Devon Scheef of The Learning Café co-authored the article on "Knowledge Transfer as Wisdom Sharing." The article focuses on the critical human element in knowledge transfer efforts. Check out the 10 tactics for wisdom sharing and see if any will work in your organization. Click on Knowledge Transfer as Wisdom Sharing to read the article in the March 2011 digital edition of Talent Management magazine.

Recognizing and working with generational preferences has become a reality these days, and nowhere is it more obvious than at meetings. This article in Executive Travel outlines seven tips for intergenerational meetings from The Learning Café. Click here to read the article.

Think you’ve read and heard it all about the four-generation workforce? Check out Engaging a Changing Workforce, Study of Four Generations by downloading the PDF below. Based on 2,000 employee and manager responses from corporations, government and not-for-profit organizations, the study sets the baseline for current, authoritative research about engagement and disengagement factors related to four generations of U.S. workers. PDF: Download

Find out how today’s youngest leaders view their role within their organizations, their management methods, and their values. The Learning Café surveyed Millennials age 24 to 34 who hold positions ranging from senior manager to director, asking them to predict how their generation will differ from older leaders. In the report "The Future of Leadership: Millennial Views of Leading," you can read their verbatim responses. Click on the cover image or the word Download below for a free copy of the report to get a glimpse into the future of your own workplace, as well as that of corporate America. PDF: Download

Article published in the ASTD InterChange (p 8-10), November 2011, by Devon Scheef and Diane Thielfoldt, The Learning Café   How modern is your mentoring? Like every other business practice you employ, mentoring should continually evolve and grow to match your organization’s shifting workforce, needs and environment. And that includes improving how different generations of participants in your mentoring program work together. Click on the article image above or the word Download below to take a look at cross-generational mentoring partnerships and see how well they’re working. PDF: Download

In the Electrical Distributors magazine an article about recruiting and retaining young talent features a sidebar with a reference to Diane’s expertise in managing Millennials. In the Managing Millennials sidebar Diane explains that the average…

Interview on current.com - The Young Turks. Click here to listen to Devon’s interview on current.com. On The Young Turks webcast she discusses what distinguishes the Millennials from older generations in the workplace and what they want from their work. Current.com/theyoungturks hosts a live chat every night during the show and Devon appeared via Skype. The first question was "What makes Millenials different than older generations?" This podcast starts with Devon’s response…

Did you know you can mentor yourself? Our latest Quick Reference Guide "Mentor Yourself," provides concise tips and a wealth of targeted, results-oriented guidance in just two pages. PDF: Download

How wide is the generation gap in your workplace? How wide do you think it will be in a couple of years, when Millennials will comprise half of the world’s employees? That’s right—50% of the workforce in 2014 will be those born after 1980. Meanwhile, older employees continue to work after traditional retirement age—which means the four-generation workplace will continue for the foreseeable future. You really should be preparing now for some big generational shifts. Diane’s recent guest column in Forward magazine, "Four Generations, One Workplace," outlines some general advice on updating management style, educating employees, and instituting new hiring practices—all with the goal of keeping your organization vital and relevant. FOUR GENERATIONS, ONE WORKPLACE

Most professional associations are struggling with how to widen their reach and appeal to their youngest members and prospects. Smart leaders in membership and marketing understand the importance of engaging their industry’s "new blood" to keep their organizations vital and moving forward. But members of the Millennial generation don’t typically respond to traditional communications or invitations to association meetings and conferences. At The Learning Café, we see this failure to connect quite often, across a wide range of industries. So in order to help organizations like yours, we’ve put together a new Action Checklist. In "Engaging Millennials in Professional Associations and Conferences," we offer 10 actions you can take that will help you bridge this common generation gap. We hope you’ll download this PDF and then let us know what you think.

A good reputation is priceless. Being known as a team player, an effective leader or a methodical thinker can carry more weight than a stellar annual review - because your reputation, or personal brand, is so far-reaching and so long-lived. In our experience, few professionals focus directly on improving their reputation—but doing so is an extremely effective way to move ahead in your career, your personal growth and even your job satisfaction. For some easy tips on how to get started, take a look at our new action plan, "Reputation Rehab."  You’ll find steps for building a good reputation, repairing a rep that needs some rehab, and leveraging your reputation and becoming more visible.    

