29 Nov. 2017 | Comments (0) Share Follow @Conferenceboard
At age 41, I am where I want to be in my career: running my own sales-training business, with enough clients lined up that I can probably live comfortably for the next several years. But I’m in trouble. Every Gen Xer is.
Younger generations are quickly taking over the workforce. They’re also becoming the decision makers and the most hotly pursued consumers. And they grew up with their own set of expectations, their own view of the world.
If I don’t find ways to stay relevant to today’s 20-somethings, I will become a dinosaur in five years, probably less. For all the talk about how younger people desire and need learning experiences, the opposite is also true: The rest of us need to learn from them — and from how they learn.
That’s why, after years of operating without support staff (it’s been just me and my COO), I’ve recently hired a 24-year-old, Morgan, and given him the title of Director of Execution and Evolution. I told him his job is to help me grow my business and my mind. Here are a few things I’m learning from him.
Stop playing catch-up with technology. I’ve worked to keep up with changes in technology, specifically sales technology, by talking with my peers and always being open to trying new things that others recommend. But Morgan takes a different approach. He isn’t just keeping up — he stays ahead of the trends by proactively seeking out these new technologies himself and experimenting with them to see what effects they have on productivity, efficiency, and quality. That allows him to find the best tools for the jobs at hand, not just the tools he happens to hear about.
Get with the times. When I was younger, I used to hate how most sales trainers spoke. It’s why I initially didn’t want to become one. Their stories came across like, “Back in my day, we used to…” And they’d tell one stale story after another.
But now I understand how that happens. When you do something year after year, it’s natural to fall into that pattern. Your stories become your shtick. And if I’m not careful, I’ll become that guy. Recently, I was showing a prospect what I thought was a great example of an email exchange. But the date on it was from 2014. For people Morgan’s age, that’s looking back at a time when they were still in college, before they spent three years in the working world. It’s ancient history.
I’ve asked Morgan to help me avoid dating myself. I want him to be the one to tell me, “Hold on, old man” — so that trainees in my courses won’t secretly be thinking that.
Offer faster, individualized learning. Traditionally, I’ve geared my training toward groups rather than individuals, showing entire sales teams various tips and techniques of the trade. But the pace of business has changed — and, Morgan reminds me, so have learners’ expectations. Every minute counts, and not everyone on a sales staff (or in any function) wants to learn exactly the same things. Each individual has different strengths and weaknesses. People aren’t looking to waste their time sitting through long explanations that don’t necessarily apply to them. They’re able to get just what they need from modular courses and video tutorials online, and they’ve come to expect the same from live instruction.
To stay relevant to the people taking my courses, I’ve been evolving my approach and trying to answer each of their questions in a targeted way without alienating others in the room. I’m also starting to tailor the content itself. For one trainee, that might mean providing a structured process to follow. For someone else, it might mean sharing a technique that addresses a specific challenge they face. I know my industry is moving away from multiday on-site training, and more into “just-in-time” learning, and Morgan is going to be a big part of helping me stay on top of that trend.
Shelve the ego — and communicate. This whole idea of learning from younger employees, sometimes referred to as “reverse mentoring,” can create tricky dynamics. Morgan, after all, works for me. I’m the boss. How can he feel comfortable as the teacher? How can I feel comfortable as the student?
When I tell my peers what I’m learning from Morgan, I explain that it requires having the confidence to be humble about the knowledge or skills I need to gain. We also rely on open, regular communication to keep the learning flowing freely in both directions. We have a set time to speak every Monday to discuss our goals and expectations, and we do summary emails every Friday to capture what we have learned throughout the week. In between, we drop each other messages and have quick chats. All these exchanges allow us to stay on top of things and make adjustments on the fly so that we can continue to get better every day.
I told Morgan that he can tell me anything about my areas for improvement, and he’s taking me up on that. For example, I grew up and still live in a Microsoft world (PC, Word, Excel, PowerPoint), which Morgan’s generation views as archaic. So he’s teaching me (forcing me) to use Google Docs, Slack, and other collaborative tools, not only to improve our communication but also to help me work more effectively with others in his cohort and to be more relevant in their eyes. I’m still holding on to my PC, but I can meet them where they are.
Morgan is learning from me, too, of course. For example, I’ve encouraged him to remove weak filler words from his communications so that his messages are clearer and have a stronger impact. And I’m teaching him what it takes to build and run a business — from finances to operations to projections.
This is very much a symbiotic exchange, but the only reason I benefit from it is that I’m willing to accept that Morgan can teach me a thing or two. With both of us focused on continual improvement and learning from each other, we’re much better equipped for the future.
This blog first appeared on Harvard Business Review on 11/09/17.