Gen Y – they are different, deal with it

Understand them, get the best out of them rather than trying to remould them

SINCE I started the column about a year ago, I often get requests to write about the “younger” generation (Gen-Y).

They are also referred to as Millennias, those born from 1981-1991 (22-year-olds who are new graduates joining the workforce to those who are in the early 30s). Some famous people in this generation include Mark Zuckerberg and Lady Gaga.

There are many surveys to find out who they are, their characteristics and how to better manage them. There are many studies on them because they make up 25% of the world's population.

Retailers, computer and mobile phone companies, games and gadget producers would certainly like to know their tastes, habits, likes and dislikes. Financial institutions would like to know their spending patterns, propensity to save, online purchasing habits, among others.

At work, managers, senior managers and many of the older generation would like to know how to better relate and work with them.

The complaints my friends have about Gen-Y would be something like this:

They have hired a young graduate from a good school, the resume looked impressive, he is pleasant looking, dresses professionally and speaks quite well.

Six to eight months into work, and the guy seems to be always late for work, late for important meetings, appears distracted at work, cannot be reached (on handphone), leaves work at 6:30pm and complains he has no work-life balance, makes mistakes in documents and presentations to clients, goes to meeting unprepared the list goes on.

“When you give them feedback, they don't take it too well and may want to resign.

“They don't know what they don't know. They make mistakes and think they are right. They have unrealistic expectations and think they were unfairly treated.

“They are choosy about what they do. They want interesting and exciting work but cannot deliver. They don't take on much responsibilities but think they should be paid more”.

Someone asked me what they could do to change them. I thought it ought to be the other way around we need to change our ways, expectations and how we work with them.

The generation is a reflection of the society they have grown up in. They didn't cycle nor walked to school. They didn't grow up poor and deprived.

They grew up in a world of celebrities, designer goods, smart phones, computers and the Internet, 24/7 connectivity, iPod, Facebook, Youtube and addictive e-games (instead of games played in the field, rivers or jungle).

They are different in many ways. Accept it and deal with it.

We believe in doing one thing at a time and being focused. Are they distracted and cannot focus or are they good at multitasking?

At work, they listen to music, chat and surf all at the same time. When they are chatting, it is not with one person at a time but with half a dozen different chat groups (as opposed to a few individuals).

They move more they spin the pen when they are at their desk, they click the mouse and turn the pages faster. They have so many windows opened, they flip back and forth.

While they are eating, they surf, text, send pictures on Instagram, make Facebook posts, listen to music, tweet and have conversation with the person in front of them or maybe squeeze in a game at the same time. That is the way they are.

That means they can handle eight tasks while having a meal which equals to higher productivity.

Be sure to engage them with multi tasks and challenging tasks. Don't assume they ought to slowly learn the ropes like how it was 20 to 30 years ago when we were a new graduate. Take advantage of their savviness by having them set up tools, work on complex spread sheets and make searches, gather data or come up with ideas.

(There may be qualifications why you will not assign certain work to them. But if you don't and let them make the mistakes, they would miss the learning opportunity and become bored)

They are used to direct communications having grown up with emails, tweets, handphones, smses, messengers, facebook; they don't like the rigid hierarchy in the organisation or being limited by their position.

If they have something on their mind, they should be able to talk to or email someone higher in the organisation (regardless of level) rather than their immediate superior who don't seem to be able to help or understand.

This can be a positive. They are helping highlight stifling work environment that we have got used to and give meaning to better collaboration between different levels in the organisation. Their opinion counts. We need to get used to their feedback and having our views questioned.

Retention is an issue. They may move on for something more interesting or aspire to be entrepreneurs. How could they not when there are so many Internet multi-millionaires or those who became multi millionaires because they started a business or sold an application to Yahoo or Facebook.

They have been told by billionaires, actors and many successful personalities “not to settle”, they can do anything they set their mind to and should dare to fail.

Inspire them with the right ambitions at work. They are a group prepared to work hard if you can show how the hard work fuels that ambition. Spend time to understand their personal buyer values what they value most in their job and aspire for.

Every generation complains about the next generation. The new generation is somehow less respectful, less hardworking but somehow in time they will become responsible adults with major responsibilities at work and as parents.

