Workplace

Mary Abraham, who blogs about knowledge management at law firms, writes:

I can't wait until Generation Y lawyers start flooding through the doors of big law firms. We're told that just about everything about Gen Y runs counter to the work ethic and environment of these firms. So a showdown is inevitable. It will be very interesting to see which force prevails.

I'd put my money on Big Law. All this talk about "Gen Y works to live" just doesn't reflect the weakness of any twenty-something, of any generation, in the face of six-figure paychecks right out of school. Are they all tempted? Of course not. And they're not all in the running for those big paychecks either; most people don't even come close. Still, unless there's a fundamental change in the business model of Big Law, or a big drop in the number of law school students graduating with boatloads of debt, Big Law will continue to have the leverage. (I've written more on that here and here and here.)

Of course, retaining their associates is a different matter entirely, and Big Law will continue to get clobbered on the retention front.

From my colleague Marla Gottschalk, our awesome career and workplace coach:

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Watching television the other night I had to laugh out loud when I saw a new IBM commercial. A young employee is noodling around on a social networking site at work when his boss walks in.

Boss: "What are you doing?"

Guy: "Social networking."

Boss: "Social networking?"

Guy: "Everybody's doing it. I have 826 friends."

Boss: [surprised] "That's a lot of friends."

Guy: "Well, I can find anyone."

Boss: "OK. I need to put together an international team of finance experts who know merger arbitrage, have 10+ years experience, speak Cantonese, and can hit the ground running Monday."

Guy: [blank stare] "I don't have any friends like that."

OK - so what can we learn from this mini job preview? As someone who studies work behavior, I have to say: Plenty.

1. Have a realistic view of your skills and abilities. Yes, you may be experienced using the Internet, but be sure that your skill is really work relevant before you brag about it. If the skill is not work relevant, try thinking of ways to make it relevant. Only then should you show it off.

2. If you really want to get ahead at work, innovate. Take what you do well, apply it to your role at work, and figure out a way to fix problems or challenges. Use flexible thinking and a fresh perspective on problems to really make an impact. Find an appropriate time and place to communicate your suggestions. Even the toughest of issues can benefit from a different point of view.

3. This one is obvious: don't spend time on a social networking site at work unless it makes sense for your job. That is a sure way to make a poor impression, or worse.

Overall, new hires should be highly valued. But they, too, may have something to learn after they land the job of their dreams. Rounding out a skill profile with things that you pick up from watching others and asking great questions never hurts. In fact, it will offer you a competitive edge. Never stop learning. Never.

I love The Office Newb blog, a "twenty-something's guide to the corporate life." In a post called "Age Is the New Glass Ceiling," the Office Newb pondered "why are we all so quick to judge people based on age? Why do we favor the potential of 'experienced' employees over the proven track record of younger ones?"

It's a great question to ask, and I would reply that younger employees don't really have that much of a track record yet. I know it doesn't seem that way from their perspective, which is why Office Newb is frustrated.

In her great follow-up posting, she writes:

I feel that there are lots of mid-level or managerial positions I qualify for based on my skill set, interests and previous experience, however, they usually require 2 – 3 more years of professional experience than I currently have. What exactly can I do about this? Nothing but wait. And I think that is at the root of the frustration for many young people.

Is it a millennial thing? Is it just the folly of youth? Most likely it’s a combination of both. And for a generation that was taught “if you can believe, you can achieve” being told to wait can be a hard lump to swallow.

From the manager side of the table, I often get an earful about Gen Y'ers who show up in the workforce right out of school and expect management experience right off the bat. That was, in fact, the biggest complaint I heard from a group of managers I gave a presentation to at conference a few weeks ago. So Office Newb has tapped into a more widespread, two-way frustration.

It's a conflict I see over and over again. Gen Y doesn't value or respect experience the way older generations do. That outlook is of course inherent to twenty-somethings of any generation, but it seems to be more pronounced with this one. And that causes a certain amount of friction for everyone involved.

There are a lot of fabulous twenty-somethings out there -- and thank goodness for that. At the same time, it's true that many of them have been raised to think they are more capable than they are at their level of experience, and that they deserve the benefits of experience right away. But life doesn't work like that. Those benefits have to be earned, and earning them often takes time. Not always, but often.

That doesn't mean that every person who is older is necessarily the best at what he does -- competition is a beautiful thing, and it's great when talented people of any age rise to new levels of responsibility. Talent is age-blind, but talent is not the same as experience. They are two totally different metrics. Age isn't just a number. Age means experience, and the working world still values experience.

Good luck Office NewB. I'm rooting for you. And you are right: patience is hard. At any age.

