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Not Everyone Gets A Trophy: How to Manage Generation Y Hardcover – March 9, 2009

4.7 out of 5 stars 50 customer reviews

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From the Inside Flap

Based on more than a decade of research, Not Everyone Gets a Trophy reframes Generation Y (those born between 1978 and 1990) at a time when many employers are struggling to engage, develop, and retain them. Bruce Tulgan declares that Generation Y is the most high-maintenance workforce in history, but he argues that they also have the potential to be the most high-performing workforce in history.

As he does in his seminars, Bruce presents poignant quotes from Gen Yers and those who manage them, putting the two perspectives in conversation throughout the book. Not Everyone Gets a Trophy does what no other study of Generation Y has done:

  • Debunks the fourteen most common myths about Generation Y in the workplace.

  • Shows managers how to tune-in to Gen Yers' "short-term and transactional" mindset.

  • Argues that the key to success is not trying to make the workplace "fun." Rather, the key is strong, highly engaged leadership. He devotes an entire chapter to what he calls "in loco parentis management."

  • Provides proven, step-by-step best practices for getting Gen Yers onboard and up-to-speed—giving them the context they lack, teaching them how to manage themselves and how to be managed, and turning the very best into new leaders. Not Everyone Gets a Trophy is the essential guide for winning the talent wars and managing Generation Y.

From the Back Cover

Praise for Not Everyone Gets a Trophy

"Thanks to Bruce, a management revolution has taken place at Joe's Crab Shack. His step-by-step approach and expert insight into generation X and Y have empowered our leaders to become great managers."—Ray Blanchette, president and CEO, Joe's Crab Shack

"If anyone deserves a trophy it's Bruce Tulgan for helping us crack the code on understanding this new generation in the workforce. ?I hope he's made some room on his mantel!"—Marianne Brush, executive vice president, Massachusetts Society of CPAs"Bruce Tulgan is a leader on this subject, and he has written a superb book that is colorful, warm, research-based, and above all, useful. His clear tips provide anyone in a supervisory position with the data they need to engage, develop, and retain Generation Y employees."—Beverly Kaye, coauthor of the best-selling Love 'Em or Lose 'Em: Getting Good People to Stay"Bruce's research on Generation Y has had a powerful impact on our leadership team. If you want a real strategic advantage in recruiting, managing, and retaining Generation Y, read this book."Greg Lucier, chairman and CEO, Invitrogen Corporation"Professionals across all industries will find Bruce's analysis of Generation Y in the workplace spot-on. He dispels the myths and provides a fresh interpretation that makes sense to those of us who have already tried the more traditional approaches to engage, train, and retain these folks. This book is a must-have tool!"—Samantha Snyder, director, Kaufman Rossin University, Kaufman, Rossin & Co."Bruce has taught many of us the importance of communicating with our workforce in a manner where workers know what is expected of them and managers provide regular feedback on how well those expectations are being met. This book helps us accomplish this more effectively with Generation Y."—Thomas A. Cappello, medical center director, North Florida/South Georgia VA Health System


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Product Details

  • Hardcover: 192 pages
  • Publisher: Jossey-Bass; 1 edition (March 9, 2009)
  • Language: English
  • ISBN-10: 0470256265
  • ISBN-13: 978-0470256268
  • Product Dimensions: 6.4 x 0.8 x 9.3 inches
  • Shipping Weight: 11.2 ounces
  • Average Customer Review: 4.7 out of 5 stars  See all reviews (50 customer reviews)
  • Amazon Best Sellers Rank: #551,095 in Books (See Top 100 in Books)

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Customer Reviews

Top Customer Reviews

By Jesse Kornbluth on March 9, 2009
Format: Hardcover
Bruce Tulgan published his first book about young people in the workplace when he was 27 and arguing on behalf of his own generation. After fifteen years of working with business leaders in companies ranging from Aetna to Wal-Mart, he felt this was the right time to present business leaders, managers, and other grown-ups with a reality check about "Generation Y" employees (those born 1978 and later). And so, at 42, he has assessed the new generation of young workers.

