephone +44 (0) 208 288 0512.