Keeping Gen X Talent Engaged

Don't Dismiss Your Gen X Talent - Sylvia Ann Hewlett - Harvard Business Review

• Develop corporate chameleons. "Once I've learned my job, I like to move on," says one X'er interviewed for the CTI report. "I need something new to keep things fresh." To prevent X'ers from feeling stalled and browning out, companies are rotating promising employees through different functions on a regular schedule. A Sibson Consulting survey (PDF) shows that more than half of Fortune 500 companies say they've begun shuffling potential leaders around to give them broad experience.
• Let them learn. "I really like my company. It's a great fit," says another X'er. "But having said that, if it's the right thing, I'd jump. I won't stop learning or growing just to have a job." That's why even in the middle of a recession, smart companies are maintaining their tuition-reimbursement programs, as well as instituting mentoring and sponsorship programs that pair Boomer managers with Gen X'ers.
• Bring them out of the shadows. Mentoring and sponsorship programs serve another purpose: They match mid-level managers with senior-level executives who can provide opportunities to enrich their career experience. Placing Xers in charge of high-visibility projects is also a way to spotlight their abilities.
• Test their wings. Many X'ers would agree with one of their cohort who declares, "I have an entrepreneurial spirit that won't shut up." With many having been brought up as latchkey kids, Gen X is highly self-reliant; today, 70% of X'ers surveyed by CTI prefer to work independently, and 34% aspire to be an entrepreneur. Why not let them test their wings with a company-sponsored venture than risk having them fly the coop?
• Promote partnerships. It's easy for X'ers to demonize Boomer managers as intransigent dinosaurs and Gen Y subordinates as self-aggrandizing upstarts. Break down the barriers through intergenerational partnerships and teams. Each cohort has its own strengths and gifts; sharing them will enhance everyone's abiliti

Keeping Gen X Talent Engaged

Don't Dismiss Your Gen X Talent - Sylvia Ann Hewlett - Harvard Business Review

• Develop corporate chameleons. "Once I've learned my job, I like to move on," says one X'er interviewed for the CTI report. "I need something new to keep things fresh." To prevent X'ers from feeling stalled and browning out, companies are rotating promising employees through different functions on a regular schedule. A Sibson Consulting survey (PDF) shows that more than half of Fortune 500 companies say they've begun shuffling potential leaders around to give them broad experience.
• Let them learn. "I really like my company. It's a great fit," says another X'er. "But having said that, if it's the right thing, I'd jump. I won't stop learning or growing just to have a job." That's why even in the middle of a recession, smart companies are maintaining their tuition-reimbursement programs, as well as instituting mentoring and sponsorship programs that pair Boomer managers with Gen X'ers.
• Bring them out of the shadows. Mentoring and sponsorship programs serve another purpose: They match mid-level managers with senior-level executives who can provide opportunities to enrich their career experience. Placing Xers in charge of high-visibility projects is also a way to spotlight their abilities.
• Test their wings. Many X'ers would agree with one of their cohort who declares, "I have an entrepreneurial spirit that won't shut up." With many having been brought up as latchkey kids, Gen X is highly self-reliant; today, 70% of X'ers surveyed by CTI prefer to work independently, and 34% aspire to be an entrepreneur. Why not let them test their wings with a company-sponsored venture than risk having them fly the coop?
• Promote partnerships. It's easy for X'ers to demonize Boomer managers as intransigent dinosaurs and Gen Y subordinates as self-aggrandizing upstarts. Break down the barriers through intergenerational partnerships and teams. Each cohort has its own strengths and gifts; sharing them will enhance everyone's abiliti

How Many Direct Reports?

Booz&Co. has a nifty tool for assessing C-level Span of Control but I find it is just as useful for leader of large complex programs and projects.  Find the tool here and also a free download of the April 2012 HBR article, How Many Direct Reports?, about this---worth thinking about as you design and adjust governance structures for large programs.