The hippies from the 70s became responsible adults and CEOs.

Gen Y is our future. If you are at work or at home with them, spend more time with them. They will shape trends, politics, culture, our work place and many other aspects in the world.

If you experience pain and frustration trying to convince your young boss how things are done in the past, don't try too hard. Listen to his ideas and get used to his ways. You may find that you can still learn and develop.

They are different, they are here to stay. Get used to it... until Gen Z comes.

TAKE ON CHANGE By JOAN HOI  
 Joan Hoi is the author of Take on Change. We need to throw out some of our old selves to better appreciate this young, fun and bright group!

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What do fathers want?

FATHER’S Day is this Sunday and the “Sweet and chocolaty message for fathers” in The Star the other day has prompted me to put on my thinking cap on what a father wants for his children, the generations to come, and the fathers themselves.

After being a father for close to two decades, it sets me to think for the first time what is treasured most in my life as a father. Children. They are more than apples of my life. They are God’s most precious gifts that have been entrusted to my care.

Every aspect of their development, such as their health, education, emotional and spiritual growth, brings great joy to me. A father’s responsibilities are burdensome but worthwhile and rewarding.

Among them, education tops the priorities and this includes enrolling one in Austin Heights Private and International School and another in Singapore Polytechnic.

The decisions, though incurring a huge financial commitment, become easier after deliberating on their strength and weaknesses in studies.

Discipline comes in whenever necessary for sparing the rod will spoil the brats to achieve academically. The endeavour to nurture them requires, other than discipline, love and care plus lots of patience.

During school breaks, they are pampered with a holiday, either locally or once in a blue moon, an overseas trip, to enrich their lives and at the same time strengthen the family bond.

Most fathers desire a peaceful and politically-stable country for the children to grow up.

Political stability is important to ensure sustained socio-economic growth which promises brighter job prospects for their children.

Some parents, like me, are in our early 50s and very soon, our generation will be over but to our children and the future generations, it is just the beginning.

So, it is all the more crucial for our young people to be brought up in a society that is conducive and harmonious.

The country should also be free from political bickering and in-fighting for these will distract the leaders who are mandated by the rakyat to prioritise the country’s development, which includes seeing through policies like the Economic Transformation Programme and Iskandar Malaysia to fulfil the high-income nation status and Vision 2020.

Many views have also been expressed by various stakeholders, especially the PAGE and lately, Datuk Seri Wong Chun Wai, to emphasise more on the English language, to enable our children to be competitive in this globalised world.

Mutual trust, neighbourhood security, transparency and efficiency in the delivery system and public accountability should prevail in a society that treasures meritocracy much more than ethnicity.

A desirable society values diversity in religion, custom and belief that are part and parcel of a multi-racial community. It is also a nation where the leaders lead by example and walk the talk of the 1Malaysia concept in their daily lives, and not only when the general election is around the corner.

The proverb “behind every successful man there is a woman” depicts the importance of a wife to the father and the children. Her role in a family is further highlighted in “home sweet home”, “home is where the heart is” and “the hands that cradle the cot rock the world”.

The father and children of such a home are the MOST blessed souls in the world when there is a wise and diplomatic wife at the household. Her words are soothing in times of weariness and refreshing when one wakes up on the wrong side of the bed.

They could turn to her for words of advice or for second opinions.

Fathers should be treated as the head of households and be allowed to call the final shot if a compromise is difficult to come by. This will set examples for the children to emulate when they have their own families one day.

As the Chinese proverb says, jia he wan shi xing, which literally means that when there is harmony at home, every aspect of our lives will prosper.

That is something that every father wishes to have for himself and family but has always been elusive.

New models after new models have been launched but are often beyond their reach.

The high taxes have put many fathers in the “day-dreaming” gear and hopefully, the 20%-30% reduction in prices over a period of five years as promised by the Government can be shortened to say, two years so that a teacher like me can start saving from now on and be in time to pursue my dream of owning the Toyota Altis to replace the 13-year-old faithful Toyota Unser before the retirement.

Cheers to all fellow fathers on this coming Father’s Day!