Did you know that the Millennial generation (born 1977 - 1998) is assuming leadership roles faster than any other generation ever? And this is indicative of how fast those young leaders will change our workplace habits and cultures… Find out what the future holds—including the future of your workplace — in our new feature article "The Future of Leadership: A Look at Today’s Managers and How They Lead." Originally published in July in the Electrical Distributor trade journal, the article is now available here.   We interviewed 50 managers age 35 and younger for this article, and asked about their views on leadership and organizational life. We found some clear patterns in their answers, which spell good things to come for your workplace.

There are 75 million members of the youngest generation in today’s workforce, and they are assuming leadership roles earlier than any U.S. generation to date. Here, we examine the leadership styles and behaviors of Millennials (those born 1977- 1998). Their leadership characteristics, outlined here, will influence the culture, processes, and values of business in the near future. From November 2011 through May 2012, NAED’s Eastern Region Council in collaboration with the consulting firm The Learning Café (thelearningcafe.net) interviewed 50 Millennial leaders and emerging leaders in the electrical distribution industry about their views on leadership and organizational life for research and reporting. The oldest person included in the research was 35 years old and the youngest was 22. This report is based on information from those interviews. Click here to download The Future of Leadership. An NAED member recently sent this message when requesting a copy: "I recently read the tED magazine article about Millenials - a fascinating read and one that I will share with colleagues of all ages! I commend your leadership over this important research! My team is comprised of Gen X (me) and Millenials (my direct reports). Our senior leadership team is comprised of Baby Boomers. I would say your findings reflect our reality to the letter."

By 2014, 50% of all employees in the world will be those born after 1980. This means that the Millennial generation (those born from 1977 to 1998) is the future of the electrical industry and taking steps today to build a foundation from this pool of talent is critical. But how? Click image to download this article.

A blog is a place to share your own story and listen to others. Here we will share TLC’s story along with tips, strategies, news and more… We invite you to join in our conversation. Stay Tuned.  

An introduction to cross-generational differences and how they can make or break your sales success. BY DIANE THIELFOLDT Click on the image below to download the PDF file.

An overview of each of the very different generations in today’s workforce. BY DIANE THIELFOLDT Click on the image below to download the PDF file.

A look at how each generation uniquely operates as purchasers. BY DIANE THIELFOLDT Click on the image below to download the PDF file.

MAGNETIZE YOUR MESSAGE! Not sure if your company is appealing to Millennials? It may be, if it’s fast paced, exciting, and a different experience every day. In this article Diane Thielfoldt explores what draws young workers to a company. Join us in the conversation about which companies pay off in job satisfaction and career opportunities for today’s youngest workers by letting us know about your experience at TLC@TheLearningCafe.net. Click image to download this article. JavaScript needs to be enabled for polling to work. Online Surveys by Constant Contact.

Chances are when you read the "phrase" 4G your mind immediately conjured cellphone commercials, perhaps a young man dreaming about taping a cheetah to his grandma’s back to increase her speed or the sad cry of a werewolf who wants to be a human again, yet the 4Gs to which the title alludes has nothing to do with cellphone connection speed. Silents, Boomers, Xers, and Millennials are the topic of conversation here: the four generations prevalent in today’s workplace.   A Glance at the 4Gs Recognizing there are multiple generations in the workplace is by no means a revolutionary concept, the idea has been around for over 50 years, yet the challenge to bridge generation gaps still remains. Before we attempt to jump the hurdles associated with bridging a generation gap, lets take a brief (and I mean brief) glance at the four generations. Silent (Born 1933-1945): Work hard and speak softly. Baby Boomers (Born 1946-1964): Live to work. Gen X (Born 1965-1976): Work to live. Millennials (Born 1977-1998): Work is merely a piece of the puzzle used to change the world. These, of course, are broad generalizations, but should help you get a sense of the difference in how each generation approaches the workplace. I could write for days (and many have) about only those things that make each generation unique, but let’s not get bogged down in the details just yet. The important message is still to come.   How to Engage the 4Gs with 3Cs The challenge of bridging the generation gaps among these four very distinct generations begins with engagement. How can you possibly create a workplace that appeals to both the young and the more seasoned, the Boomer and the Xer? As a Millennial manager this challenge seems even larger - how can I get a team of more experienced professionals to respect my role and find satisfaction in their positions? Yet the solution lies in 3Cs.   CULTIVATE THE "RIGHT" CLIMATE Create a climate that energizes and empowers. It is up to you to break free from being a thermometer (simply reading the climate around you) and become a thermostat (that which impacts and sets the climate), as the workplace climate is a reflection of management tone and priorities. A Few Easy Tips: Respect work style differences. Be visible, walk around, say hi, greet peers. Keep commitments & appointments. Celebrate successes.   CUSTOMIZE COMMUNICATION The message matters. But so does the method. It is important to know your audience and the best way they are going to receive the message. Do you know your employees’ preferences for communication? Perhaps a text message or a face-to-face encounter? Do you communicate frequently enough? Or too much? Are your methods of communication current and up to date? Taking the time to understand the individual’s communication style can ensure that the message is properly received, sets your employee up for success, and demonstrates your commitment to them as an individual. A Few Easy Tips: Request frequent feedback. Ask: What’s going well? What’s not going well? What can I do to support you? Express your appreciation. Tell people they count! At least once a month tell people why and how their work is significant. Make sure employees see the link between their work and the organization’s mission, goals, and values. Use positive messages instead of "or else" statements to inspire. Connect with people in person.   ENTERTAIN CANDID CAREER CONVERSATIONS Everyone desires to feel valued. They want to feel engaged, empowered, and needed at work. Coaching is how you meet that need. A successful manager will take the time to have candid conversations with employees about their career opportunities. They will support their career, build a relationship, ask how they’d like to be coached/mentored and take the time to follow through. They commit to valuable contributions, meaningful work and mutual success. A Few Easy Tips: Have career conversations. Develop a list of potential projects, challenging assignments and tasks that could enhance their career. Develop a training plan for your team that comprehends what skills your team members need now to make sure they are skilled in the future. Arrange for a senior leader to meet with employees. Ask them to talk about their own lessons learned and how they have managed their careers. Discuss reputations (see What’s in a Name? for more details on personal branding).   The Bottom Line As a Millennial I have a unique opportunity. We (Millennials) will not be the new kid on the block forever, truthfully we are almost yesterday’s news, but it is an optimal season to learn how to master cross-generational engagement and glean something from those around me. For those who are more seasoned veterans of the workforce these tips still ring true. No matter what generation you were born into, everyone wants to be engaged at work. Now is your chance to help them and maybe even yourself, find the fulfillment they (or you) have been looking for.  