I'd like to welcome my colleague Rose, who is going to guest blog today. Welcome Rose! - Anna

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I couldn’t help but write a few notes about a recent WSJ article: “Avoiding Conflicts, The Too-Nice Boss Makes Matters Worse” by Jared Sandberg. After I read the piece, not only was I humming the Janet Jackson song ‘Feedback,’ but I also reflected on what Anna blogs about concerning the workplace, management, Gen Y, etc.

The need for feedback is one Anna has talked about here and in other places as well. Sandberg’s piece points out that the kind of constructive criticism and constant feedback Anna wants us to give Gen Y really is crucial to their growth in the business/management world. After all, this 80 million strong generation (100 million by some counts) will eventually include the next Jack Welch, Steve Jobs, and Martha Stewart. Paradoxically, the article also makes clear that perhaps it’s not just Gen Yers who need to hear critical feedback; so do all employees.

We’ve read the pieces about Gen Y’s narcissistic tendencies and strong sense of entitlement. If that’s true, and Gen Yers are likely to overreact to negative feedback (because mommy and daddy told them they were geniuses and professors gave them all inflated As), then corporate America has got to get on the ball and figure out how to train Gen Y more effectively.

I have a lot of experience in restaurant management. The majority of my staff have been Gen Yers. When I tell you I’ve blushed at the things they’ve openly told me… I’m not exaggerating. They are all educated, bright, and extroverted people. As this article really hit home with me, I decided to share a few things I’ve learned:

1. I’ve learned you’ve got to apply the rules equally (as the article suggests), rather than bend the rules for a few. When one staffer finds out that I overlooked the 5 minute tardiness of another staffer, after I had punished the first one for tardiness the previous week, I will hear about it!

2. Also, fixing little problems is important. For example, we have a uniform. Every so often someone comes into work without proper attire. What pops into my head? Is it so hard to come to work with a proper, clean uniform? Is that really asking too much? Managers don’t always want to deal with fixing the little problems. It’s stressful. It is much easier to turn your head and say, “I didn’t see that.” This is where good and bad managers differ. If a manager cares about her job and her mission, she won’t try to please everybody. In the end turning a blind eye carries a hefty price for everyone. I agree with the complaints of the employees in the piece that a manager who turns a blind eye to low performing workers, in an attempt not to ruffle feathers, not only creates poor morale for the rest of the team, but also shows the manager’s self-centered need for people pleasing.

3. Our job as managers is NOT to be their BFF. I find myself repeating this rule to myself when an issue arises. All I ask of my staff is that they come to work focused on doing their job and providing great service. I don’t want to hear about who you are sleeping with, how you won the beer drinking award at the bar last night or that …..ahh. Let me stop here. ☺ This goes against what we read about Gen Y, as managers are advised to create relationships with their Gen Y employees [and we even have professors trying to reach out to Gen Y students through very personal Gen Y-style Facebook profiles – Anna]. The article points out that your boss might make a great neighbor or friend, but that’s not what you are looking for at work.

A perfect example: we initially had a very cheery people-person as our staff manager. The outcome was two-fold. She became everyone’s friend, got to know the staff very well, but nothing ever got done correctly. There were always ‘little issues’ or sloppiness. I couldn’t stand it, so we changed managers to someone more direct and aggressive, and we have seen a big improvement in process and employee camaraderie. Staffers may not initially like the nit picking and direct feedback, but I’ve heard more than once how they appreciate it. They know in the long run they will be that much better at what they do. They also see the fruit of their labor when their gratuities go up.

4. Gen Y very much enjoys working for a company that cares about its employees and its mission. They also like to be involved in decision making. You’d be surprised how late an employee will stay or how much harder he’ll work when he feels a part of something. I’ve involved my staff with everything from menu ideas to expansion plans, and the difference in output is astonishing.

5. As the article points out, we’ve all worked for the ‘Devil Wears Prada’ type boss. I know I’ve had my share of 90 hour work weeks with no such thing as work-life balance. Would I trade that experience for the types of managers mentioned in this article? Not a chance. As the piece points out, most employees want to hear how they are doing. They want to know what they can fix. After all, most of us look to advance at our jobs and beyond, right? The duty of our bosses is similar to that of a mentor/teacher: Pat me on the back when I’ve brought a great idea to the table (not every 5 min), but also point out what I am doing incorrectly so that I can improve.

At the end of the day, I think we can agree that Gen Y is not the only group looking for feedback. We all crave it.

I've decided that I need to be posting more of the discussions I have (largely by email) over the course of the day. I yak all day long about things that might be of interest to readers of the Ivey Files, and I need to get over the fact that reproducing things I've written in an email will by necessity offer up writing that is less than polished (although Lord knows that's true for blog postings as well).

