It has become a regular occurrence. A manager will walk up to me at the end of a seminar and ask about his or her new young associate. "They have all the credentials," the person will say. "They're ambitious, confident, and maybe a little arrogant. It is clear they want to run the place, and I'm not ready to retire. I don't want to lose their skills and eagerness, but they've only been in the business two years. What do I do?"

Sound familiar? If there is one form of angst that many older managers are feeling right now, it's the ticking of Society's clock with regard to retirement. "I'm only 52," said one manager, and I've got thirty-somethings talking about how the organization is going to change when I've moved on!"

But it's not just retirement issues that these managers find irritating. It is also the equating of skills with experience that has them hot under the collar. Over the past 30 years, much of traditional education at the college level has embraced an emphasis on vocation and skill building. The world is filled with messages like, "If you don't study computers and management, you won't succeed." And so the so-called Generation X has taken this advice and run with it.

One of the discoveries that college graduates make upon entering the world of work is that most of what they learned is not readily applicable. One may study the management strategies of Jack Welch and Michael Eisner, but that doesn't mean they'll be able to apply any of it. Responsibility for that role has already been filled.

All of this has been compounded by the thousands of individuals who have been graduating with business degrees over the past twenty years. When one graduates with a plethora of knowledge and a briefcase full of spreadsheets, they are filled with information and theory. But, as we all know, this does not mean they have the insight to lead the enterprise.

This is not meant to castigate those who have accomplished this feat, but one wonders where all these people can go to contribute to the common good, and pay off their loans.

So how do you deal with those smart, young hotshots who are waiting on your threshold to change the nameplate on your door? Here are a few suggestions:

• Slip into their shoes. While we tend to put up resistance when some young soul asserts his or her expectations about the new economy, we may also forget that bravado is all that separates some of these hotshots from tears and despair. After all, the best defense is a good offense.
• Simply taking time to listen can diffuse this seeming arrogance and, at the same time, provide the opportunity for some meaningful dialogue. When I've asked seminar participants to explain specifically why they chose their industry and career, one in one hundred can give a clear answer. Most people default into what they do for a living. A little impromptu career counseling may be just what many of these young professionals need to break down a few barriers and see things with more perspective. Besides those managers who take this time are generally rewarded with more loyalty from the troops.
• Take account of your own wisdom. When you've been doing something for a long time, it becomes easy to take those skills and insights for granted. While corporate storytelling can get real old, real fast, sharing a bit of your wisdom can help you inspire those of a skeptical nature.
• Challenge their assumptions. We are all full of conjecture about the ways things are supposed to be. But unless someone takes time to correct erroneous assumptions, the common practice appears to be "fake it till you make it." Managers have told me story after story of new hires who attempt to "blow off" the basics in order to get to the more exciting parts of the business. But when faced with the fact that doing something once in a college lab is different that performing it day to day, they tend to be more open to coaching from a empathetic veteran.
• Be careful about making assumptions with regard to any skills. Everyone hired in our office has had to pass math and writing assessments before going to work. The same thing is true with the expertise in your organization. Ask questions. Test their knowledge. Provide analysis through case studies. The more you understand how they think, the better you will be about to anticipate their concerns and shortcomings. "Fake it 'til you make it," may be acceptable in some situations, but it is important to know which ones.
• Build a development plan. It has been my experience that career development is abysmal in most organizations. Younger generations have been taught to have a defined picture of what skills and experiences they will need to succeed. In fact, surveys show that a greater percentage of those in their twenties and thirties have a well developed plan for what they want out of a job than ever before. Ask about these plans. Find out about their assumptions. Show them how the organization can help them meet their expectations, but not over night. If you can provide a lights at the ends of progressive tunnels, that sense of accomplishment will reinforce their reasons for staying.
• Expect a percentage to leave. No matter what you do, some people will leave. The grass always looks greener to certain individuals and, in some cases, it is. Don't be surprised, however, if a few knock on your door after they discover that they had it better in your organization. While you needn't welcome these people like the prodigal son, a trained and productive former member of your team probably deserves another look. After all, they're older and wiser.
• Be careful who you hire and when. A wise retailer once told me that he doesn't pursue the stars of a graduating class. "We focus on the B and C students who appear to be the best match for our environment," he said. While that may appear to be ill-advised at first, the logic makes perfect sense. Hiring individuals who expect to do great things, rarely have the patience to wait around for something to happen. They want to jump into the fray and make a difference immediately. That is wonderful for volatile environments. But most businesses don't operate that way.
• If you are looking to hire someone who will assume your responsibilities in the next three years, then pursue the stars today. But if you are simply attempting to round out your organization with people who will produce the results you desire, be more circumspect about the skills and desires of those you select. After all, there's only so much room at the top. Don't hire aspirants for a position that doesn't exist.
• With time comes wisdom. As the younger generations mature into the workplace, it is your responsibility to help them develop the perspective they will need to lead their successors. Don't worry. No one is changing the nameplate on your door just yet.

Published: August 21, 2002

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Robert Wendover is the Managing Director of the Center for Generational Studies which conducts research, produces seminars and publishes resources on how the generations relate to one another in American society. For more information about generational trends, please visit Robert's Web site at www.gentrends.com. You can contact him at 1-800-227-5510 or wendover@gentrends.com.