TING LIAN LEE Johor Baru

Success is a state of being

VERY often the benchmark of ­success is wealth. Everyone is judged by the external signs of wealth.

People pass ­disparaging remarks about those who are doing service or providing for others but are not wealthy and do not display the signs of wealth.

If people identify more with their external conditions or roles, they will inevitably feel inferior or superior to others and so lack self respect.

The ways in which society works often blinds an ­individual from realising his/her own ­self-worth. For example, society sometimes gives ­acknowledge-ment only to those who are wealthy or occupy a position of authority. In reality, every individual has the right to know that worth is inherent in every human ­being.

Self worth can help ­individuals avoid feelings of inferiority or superiority. The middle path is a dignified way of life.

Success is not a material thing. It is a state of being. We might call it contentment, ­happiness or even peace.

How do you define success? It is the completion of a task, another job well done, an exam passed, a promise kept, or a mountain climbed.

Whatever we believe success to be will have a profound ­influence on our lives.


Bridget Menezes is the author of Self-Empowerment and Spiritual Counsellor. Readers can email her at lifestyle.bridget@thesundaily.com.

China's space dream comes true humbly

Ten years after China sent its first man into low earth orbit, three astronauts operating the Shenzhou-10 spacecraft started a journey on a mission which seeks a permanent space station around 2020.



Chinese President Xi Jinping said at the launch site that the crew carry a "space dream" of the Chinese nation and represent the lofty aspirations of the Chinese people to explore space.

The dream, though also dreamt by the more frequent space travelers of Russia and American, includes a manned space station, moon exploration and even deep space odysseys.

The dream is a humble one. China was decades behind Russia and the United States in space technology.

But Chinese pursue it unswervingly in line with a carefully designed three-phase manned space program.

Two years after the space flight operated by China's first astronaut, Yang Liwei, two men, including Shenzhou-10 commander Nie Haisheng, orbited the earth in 2005. Then three more in 2008, two of whom finished China's first extra-vehicular activities (EVA).

After the unmanned Shenzhou-8 and Tiangong-1 space module docking in 2011 to test automated space docking, a key skill to assemble a space station, three Chinese astronauts succeeded in operating the docking manually in 2012.

The Shenzhou-10 mission, if successful, marks the end of the first half of the second phase, which means China has completely mastered EVA and space docking skills.

However, just as the female astronaut Wang Yaping said, "we are all students in facing the vast universe."
China's pursuit of its own space dream showcases a latecomer's unremitting interests and desire to learn about the universe.

During the 15-day Shenzhou-10 mission, Wang will hold a class in space educating a group of students from a high school in Beijing through satellite communication.

This in-orbit event, hopefully broadcast live, will inspire students and also spur citizen's space interests in a country with 1.3-billion people, making this an unparalleled popularization of science in human history.

Similar to other space giants, China's space program was carried out by astronauts selected from air force pilots and supported by military resources. But China has reaffirmed that it opposes militarization of the space and will utilize the space in a peaceful way.

After the year 2020, China's future space station will probably be the only one of any kind in service considering the ISS's retirement plan. By then, China's space dream will not only serve its own people but also contribute to space exploration for the human race.

By Xinhua writers Yan Hao, Meng Na and Li Huizi

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China's space dream crystallized with Shenzhou-10 ...

China's space dream crystallized with Shenzhou-10 launch

JIUQUAN, June 11 (Xinhua) -- China successfully launched its fifth manned spacecraft late Tuesday afternoon, sending three astronauts on the country's longest space trip.

With 10 astronauts and six spacecraft launched into space in a decade, China is speeding up on the path of exploration and building a home for Chinese in the galaxy.

At a see-off ceremony held hours before the launch, Chinese President Xi Jinping extended good wishes to the three astronauts.

"The mission's crew members carry a space dream of the Chinese nation, and represent the lofty aspirations of the Chinese people to explore space," said Xi.

The President later watched the launch at the Jiuquan Satellite Launch Center in northwest China, and shook hands with staff at the center after the successful launch.

Unlike the space trip of Yang Liwei, China's first astronaut who boarded the Shenzhou-5 spacecraft in 2003, of less than a day, the three astronauts will stay for half a month.