So, just today, I was chatting with some people who were commenting on the habit of finance employers to ask job applicants for their SAT scores (as well as LSAT or GMAT scores, as the case may be). On the one hand, we laughed our butts off -- we're in our mid-thirties and can't imagine that a test we took back in, oh, 1989 (!!) could possibly say anything meaningful about us. Can SAT scores say anything meaningful about someone who just graduated from college? Maybe yes, maybe no. Some argued that SAT scores do say something about raw horsepower under the hood, while others argued that good SAT scores just prove you're good at taking the SATs. Either way, to people who aren't routinely dealing with recruiting practices in the the finance world, it seems weird to ask for the scores.

However, if employers are asking for the scores, then employers obviously see some value in that information, and I'm very curious where that value comes from.

From one of my emails:This is, I suspect, also a reflection of the fact that college grades, and college transcripts  as a whole, don't really mean squat [to the interviewer].Unless you have very inside-baseball *and* recent knowledge of a school's grading practices, as well as knowledge of the grading practices and substantive difficulty of individual courses and professors, transcripts really mean nothing. When I look at a transcript, I have no idea whether PHYS 325 is string theory or "Physics for Poets" (as the gut physics class was called at Columbia in my day). And when I was still on the job market, I was bummed that my law school transcript didn't say who taught my Financial Accounting class at the business school -- it was Roman Weil, and that actually means something to some people, but I never got the benefit of that on my transcript.

The uselessness of transcripts also leads to over-reliance on the name brand of the school to signal something about the applicant.We went on to discuss grade inflation more generally, and I recalled a Boston Globe article from the early 2000's about the fact that 91% of Harvard undergraduates had graduated with honors that year. (The rest of the ivies are pretty inflationary too, so I'm not just picking on Harvard, although it has seemed to be the worst offender.)

So I throw that out there, because transcripts are so unhelpful not just in the job hiring process, but also in the graduate school admissions process.  When applicants complain about the seeming over-reliance on standardized test scores, understand that most transcript are in fact very, very hard to interpret in any meaningful way.

"A British researcher reports that the male ego is often larger than his actual IQ. But you might be surprised by what women think of men's intellect."

Curious? Me too!

Read the Newsweek article here. It's interesting to think about how this plays out in the classroom and in the workplace.

It's been a great day, hearing from so many of my blog readers! Here's another one that just came in:

Ms. Ivey,

I'm sure you've probably been emailed this recent article from the New York Times  ["Who's Cuddly? Law Firms"] multiple times today, but I felt compelled to share.

I read it, breathed a sigh of relief, and thought you could post your thoughts on the situation to your blog. It seems everything I'm hearing lately about law school is grossly negative, and this makes me feel better about having to choose between enjoying my life or my career.

I also wanted to take a minute to share my appreciation for your Guide to Law School Admissions. I find myself reflecting often on its messages, and though I find the admissions process daunting, at least I now have expert and candid advice to approach it. Thank you so much, and if you're still available, I'll be sending you my stats and information for my applications next fall.

Thanks again and keep up the good work!

First of all, I'm so utterly charmed when people call me "Ms. Ivey," but seriously, you can call me "Anna."

Second, I have the nicest readers, ever. Thank you.

And finally, to answer your actual question: I remain pretty skeptical. (Another blogger recently decided I'm a pessimist, but I prefer to think of myself as a realist.)

I think these are wonderful experiments, largely driven by PR, but the fundamentals of the law firm business model have not changed, and until they do, I think all these wonderful law firm life-balance initiatives look great on paper but are probably a bunch of hooey.

It's a really nice idea that some firms are letting people bill fewer hours and still be on the partnership track, but until those people actually start making partner... well, I'll believe it when I see it. (Not that partners have such a great life either. They work tremendously hard, and as one law firm partner friend of mine put it, "It's like winning a pie eating contest, where the prize is... more pie.")

See here ("Law Firm Brain Drain") for a longer discussion I posted about the law firm business model and why it's likely to outlive you, me, cockroaches, and Twinkies. (I know, I know. Twinkies don't last forever. It's just a turn of phrase.)

I realize all this might seem weird coming from someone who, among other things, helps people get into law school, but my mission is to help people make informed decisions, and the reality of law firm life is something they need to grasp. And the day I become some ambulance chaser pushing people into law school, that's the day I hang up my shingle and go do something else. (In case you were wondering why I keep writing these pessimistic/realistic articles...)

And if I'm wrong, and law firms are indeed becoming "cuddly," I'll be the first to celebrate and do a happy dance!

An eagle-eyed Ivey Files reader just sent me the following:

Hope all is well! I ran across this [USA Today] article on helicopter parents and thought it was right up your alley. In case you didn't see it, here is the link.

It amused/disturbed me to discover that there is a national advocacy/interest group for parents of college students. Is that really necessary?!

Wow.

There's lots of good stuff packed into that article, not least the following about a study conducted by UCLA about the role of parents on campus:

[R]esearchers found significant differences among students of different racial backgrounds. More than 43% of Latinos, for example, said their parents were involved too little in choosing college courses, compared with 37% of Asian students, 33% of black students, 29% of American Indian students and 19% of white students.

