What’s New in Business

Generation blend: Managing across the technology age gap

by Rob Salkowitz, John Wiley & Sons, 2008.
With three-plus generations currently active in the workplace, there are many books that examine the different work styles of generations. There are also many books written about how technology affects people in the workplace. What has not been explored in depth, however, is how technology affects the interactions of generations in the workplace, until Salkowitz’s Generation Blend: Managing across the technology age gap. This book focuses on how new ways of communicating, collaborating and managing information technology affects all employees, and gives organizations a plan for how to create understanding amongst the generations.
The most prevalent generations currently in the work place are the Baby Boomers (born 1946-1962), Generation X (born 1963-1980), and the Millennials (born 1981-2000). Due to shared experiences at the same point in history, there are certain qualities possessed by each generation that affect their workplace styles as well as their attitude towards technology. Baby boomers are often thought to be skeptical of new technology, especially given media coverage of the potential dangers. Generation X is thought to be techoliterate, comfortable with technology although cautious; while Millennials are considered technosavvy, often adopting new technologies without fully considering the risks.
After examining the conflicts that may arise amongst the generations due to the digital technology age gap, and giving full descriptions of the workstyles of the 3 prevalent generations in the workplace, Salkowitz offers 5 questions that any organization should ask themselves in order to best manage the technology age gap, which should help create understanding amongst generations regarding the utilization (or lack thereof) of certain technologies by the organization. Case studies are presented both to illustrate why the technology age gap may actually be beneficial to the workplace, as well as to give examples of the different steps that each of the generations may be taking to eliminate the technology age gap.

Work From Home Handbook: Flex Your Time, Improve Your Life

by Diana Fitzpatrick and Stephen Fishman, Nolo, 2008.

12.4 million employees (roughly 8% of the American workforce) work from home at least one day a week. Diana Fitzpatrick and Stephen Fishman’s book details how you can become one of them. If you have any reason; time lost in long commutes, price of gas, family needs or getting more done working alone you can develop a plan to approach your employer to show why you should become one of them. Some people telecommute or telework one day a week from home, but many work mainly or exclusively from home today because of employer needs and geography issues. If you don’t live where the home office is, it is often cheaper to allow you to work from home than maintain a second office location.

This book details the information you will need to make your case to your current employer, find a new opportunity to telework for someone else or become a freelancer who works out of your home. The pros and cons of working this way are addressed to help you see if this is an opportunity for you. It covers equipment needs, tax issues and employment and work related expenses. If you have ever considered becoming one of the millions who work from home, this book can help you decide if it is right for you.

Much of the information was originally researched as articles for USA Today and this is a composite of stories and facts relating to the hugh teleworking community. It is becoming more and more a way of life for many people, because it addresses the issues of flexibility, better time usage and cost savings to both the employer and the employee. It has many sidebars with statistics and lists of resources in print, online and associations that can help you make telework a way of life for you.

Ask for It: How Women Can Use the Power of Negotiation to Get What They Really Want

by Linda Babcock and Sara Laschever, Bantam Dell, 2008.

Negotiation is not a topic many women excel at. Linda Babcock and Sara Laschever developed a four phase program for women to use to become experts at it. They start their book with a number of case studies about how negotiating can really impact one’s life. One of the studies quoted details a case study where two new graduates apply for and accept a position at a company. The salary offered is $25,000. She accepts it, but he negotiates for a starting salary of $30,000. If he deposited the difference in an account at only a 3% return every year he would have $784,192 when he retired at age 65. This telling example shows just how much of an impact not negotiating can have on you long term.

Examples of women who have successfully negotiated to get what they want; whether it is salaries, job titles, responsibilities or other perks are given throughout the book. Linda teaches classes in college to both men and women on negotiation and during the class she has them implement the four phase process she helped develop.

Phase one teaches participants to recognize that everything is negotiable and she has them role play negotiating for minor things that they don’t really care about to help them see that they can successfully negotiate for anything.

Phase two teaches you how to lay the groundwork and reviews the skills and concepts necessary for basic negotiation strategy. Information is power and learning all they can about all viewpoints of all participants in the negotiations is paramount. Students and other are taught how to strengthen their bargaining position.

Phase three is the get ready phase and during this segment you learn to determine your worth compared to others in your field, you learn what logrolling or tradeoffs you need to learn to get past jams and build value for yourself and others, you learn collective bargaining and how and when to make the first offer in the negotiations.

The final phase, four, is putting it all together and during this you learn how to role play so you can anticipate all of the potential responses and needed answers of those you negotiate with. You also learn how to avoid making concessions too early and how to create the right impressions with all others at the bargaining table. The last step is learning to properly close the deal. When everyone wins people are more apt to continue to negotiate with you and help you advance your goals.

If you use these four phases you will learn to develop a comprehensive plan for your future goals, become an expert at role playing and learn to anticipate potential outcomes to negotiations and have answers prepared to get what you really need and want. The final step is learning to develop incentives to help you try to negotiate for things that are important to you, but that you may not be able to negotiate for. The incentives guarantee that you will have something to show for the risks you take when you decide to try and negotiate.

The No Asshole Rule: Building a Civilized Workplace and Surviving One that Isn’t by Robert Sutton, Warner Business, (Recorded Books) 2007.

Everyone has a bad day and is an asshole at some point in their life. Robert Sutton defines the twelve behaviors that make someone an asshole. The No Asshole Rule is not aimed at working with someone who is having a bad day, but with what Robert Sutton refers to as flaming assholes. These are people who make it their business to demean, humiliate and denigrate others on a daily basis. The cost of doing business goes way up if you allow your employees to be jerks, bullies and assholes. This book details the ways that these individuals drain resources, decrease productivity and negatively impact the bottom line.

Stories told in the book are backed up by studies and give real life examples of lost business and lost credibility of a company when they employ these individuals and enable these behaviors. You can’t just say you don’t allow harassment or bullying you must actually fire people who exhibit these behaviors. One story tells of a company that kept on an employee because he brought in the most sales. However, when they did a cost analysis of this employee in having to train new people to work with him as assistants and lost business from customers that left because of him they found that the cost was not worth it. Firing him allowed others who had been intimidated by him to bring in more money than he ever had and the customer relations went way up. Some companies try to promote the asshole away from complaining co-workers, but this can just add to the headaches as when they get into a position to hire others, they hire others like themselves and the negativity is increased and it just compounds the company problems.

Sometimes, because of circumstances, we must work in a company that has people who constantly demean and humiliate us and Sutton shares some ways to deal with this on a specific basis until management fixes the situation or you choose to move on. Learn ways to identify and excise people who provide only meanness and negativity and nothing of ultimate value. You will be surprised at how quickly morale and productivity of all others improves when a person who is an asshole is fired or chooses to move on.