A long-term approach to introducing an organization to Millennials will go far in helping recruitment efforts pay off. Today’s young job candidates are making career choices earlier; therefore, to recruit the best and brightest, it’s best to start courting these candidates well before they graduate. One way to achieve this is to revamp recruitment efforts into marketing campaigns that use attractive messages and popular media. Read more about lining up the best talent and marketing to college students in the ELECTRICAL DISTRIBUTOR article by Diane Thielfoldt. Click image to download this article.

Picture this: It is your first day at a new job. Your anticipation mixes with apprehension and anxiety. All sorts of questions fly through your mind: "Is this where I’m supposed to be?" "Will people like me?" "Can I really make a career out of this?" Now flash forward 25 years. You have spent the last two and a half decades working for that organization, building a legacy that will live on even after your departure. You have helped your company build its brand and increase revenue; you have empowered those around you through meaningful relationships; you have been successful by all definitions of the word. Every employer dreams of having an entire organization of this type of person. Managers often ask themselves, "What made (or makes) them stay for the long term?" Employee retention is one of the leading concerns of most organizations, yet we think they are asking the wrong question. Instead of asking "what" makes people stay, perhaps the question should be "who." Over 70% of people leave their jobs because of the way they are led, not how much they are paid. It stands to reason that if we want employees to stay, we have to become better leaders. But how? The trick lies in recognizing a few essential leadership roles.   The Employee Cycle Like your washing machine, dryer, and life, employment comes in cycles. Your employees navigate key phases, performance milestones and challenges as they move from recruitment to departure. To be an effective leader, you must recognize what stage each of your employees is in and respond accordingly. In each stage of the Employee Cycle, the individual has different needs that must be met and questions they ponder: Once you accurately assess which phase each person is in within their cycle, you can step up and engage them with the tips I’ve outlined here. Be prepared - what follows is packed with a lot of powerful information that will challenge you to grow as a leader and will equip you to engage employees of the multigenerational workforce. But it is only as effective as your commitment to taking action on what you read.   THE TALENT SCOUT This is arguably the most important role a manager plays. As the Talent Scout, it is your responsibility to recruit and hire the most talented individuals who are committed to the vision of your organization. This means that it is not only up to you to accurately assess the skills of the prospect, but to clearly communicate the value of your organization to the person. If they are going to commit to the company for the duration of their career, they have to buy into the vision, mission, values, direction, etc. of your company. It’s up to you to help the best candidates fall in love with your company even before they first punch in.  To Each His Own Engaging the generations in each stage may be difficult, but here a few ideas to help you out. Understand what attracts each generation to an employer, and then customize your communication to attract them. For instance, try these promises: Millennials - "There’s a lot of challenge and a lot of structure here; you won’t be bored!" Generation X - "You can be entrepreneurial and highly skilled here." Baby Boomers - "We need your unique contribution; you’re part of something bigger here." The Silents - "Your experience is welcome; teach us what you know."   THE ORIENTEER Once your prospect joins your team as a new hire, your role shifts from one of recon to one of integration. It is up to you to help your new hire acclimate to the culture, embrace the position and connect to the social network. The best managers recognize the importance of monitoring and guiding the interconnections within the group, the socio-organizational norms that create (or diminish) the collaboration and cooperation critical to delivering a stellar product or outstanding service. Truthfully, the first 30 days determine the next 10 years for new hires. To Each His Own Try these generation-specific actions to ensure that new hires of each generation remain committed: Millennials - Provide a buddy and a social network. Fill them in on the "unwritten rules." Generation X - Describe the performance expectations and measures. Answer the questions "Where do I fit?" "What will this job do for my skills portfolio?" Baby Boomers - Describe where their experience fits. Provide introductions to senior leaders; build the new Boomer’s visibility. The Silents - Share the organization’s history and mission. Let them know why people are proud to work here.   