In this book written with Jim Eber, Dan Negroni introduces B.R.I.D.G.E., “an overlapping and integrated six-step plan that unleashes the power of your inside-out work. It compels you to understand your own relevance to address disconnects and become completely relevant as a guide, mentor, and leader with and to millennials.” That is, those who comprise what is also referred to as the “Gen Y,” born (roughly) between the late-1970s and the mid-1990s. Today, their ages range from about 20 to 40.
In fact, most of the material Negroni provides can also be of substantial value to the nourishment of those in other generations. The results of all of the major studies of customer values and aspirations clearly indicate that this is what has cross-generational importance: feeling appreciated, trusting and respecting supervisors and associates, believing in the value of the work they do, and the given employer is wholeheartedly committed to their personal growth and professional development. What is most relevant to millennials is also most relevant to everyone else.
However, when preparing millennials to become “the employees their managers expect and need to succeed,” Negroni suggests these questions be asked and answered:
“How can [begin italics] leaders and managers [end italics] of millennials reshape what they’re doing, understand millennials better, and bridge the gap between generations in the workplace? How can we find relevance by creating next-generation leaders who provide everyone more value and create more success for the world?”
Yes, there can be – and often are – generational gaps in a workplace. They are perhaps most obvious when people who are 55+ are supervised by people in their late-20s or early 30s. Values and tastes differ, of course, but that’s hardly news. Almost 2,500 years ago in ancient Athens, Pericles complained about “insubordinate” and “wasteful” youth who do not respect their elders, wear strange clothes, neglect their studies, refuse to go to religious services, etc.
I agree with Negroni that the gap in workplace expectations can be eradicated everyone involved finds relevance “by bridging the skills gap to create next generation leaders.” More specifically by
o “creating powerful, authentic relationships in the given workplace”
o “promoting behavior that creates a culture of openness, delivering value and shared purpose”
o “teaching real-deal skills and increasing individual accountability to drive company results”
These are among the dozens of passages of greatest interest and value to me, also listed to suggest the scope of Negroni’s coverage:
o The importance of self-knowledge (Pages 32-33, 43-46 and 47-56)
o Assessing Skills (47-50)
o Stories and storytelling (61-63, 66-69, 7072, 153-154, and 154-160)
o Characteristics of Millennials (62-64)
o Choose Your Mindset (132-136)
o Stereotypes (63-65, 83-85, 100-103, and 167-168)
o B.R.I.D.G.E. defined (81-82)
o B: Bust Myths (83-84)
o Breakthrough generational stereotypes (85-89)
o R: Real Deal (105-106)
o I: I Own It (127-143)
o D: Deliver Value (145-164)
o Disengagement (147-48)
o Adam Grant (148-151)
o Make It About Others (159-163)
o G: Goals (165-181)
o Lead with Transparency and Purpose (173-176)
o E: Empower Success (183-202)
o Individuality (187-190)
Why does Negroni focus so much attention on next-generation leaders in the workplace, especially millennials? He explains:
“Millennials represent 2.4 billion of the world’s population, 83 million strong in the U.S. alone. They will be 75 percent of the workforce in the next ten years, and they control almost $700 billion in spending today. They do not want the power; they [begin italics] are [end italics] the power. They decide what businesses will live or die – think Blockbuster/Netflix, taxis/Uber, hotels/Airbnb. They are our customers, our employees, our future!”
It is no coincidence that companies annually ranked among those that are most highly admired and best to work for are also ranked among those that are most profitable and have the greatest cap value in their industry category. With rare exception, these companies have created and then nourished a workplace culture within which personal growth and professional development thrive.
What’s their secret sauce? The cross-generation leadership development that Dan Negroni with Jim Eber explain so brillliantly, so compellingly in this book. Bravo!
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Helpful tools to change your own mindset and encourage you to be the change to help others reach their full potential
Chasing Relevance: 6 Steps to Understand, Engage And Maximize Next-Generation Leaders in the Workplace - I just finished reading this - and Dan Negroni does an excellent job. I thought this read was going to be about changing millennials. But as I read, it truly is about changing me, my viewpoint and thought process and gives me ownership to evaluate and engage. The point Dan makes about teaching hits home. I will be the first to paint with a very broad stroke the attitudes, work ethics and general entitled feeling of the "next generation". And as a coach and evaluator, this book serves as a touchstone to what I can do better to make the change I need to see. I think I had the mindset of "Them" and Chasing Relevance helped guide me to thinking about "me". Now, I know that sounds selfish, but it really isn't in this case. I try hard not to make it about "me" - but perhaps that is a big part of what I see as a problem. Maybe, just maybe, (and believe me, I'll put this to the test), if I think in the terms of "me", how I got where I am, what worked and didn't work, evaluate my passions and desires to move forward certain things, think about structure and process that has taken me a long time to assimilate and start sharing with those that I view as needing improvement or in some cases lost causes, I'll see the change that I know is there. Mr. Negroni gives me the green light and the tools to do just that. This book has so many grains of wisdom. He has a personal viewpoint, his desire to help, coach, teach, move and motivate are plain to see - and absolutely refreshing. The subject matter is not new - it is just presented in a way that really did make me stop, take stock, reevaluate and formulate next steps. It has helped me frame my thoughts and the reality of my own journey; if I can make it easier for someone else, why wouldn't I? My committment and loyalty just may not serve the current working force, as that same sort of loyalty today can be impediment to cultural change and stifle the creativity that is necessary to continue the march forward. I send my thank you to the author for writing on a subject that has perplexed me and for helping me redefine my own role. I feel Dan Negroni has opened my eyes to a very valid viewpoint and one that encourages me that the right direction is there and it is up to me to impart the wisdom I have accumulated to help those moving up in the ranks. I can help guide others around pitfalls and areas that were treacherous to me. This helps me be the change I want to see and empowers me to confidently move forward as a teacher and role model.