In its journey, Shenzhou-10 will dock with the orbiting space lab Tiangong-1 twice, once through automatic operation and the other manual, and a lecture will for the first time be given on board the assembled orbiter to a group of teenage students on the ground.

Compared with the previous nine Shenzhou spacecraft, the Shenzhou-10 is no longer experimental but considered an applicable shuttle system for transporting astronauts and supplies to orbiting modules.

"It is like developing a new type of car. You have to try it on roads of different conditions. Now trials are over and the car can be put into formal operation," said Zhou Jianping, chief engineer of China's manned space program.

On the other hand, the upgraded Long March-2F carrier rocket is technically the same as the one used with the Shenzhou-9 manned spacecraft.

"No alteration means that China's rocket technology is becoming mature," said Jing Muchun, chief designer of the carrier rocket.

This mission aims to further test technologies designed for docking and supporting astronauts' stay in space, as well as to use new technologies related to the construction of a space station, said Wu Ping, China's manned space program spokeswoman, at a press conference on Monday.

The Tiangong-1 space lab has been in orbit for about 620 days, and about three months are left before the designated end of its service.

The module is considered the first step toward China operating a permanent space station around 2020 and making it the world's third country to do so.

The nation is likely to launch a space station before 2016.

There are risks that the conditions of some components on Tiangong-1 might not be at their best since the module is near the end of its service and has gone through four docking tests, Wu said.

For Nie Haisheng, commander of the three-member crew and a second-time space traveler, this mission will be longer, with more experiments to be conducted, than his previous outing in 2006.

"It will be a new challenge with greater risks," Nie told the media on Monday.

However, he is looking forward to entering the space lab module. "My colleagues and I will work in a home for Chinese in space," he said.

For this mission, the manned space program also considered approaching the public.

In a lecture through a live video feed system, female astronaut Wang Yaping will introduce motion in a microgravity environment, surface tension of liquid, and help students understand weight, mass and Newton's Laws.

Wang will also interact with students and teachers on Earth and the lecture will be broadcast live.
Ordinary Chinese, especially science enthusiasts, are excited about the new mission.

"It is a festival for space fans," said Zhao Yang, a researcher with the China Science and Technology Museum, who just watched the Hollywood sci-fi blockbuster Star Trek Into Darkness on Monday.

He was very much interested in the lecture to be given in space, saying, "There might be an interesting introduction about the weightless condition."

For renowned science fiction novelist Liu Xinci, Tuesday's events reinforced his belief that he will live to see space travel become accessible for all common people.

He has a very vivid vision of future life.

"In the next century, human beings will set foot on all planets in the solar system. People will inhabit the moon and Mars. A lot of people will work in space as space journeys will be as easy as flights."

COMMUNISTS IN SPACE

The three-member crew were all veteran Air Force pilots before being selected as astronauts. Nie is the first general visiting space while his teammate Wang Yaping is China's first space traveler born in the 1980s, a generation growing up in era of reform and opening up.

All of them are members of the Communist Party of China.

Yang Liwei, the country's first astronaut, once told Xinhua that Chinese astronauts might not pray like their foreign counterparts do before they set off on a space mission; however, Communism, as their shared faith, supports them.

"If the country has its own space station, Chinese astronauts, who are Party members, might set up a Party branch up there," Yang said.

Of the crew, 48-year-old Nie is commander of this mission, and responsible for the manual docking operation with the Tiangong-1 target orbiter.

Zhang Xiaoguang, 47, will assist the commander to accomplish the spacecraft's manual docking with Tiangong-1. Another job that Zhang will be doing in space is to film Wang's lecture lecture, which will be broadcast to middle and elementary school students in China.

Wang, 33, is the second Chinese female astronaut after Liu Yang in the Shenzhou-9 mission, which blasted off in June last year. Wang will be responsible for monitoring the conditions of the spacecraft, space experiments, operation of equipment and taking care of fellow crew members.-  Xinhua

Are you a manage or leader?

LEADERS and managers obviously have one thing in common they lead or manage teams; but as their titles suggest there are differences between leaders and managers.

As an executive search consultant I have interviewed many senior executives over the years and most of them have indicated that they would prefer to be led than to be managed.