I've written elsewhere about how employers who complain about coddled college students and their intrusive helicopter parents need to cast their net more widely. I've been especially impressed by the self-sufficiency of people coming back to school from the military, as well as the children of immigrants, and children who have been working in a family business since they could walk. Those are just some examples. Their resumes might look a bit more unusual, but I don't think it's asking too much of employers to look a little harder. There are plenty of great "kids" out there whose parents haven't been hovering all the time.

Which reminds me... I've been meaning to share this article in the Washington Post by a Georgetown college student who recently returned from a tour of duty in Iraq. Fascinating, and humbling.

It's been a busy weekend, wrapping up Round 2 business school applications and responding to people whose December LSAT scores came out yesterday. (Admissions officers love to mess with our holidays, don't they?) On the LSAT front in particular, there's been some ecstatic news for some, and some not-so-happy news for others. And for the not-so-happy folks, let me remind you not to wrap your whole identities around this test. It's a big world out there, and you don't have to let one test determine your place in it. (More on that here and here.)

In the universe of workplace issues, I gave an interview recently for a human resources magazine about Generation Y in the workplace. If you want to see what's on their minds over in HR, take a look here (SMB Human Resources). The same issue, at the same link, also has an interesting article about Facebook and MySpace in the workplace, and why some employers are saying, "no thanks."

And while I'll likely be posting again before Christmas, in case I don't, I'll close with one of my favorite pastimes, making fun of the worst of academia. From The Independent (London), "The Snowman: A Tale of Modern Masculinity":

Dr Tricia Cusack, an art historian, has, for the periodical New Formations, discerned inappropriateness in the very nature of Christmas: "Some members of cultural minorities in Britain find the central power relationship of Christmas threatening, not to speak of its whiteness - a white Christ, a white snowman."

It is the snowman that bothers Dr Cusack most - not just his threatening whiteness, but also his masculinity, his "phallic carrot-nose", his location in a semi-public space or garden "to substantiate an ideology upholding a gendered spatial/social system, marking women's proper sphere as the domestic/private, and men's as the commercial/public." The snowman "animates the garden or field with an anthropomorphic presence, a household god keeping nature in order."

Surely it was no accident that "in view of the western narrative of actual masculine domination of nature/female, ... out of virgin snow a male icon is built."

Merry Christmas, everyone!

I wouldn’t have guessed that I’d finish out the year 2007 by giving a talk at an event headlined by Jack Welch, but that’s what happened last week when I was a panelist at the Massachusetts Conference for Women, talking to thousands of women who came to hear about career choices, entrepreneurship, and all kinds of other goodies.

Welch was one of the keynote speakers, and while I overheard quite a bit of grumbling from attendees about the fact that a man was giving the keynote address at a women’s conference, I personally couldn't care less if he were a man, a woman, or an alien sex. A chance to hear what's on Jack Welch's mind? Sign me up. Here are some of the highlights.

What makes a great leader?

Welch says there are 4 E’s and a P of Leadership.
(More on the four E's here, here, and here.)

Energy – Leaders are people who love to "go, go, go." They possess boundless energy and get up every day ready to attack the job at hand.

Energizers – Leaders know how to spark/motivate others to perform. They outline a vision and are able to direct other people to carry it out. Energizers know how to get people excited, and they are able to give credit when due and accept responsibly for mistakes.

Edge - Those with edge are competitive types. They know how to make the really difficult decisions, such as hiring, firing and promoting, never allowing the degree of difficulty to stand in their way.

Execute - The key to the entire model. Without measurable results, the other E's are of little use. Executers recognize that activity and productivity are not the same, and they are capable of converting energy and edge into action and results.

Passion – You’ve got to have passion in your work. If it’s not making you wake up happy every day, don’t do it.

Networking is Secondary

“Networking is nice, but the key is to OVERDELIVER and make your boss smarter. Show your boss you have what it takes.” “Delivering the goods” is huge. Go the extra mile if you want to move up. Do not look for other reasons or ways to get promoted – DELIVER.

Work-Life Balance

“Work life Balance? Who made up that term? There’s no such thing! There are work-life CHOICES.” Then he told a story of how he pretty much never saw his kids when they were growing up because he made the choice to run GE.

How to Recruit Talent – Things to Look For

1. Authenticity – Are they real?

2. Resilience – Not “if” they get back up on horse, but “how well.”

3. See Around the Corner – What’s next? Keep your superstars.

Closing tips from Jack

1. Boredom is deadly. Get pushed by your mentors and peers to the next level.

2. Never be satisfied – keep reaching and stretching.

3. See yourself where you want to be. Jack says: “I see myself as 6 foot tall, with hair.”