WorkWise: Teaming — What some younger workers want

Opportunities for new and exciting projects are percolating up from younger workers to their more senior counterparts. People on the receiving end of the invitations recognize that they have something younger workers want. But what is it? Not all are motivated the same way.

Kristine Harper is a software developer for NEON Enterprise Software Inc., in Sugar Land, Tex., where she is just about the only person in her twenties. “I’m constantly communicating with people of the older generation,” she says, “whether it has to do with questions, feedback or team work. I either work with people twice my age or, as a gymnastics coach, under the age of five. I don’t seem to work with people my own age.” She’s actively engaged in the community as project manager of zNextGen, a networking and mentoring team of 550 younger and older workers at SHARE, a volunteer trade association, who discuss pressing industry issues.

Chadd Bennett is director of Research and Publications at Independent Colleges of Washington, an educational non-profit corporation in Seattle. Everyone in his office is 40 percent older than he is. Peter Geisheker, CEO of The Geisheker Group Marketing Firm Inc., in Green Bay, Wis., a consultancy and copy writing firm, remembers what he looked for in his 20s when he worked in other companies.

EXPECTATIONS

Harper brings unusual perspective to the zNextGen team. She wants team members who are enthusiastic and understand “the meaning and goals of the project.” She points out, “Age has nothing to do with it.”

Seattle’s Bennett maintains that the older workers in his office, some from out-of-state, have in-depth knowledge he doesn’t. “I have a fresh set of eyes,” he says, “and I’m not afraid to try new things. They’re there to temper me, to teach me.” He adds that about a third of his ideas fly.

Harper, Bennett and Geisheker have at some point expected mentoring in some of their relationships. Harper enjoys having more than one mentor. When Geisheker worked in marketing and staffing companies, he relied on older workers for their knowledge, experience and advice. Their specialty was most important, then their industry and its relevance to his. “I’d ask them how to do this, negotiate that,” he recalls. Bennett will come out and say, “I need some mentorship on this. I’m not quite sure what I’m doing.” He approaches people who are both patient and open to ideas. A little technical acumen helps, too.

BONUSES

In addition to the basics, some workers these three people approach come with extra assets. Giesheker was always looking for relevant background, “if they’d been a part of running a successful company or an entrepreneur themselves.” He finds a goldmine of advice among those who’ve been responsible for employees and company success. “You learn what does work and what to do,” he comments. “You also learn what not to do.” Bennett considers a gmail account a collaborative tool.

Harper comes at bonus assets from a different angle: “When we look for volunteers, one of the things we really appreciate is that they have the time to give to our project. They might have a real technical job or real senior job, but (it’s a bonus) if they can find the time to dedicate to another project that might be outside of their daily job.

“I can’t say that I don’t see age,” she adds. “I don’t focus on it when I’m working on it as a group. We generally do have a neutral attitude toward age, I believe, because we’re all interested in the same things.”

Dr. Mildred L. Culp welcomes your questions at culp@workwise.net. Copyright 2009 Passage Media.