However, I have observed that as an organisation grows it is almost impossible to scale up without a strong management structure. As such, I believe that leadership and management both have a part to play in the growth of an organisation.

The manager

My first encounter with a manager was on my first job. I was fresh out of school and had no knowledge of how an office operated let alone how to use the computer which ran the now obsolete Wordstar programme. I was in awe of my manager. She seemed to know where everything was and always spoke confidently regardless of whom she was addressing. She would also set our targets, monitor our progress and discipline us when necessary. If we accept the definition of a manager as one who directs and controls, then I would say that she played her role well but I found that I was doing the job because I had to and not because I wanted to. My manager was not concerned about engagement as long as we met our targets and would not entertain any queries that would challenge the norm. Whilst I didn't feel that she was someone I could confide in, I certainly respected her discipline and commitment to her job.

The leader

We have all come across leaders who have inspired us at some point in our lives. In comparison with the manager I mentioned earlier, the managing director of the same company was someone who was out to change the world. She was absolutely passionate about what she believed in and her passion was infectious. She spoke with such clarity of thought that I never questioned her beliefs and was glad to work weekends and long hours to be a part of something bigger than myself. Suffice to say that she was an inspiring individual who has influenced my professional and personal life even until today.

The difference

Warren Bennis lists the following comparisons between a manager and a leader in “On Becoming a Leader,” which was published in 1989:

• The manager administers; the leader innovates.
• The manager is a copy; the leader is an original. The manager maintains; the leader develops.
• The manager focuses on systems and structure; the leader focuses on people.
• The manager relies on control; the leader inspires trust.
• The manager has a short-range view; the leader has a long-range perspective.
• The manager asks how and when; the leader asks what and why.
• The manager has his or her eye always on the bottom line; the leader's eye is on the horizon.
• The manager imitates; the leader originates.
• The manager accepts the status quo; the leader challenges it.
• The manager is the classic good soldier; the leader is his or her own person.
• The manager does things right; the leader does the right thing.

As such, we can conclude that not all managers are leaders and some managers may never become leaders. Whilst many of us have come across individuals commonly known as “born-leaders,” who simply thrive in situations that call for a leader to step up to the plate, there are also many who made the transition from manager to leader. This then begs the question: How does one make the shift from a manager mindset to that of a leader?

Given that any kind of change takes time and usually uncomfortable if not painful, I would offer these six areas as the first step in the transition process from manager to leader.

Something bigger than themselves: A leader usually has a cause to champion. A manager who strives to make this transition would have to find something that he or she strongly believes in, in the context of their own organisations or field of expertise. This could include something they feel needs to be changed or an innovative idea they want to see implemented. For instance, a regional sales director whom I interviewed as a potential candidate for an executive search project shared with me that he was hired by his current employer to develop the market for the company's products in Malaysia. However, he felt that there wasn't sufficient demand for their products in one country and he expanded the customer base into China. He successfully created a whole new market for the company and needless to say he was given a promotion for his achievements.

A strategic mindset: A potential leader would also benefit from developing a more strategic view of the business and the industry in which they operate in. For example, managers are usually focused on a function such as finance, sales or human resource. A manager who wants to transition into the realm of a leader would first need to understand how his or her role as a manager adds value to the entire company, the community and the industry. When a manager is able to see the bigger picture, then better decisions can be made that would benefit the business rather than the individual.

Ability to multi-task effectively: Most leaders have the innate ability to deal with many things at once. I'm not referring to being on the laptop or smartphone while meetings are going on, as this will probably be more distracting that productive. Multi-tasking effectively deals more with being able to group similar tasks together and work on more than one item at a time. When there is downtime, this period can then be used to review new information or put together a new group of tasks to be kicked-off next.

Recognising trends: A leader is generally able to see patterns and trends in seemingly unimportant data, even without the help of customer relationship management software tools. They are able to make sense of information whilst managers are often only capable of data gathering and some basic analysis of the information captured.

Long term vs short term: Leaders have a long-term view of the company's direction and the macro factors that affect the business. Their broader view of the situation also gives them an added advantage when dealing with obstacles as they are able to see beyond the immediate issue and make more informed decisions. On the other hand, managers may only deal with short- to medium-term goals and this lack of foresight may limit their ability to make decisions as compared with the strategic view that a leader is able to take.