THE PERFORMANCE COACH This critical role empowers employees in the Learner stage and guides them to the Performer stage. The Performance Coach is responsible for reinforcing positive behaviors and correcting negative ones. As the performance coach, you provide career insight and on-the-job feedback to assist in development; you prepare your team members for future positions and are not afraid to have realistic career conversations; you are their advocate, cheerleader and the voice of reason on a daily basis. Development is everywhere - you just have to commit to helping your team members grow!  To Each His Own Manage members of different generations in ways that are meaningful to them: Millennials - Explain the importance of seemingly routine tasks. Expect a lot, give a lot of feedback. Generation X - Build their skills portfolio (change it up, job rotations, job swaps, management training). Candidly discuss reputation. Baby Boomers - Freshen up jobs with lateral moves. Keep their skills up to date; fight skill obsolescence. The Silents - Discuss retirement/transitions. Have them mentor others.   THE ENGAGEMENT EXPERT The Engagement Expert is tasked with fostering one-on-one connections to keep the talent you fought hard to get and grow. Performers who are inspired, motivated and challenged will continue to contribute at high levels. While the other managerial roles listed here focus on the success of the group, the Engagement Expert needs to hone in on individual needs and be very deliberate about creating a strong, trusting relationship with each person. You must let each person know he or she is valued and successfully motivate each to achieve organizational objectives. To Each His Own Try these techniques to engage members of each generation: Millennials - Personalize their work. Create a collegial work climate. Generation X - Resist micromanaging. Offer flexible work hours, flexible work. Baby Boomers - Offer work-life balance (take all that vacation!) and new challenges that match their skills. The Silents - Create significant mentoring roles. Appreciate and acknowledge.   THE LEGACY CREATOR Last but not least, the leader as Legacy Creator ensures that the know-how of employees doesn’t get lost in transition. This managerial role assists Legacy Leavers in sharing their knowledge with others in the organization. As the Legacy Creator you are responsible for creating a talent foundation that is necessary for your organization to be successful in the future. You foster resilience, continuity, knowledge sharing and teachability, and equip your team for whatever may lie ahead. To Each His Own Need ideas on how to effectively capture the knowledge of Legacy Leavers from each generation? Try these: Millennials - Reverse mentoring / adopt-a-Boomer. Ask them to document critical knowledge of highly skilled employees and use creativity (documentary film, YouTube clip, story, desk guide, etc.). Generation X - Ask them to be a subject matter expert on a specific topic/be a resource. Baby Boomers - Use their experience to lead critical initiatives, implement change. The Silents - Redesign their jobs so they have the time to teach.   The Ball Is in Your Court Just as the wheels on the bus go round and round, so does the cycle for employees and managers alike. The challenge is for you to recognize what role best suits each of your employees, and engage the multigenerational workforce accordingly. You never know—you might just be investing in the success of the next Steve Jobs.    

When assembling a plan for recruiting the most promising Millennial candidates, keep in mind that some universities may have already laid the foundation. There are several programs out there offering targeted education in industrial distribution, which are full of young people who are not only learning the skills distributors seek, but also full of enthusiasm for the field they are studying.

We are on the cusp of yet another generation entering the 4-generation workforce. Demographers have noted that, beginning in 2015, we will have 5 generations in the workforce.