I have rarely resisted a book more. Not because of the book, which is lively and wise and provocative, but because of the attitudes that Tulgan attributes to this generation. I loathed these kids, even though I felt like some descendant of Spiro Agnew ranting against hippies. Bruce knew all about that position --- and why I had it. So when we got together to discuss his book, he not only had a smart answer for every question, he had a trenchant analysis of his interrogator. And, perhaps, you as well.

Jesse Kornbluth: Reading this book now, with unemployment rising and rising, I kept thinking: Bruce wrote this book in a different world. The book is an artifact of a time forever past. For example, you write, "You're not the only one selecting. The employee is selecting you too." That's so 2007 to me.

Bruce Tulgan: Sorry, but it's still true. Ask anyone in health care --- the demand for skilled talent still outpaces supply in certain industries. There will be many casualties ahead, many young kids can't get hired, but competition for the best people will always be fierce. Remember, the title of my book is 'Not Everyone Gets a Trophy' --- not" `cater to the young upstarts.' My message is about giving a wake-up call to the young upstarts.
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Format: Hardcover Verified Purchase
Two main themes in the book revolve around casualness with authority and personal agendas of the GenY'ers. Here's my cut: GenY kids are only what their parents (and their parent's generation) allowed them to become. Their casualness is a DIRECT result of their upbringing; parents who want to be "best buddies" and bosses who "friend" them on Facebook. What in the heck do you think is going to happen? Of course they're going to be more comfortable with saying "hey dude" instead of "excuse me, sir/ma'am" and expect direct access to the upper leadership. With regards to the personal agendas, here's the unintended consequence of previous generation's destruction of loyalty. The GenY's saw first hand growing up that the new corporate paradigm is short-term gain, and loyalty is gone if it makes the balance sheet look better. I'd be worried about my own personal agenda too. We did this to them and now we complain that they're different. Sheesh, get a grip!

After reading this book my belief is that many of the techniques the author recommends should have been done with every previous generation but wasn't. The GenY's just had the spine to ask "why?", where previous generations suffered in misery. They sound pretty smart to me. The author frequently pulls from the extremes for examples. I have about 100 people working for me, they include high school grad's to those with multiple advanced degrees, and a 20-55 age range. I don't see the extreme stuff the author references from my younger folks, in fact most are quality workers without the drama. Perhaps GenY demands a more hands-on management technique, but I see it as a positive. The author recommends that leaders set the expectations, provide direction, and then provide continual feed-back to make sure the GenY'ers are on target.
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Format: Hardcover Verified Purchase
I don't write a lot of reviews, but feel compelled in this case. If you supervise anyone younger than 30 years old, you want to read this book. I've shared it with several supervisors that work for me (I'm an Air Force civil engineer squadron commander with about 270 total people in my organization), and everyone has learned from it. The biggest takeaway for me was to provide clear expectations and frequent feedback. If you don't, you'll probably be disappointed in your young workers' performance. It's not that they don't want to do well, it's that in many cases they haven't been taught the skills needed to be self-motivated. If you can show them how, this generation will amaze you with your creativity and ability to get things done. If you're having performance issues with Gen Y, the problem might not be them, but you. Read the book and find out why and how to better communicate.
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Format: Hardcover
Ever since the publication of the informative "Managing Generation X", Bruce's followup books, "Work This Way", and more recently "It's Okay to be the Boss", as well as the many manuals he has authored have continued to be valuable contributions to management. Now, he has scored again with the most necessary and long awaited guide to Generation Y, "Not Everyone Gets a Trophy: How to Manage Generation Y". In it, Bruce clearly defines who these folks are, how they differ from their predecessors and helps us in understanding their needs and how they can become valuable contributors to today's work force. Bravo!!
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Format: Hardcover
Bruce Tulgan fills the pages with yet another brilliant breakdown of the youngest workers. These new participants in the American economy, Generation Y, are given the same thoughtful analysis that Tulgan provided for Generation X a few years ago. Tulgan knows of what he speaks, and his delightful style keeps the reader enthused and knowledgebable. A wise choice for all managers.
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