This is an update of Tulgan's 1995 guide to the new workforce, which he compiled when he left a Wall Street law firm to start his own consulting firm. Relying on interviews with 100 Gen X workers, he attempted to debunk stereotypes about these latest entrants into the job market. Tulgan, himself a member of Generation X, found that these employees are not "slackers" but, rather, are flexible, technologically savvy, and self-confident. He disputes misconceptions that they have short attention spans, are disloyal, and are unwilling to defer gratification. He then recommends management strategies that will optimize their skills and traits. Over the last five years, Tulgan has interviewed thousands more Xers, and he has fine-tuned his original observations. In 1995, he had Xers growing up watching images of themselves on The Brady Bunch
and Mork and Mindy
. Now he identifies Ally McBeal
as their cultural influence. But the biggest change, as Tulgan notes, is that many in this age group are now in positions of management themselves or that they may even run companies of their own. David RouseCopyright © American Library Association. All rights reserved
From the Author
A guide to managing rising young stars. Managing Generation X
, my first book, is a guide to managing rising young stars in the workplace. In candid interviews, Generation Xers discuss their work experiences and identify effective and ineffective management styles. One of my goals in writing the book was to move beyond the pop-psychology surrounding Generation X and examine the deeper issues unique to Xers in the workplace. Thank you for your interest.--Bruce Tulgan , October 21, 1999.