REVOLUTIONThe Millennial

How To Prepare Your Business For A New Generation

Contents5

It Began as an Experiment

8Bridging the Generational Divide

13Lead. Donʼt Manage.

23Motivation vs. Compensation

28Overhaul Your Culture

33Resources

38Work With Me

Youʼre given the unlimited right to print and distribute this e-book and I encourage you to share it. However, you cannot alter it in any way and you may not charge

for either the book or the content within it. The copyright in this work belongs to Travis Robertson who

is solely responsible for the content. Please send feedback or questions to travis@travisrobertson.com.

REVOLUTION

CONTACT & INQUIRIES

Emailtravis@travisrobertson.com

Websitehttp://travisrobertson.com

Phone615.212.2184

Twitter@travisro

“The next five days on this blog are going to be an experiment and I’m going to come right out and ask for your help.”

It Began as an ExperimentThe quote on the preceding page was

the sentence that launched a number

of talks, hundreds of comments and

social media shares, and ultimately led

to this e-book you now find yourself

reading.

To say I’m humbled is an

understatement.

Early on in the process, it became

apparent that my first post in the series

called The Millennial Revolution: An

Experiment struck a nerve in people.

The traffic to my blog and the

comments on that first day far

surpassed any previous day’s levels.

That’s when I knew I would create this

mini e-book to further foster and

expand the conversation. I also knew

that it wasn’t just about my voice or

my thoughts.

It’s about the Millennial community

along with those who seek to

understand and harness it. That’s why

you’ll find comments and thoughts

shared by readers of my blog

throughout this book. Most are from

Millennials who both echoed and

added such rich dialogue to the posts

that I would have been a jerk to ignore

them here.

Other comments are from generations

such as Xers and Boomers who

express viewpoints you may just find

surprising.

If you read the original blog posts,

don’t worry--I’ve changed and

expanded the content to make them

more book-friendly and keep it

interesting for you as well.

If this topic is important to you (which I

assume it is since you’re reading this), I

encourage you to visit my blog at

travisrobertson.com where the

conversation continues.

I would also encourage you to read the

Work With Me section if you’re

interested in having me speak on this

topic to your organization or group.

You’ll also learn more about

developing a Millennial strategy in your

company.

I want to express my deep gratitude to

everyone who contributed in those

early posts. This book would be

nothing without you.

“Itʼs about the Millennial community along with those who seek to understand and harness it.”

IN THEIR WORDS: NILES EMERICK (MILLENNIAL)

There is no longer a cultural need to hunker down, get safe, and grind out 30 years with one organization to

protect against depression-era fears. The greater fears now are the perils facing our world; AIDS, poverty,

environmental preservation, clean water, curing diseases, etc. Coupled with the ease of promoting causes

and rallying support, it is now not unfathomable to think that the idea of one person funded with only a few

dollars and an incredible amount of passion and devotion can have an impact on a grand scale

(www.invisiblechildren.org, www.kitointernational.org, www.charitywater.com, the list goes on). The

perceived “need” to be a company man is fading.

A collaborative, diverse, interesting and fun culture play into some aspects of the Millennial Generation, but

there is a need for so much more. In the slew of conversations I have with peers and direct reports each

week, I hear resoundingly that the “job” at hand is a stepping stone to a greater passion. That is not to say

that these individuals are disengaged from the work at hand, in fact rarely is that so. Remember, these

workers were raised with high expectations for performance in the classroom, on the ball field, and at home.

While privileged, many come with perfectionistic tendencies.

“Hi. I’m a Millennial and I’m here to help.”

Bridging the Generational DivideThis whole thing started when I was

approached by my friend Joel Widmer

who asked me to speak to a group of

Christian CEOs, executives, and small

business owners at their weekly

breakfast meeting.

He said the topic could be on “just

about anything” I wanted to discuss so

I inquired about the demographics of

the group. After hearing that it was

comprised primarily of people ages 45

and up, I went to work developing this

content.

I began by asking myself this question:

“If you had the chance to tell a room

full of executives (who are all older

than you) something about their

business, what would you want to tell

them?”

My unedited response was something

like, “I would want to tell them why the

best people of the Millennial

generation don’t really want to work for

their companies.” This working title

was swiftly axed by both my wife Lisa

and Joel--wisely so I might add.

Instead, I suggested I could speak to

the challenges that companies are

facing--and will continue to face--as

Millennials (those born somewhere

between 1977 and 1995) enter the

workplace.

Joel and Lisa signed off on the idea,

and The Millennial Revolution was

born.

This Isn’t About WhyThere has been a lot written and

discussed that has to do with the why

of the Millennial generation. Most of it

begins as a psychological analysis of

why they are the way they are then

quickly devolves into a lot of

complaining about the generation.

Critics say they’re over-confident, lack

work ethic, are too demanding, are

highly entitled, etc.

And I’ll admit that there’s certainly

some truth to all of those claims.

However, most of the people making

these remarks were themselves

“With the best of intentions, Boomers

attempted to give their Millennial

children opportunities and advantages

they felt they never had.”

considered “radicals” and “hippies” to

their parents.

Not to mention that those complaining

about the Millennials were also their

parents. With the best of intentions,

Boomers attempted to give their

Millennial children opportunities and

advantages they felt they never had.

As a result, we now a generation of

people who were raised with hovering

parents (or “helicopter” parents) who

sought to protect their children from

themselves. As a result, Millennials

were often held to high standards in

academia and sports while

simultaneously not being allowed to

learn the valuable lessons that come

with failure.