Ability to communicate effectively: Communication is without a doubt one of the most important skills a leader must develop. Ideally, a leader would be someone who can communicate in a clear message by being both tactful and direct at the same time. A manager without sufficient foresight or empathy tends to be more directive and concise in delivering a message.

Would organisations prefer to hire managers or leaders?

In my view, an organisation needs both managers and leaders for sustainable success. Leaders are usually the ones we see in the limelight, who are highly influential in an organisation. They are also the ones who inspire the rest of the team with their good performance, passion or superb knowledge of an industry. However, they are usually not the ones who would get into the details and execution of projects. This is not an issue for organisations with sufficient structure and headcount to support these leaders but organisations with very leaner teams need leaders who can be hands-on when necessary; failing which the organisation would require the skills and expertise of good managers to fill the gaps. Therefore, in a world where many individuals are able to operate as either a manager or a leader; the ability to wear both the manager and leader hats interchangeably is a highly sought-after commodity.

Talking HR by Pauline NG

Pauline Ng, the managing director of BTI Consultants, encourages all managers who want to become leaders to make the transition but to keep their “manager hats” handy.

Where there’s a will, there’s a way

 

THERE have been calls for the Government to allow the use of English as a medium of instruction in schools again. As there are Chinese and Tamil primary schools alongside national schools, Malaysians should have the freedom for another option. Presently, English as a medium of instruction is already available but only in private and international schools. Only a small percentage of Malaysians can afford to go to such schools.

I HAD my early education at a Chinese primary school in Bidor, Perak. Upon completing my Standard Six examination in the school, I moved on to the Government English Secondary School in Tapah, where I completed a year of Remove Class before going on to Form One.

I had my upper secondary education at Ipoh’s St Michael’s Institution (SMK St Michael Ipoh) and then pursued my tertiary studies at Universiti Sains Malaysia and later at Universiti Malaya.

I taught Mathematics and Physics in secondary schools for many years before being promoted to school prinicpal. I have now retired

Since I was in a Chinese school during my primary school years, I wasn’t at all good in the English language.

However, in Remove Class, I knew that I had to brush up on the language if I were to move up and do well in my studies.

To improve my English, one of the first things I did as a teen, was to keep a diary to record the daily happenings in my life.

My daily jottings also included my thoughts on events and activities both at school and at home.

We used to live in a shophouse. My father used its front portion to run his his Chinese medicine shop. There was a counter from where he conducted his business and surrounding it, were shelves of medicine that we referred to as the “medicine house” in Chinese.

We also had a “money room” but contrary to what most people might think, we did not stash bundles of cash and coins there. In fact, it was a cubicle at the back of our shophouse where my father would count the day’s takings, keep his books and carry out some administrative tasks.

Looking back, learning English has been a long and arduous journey for me — I often mixed up my tenses, misspelt words and even used the wrong words when I wrote and spoke; in fact, in many instances, I would directly translate from Chinese to English!

I cannot help but be amused by what I wrote then — thinking in good Chinese and writing in bad English! It seemed like a comedy of errors.

The image on the right is a page from my diary when I was in Remove Class. It was a Thursday, the 11th day of the first month in 1962. It reads as follows:

The Chinese New Year come nearly. To-day my mother asked us to clean the house. It was a hard work, because we must wash the ground, clean the kitten, door, bedroom, sitting place and money room. We started the work at 10.00am. First we clean the door, than the money room, medicine house, kitten, bed room. We washed the ground. 

All my brothers and sister were worked very hard. At about 2.00pm, we stoped our work and ate something. Then we continued our work. Everybody work with hard and happly. At about 4.30pm we have finished our work. To-day, we all felt very happly.

From the diary jottings above, it is obvious that my English then was “below average”.

However, my reason for attaching this page from my diary, is to urge English language learners not to be discouraged. It is through sheer perseverance that I overcame the challenges before me.

I was passionate about learning English and as the saying goes: Where there’s a will, there’s a way.

By LIONG KAM CHONG, Seremban, Negri Sembilan, The Star