Instead, parents intervened to prevent

that happening. We stopped keeping

score. Trophies were given to everyone

because “we’re all winners.” They were

praised for effort and consistently

asked, “What would you like,

sweetie?”

However, the point of this book is not

to flesh out why they are the way they

are because we can’t undo a

generation of rearing and parenting. It

just is. We now have to determine how

to move forward in light of these

realities.

And very few things are ever all bad or

all good. For example, many view the

Millennial generation as possibly the

most innovative and creative

generation ever – which sounds quite

promising. I can also tell you that they

are the most technologically advanced

generation ever. Just like before, I

blame our parents. (See? Blame isn’t

always a bad thing!)

Fellow Gen Y author and speaker,

Jason Ryan Dorsey, puts it this way:

“Gen Y is not tech savvy, we are tech

dependent. Important difference.”

This is why Millennials are so critical to

your organization. They are more

technologically advanced and they are

less expensive than their

predecessors.

This Is About HowMy goal is to examine the how of

working with the Millennial generation.

As they continue to enter the

workplace, companies are facing an

enormous challenge: how do you

attract, hire, manage and retain

Millennials?

Many companies are finding that

Millennials quit and move to a different

“Millennials are

more

technologically

advanced and

they are less

expensive than

their

predecessors.”

company within a year of being hired

and they haven’t a clue how to fix this

problem. Companies need the

Millennial workforce if they hope to

survive and Millennials need the

wisdom and experience that comes

from the generations above them.

We must figure out how to make this

work.

The “Millennials Need to

Grow Up” MythIn preparing and delivering the content

for The Millennial Revolution I’ve had

the opportunity to speak with a

number of people at various

organizational levels and an interesting

question continues to arise that I want

to address here early on: “Why should

my company have to adapt and

change for Millennials? Won’t they

eventually mature or grow up and

realize this is how the world works?”

No they won’t.

Questions like this come from the

assumption that the “world works” in a

particular fashion and that the “best” it

will ever work is how it’s been working.

How you’ve operated has undoubtedly

worked for your organization. However,

chances are good that it was created

to operate under a different

environment and with a different

generation. To assume that how it has

worked will in any way reflect how it

will work is just not good leadership.

Second, this makes the assumption

that what Millennials need and want is

a reflection of immaturity or youth.

However, when polled, many Xers and

Boomers have expressed wanting

many of the same things we’ll discuss

in this book.

Therefore, this isn’t about maturity or

the lack thereof. This is about a

different way of doing business.

Finally, statements like this are

generally made out of frustration, fear

or both. To survive in this new

economy will require change--and

change doesn’t come without a price.

Change is difficult. Change takes time

and money (but not as much as you

might think). Change takes risk. And

who wants change when things are

comfortable?

But change is required. Assuming

something will just continue on into the

future unchanged is folly.

Change is also good. Nobody longs to

return to the era of the fax machine

and few people would be willing to

trade in their smartphone for a 1980’s

pager.

This book will serve as the first step in

that change. It will lay the groundwork

“When polled, many Xers and Boomers

have expressed wanting many of the

same things we’ll discuss in this book.”

for the revolution in your organization. I

can’t promise that it will be easy. But I

can promise that if you work on

implementing these ideas in your

company, you will start to see fresh

ideas, excitement and innovation you

couldn’t imagine being without.

So You’re Saying We

Should Cater to

Millennials?Definitely not! After all, that’s part of

what got them here in the first place.

However, their needs and expectations

shouldn’t be roundly dismissed either.

Every new generation that enters the

workforce brings with it challenges of

adaptation for it’s employers. In the

80’s and 90’s there was a struggle as

Gen X entered with different

expectations than the Boomers. In the

60’s and 70’s it was Boomers who

shocked the system.

Each time, older generations voiced

their frustrations. The difference is that

this is the first time that the older

generation (Boomers) and the younger

generation (Millennials) are roughly the

same size. In fact, it’s expected that

the 2010 census will show that

Millennials outnumber Boomers.

Now we have this clash of the two titan

generations over the operational style

of the workplace. Ultimately,

Millennials will win if for no other

reason than attrition through retirement

and death.

However, that doesn’t mean they are

always right in their expectations or

demands. Neither side is. There is

central ground for compromise and

understanding.

I intended for this e-book to be a quick

introduction of where that common

ground can be found.

I mentioned this above and I’ll delve

into this further, but I want this to be

crystal clear: Millennials need the

wisdom and the experience of the

generations above. In fact, most

Millennials understand this and are

quite open to it. They simply expect

and need it to be delivered in ways that

they can relate to it.

Born in 1977, I’m on the leading edge

of the Millennials. As a result, I’ve had

the opportunity to experience much

more than most in my generation. I

also understand the needs and

expectations of the generations above

because I’ve worked so closely with

them for over 12 years.

I believe that this position relative to

both groups provides me with a

perspective that I truly believe can help

to bridge the generational divide.

“Now we have this clash of the two titan

generations over the operational style of

the workplace.”

“Prevailing management theory evolved out of the industrial revolution when the bulk of our economy centered on the creation of products, not the delivery of services.”

Lead. Don’t Manage.Prevailing management theory evolved

out of the industrial revolution when

the bulk of our economy centered on

the creation of products, not the

delivery of services.

Creating a widget is a mechanical task

that requires little to no cognitive or

emotional reasoning. You put the bolt

in the widget then move it down the

assembly line for the next person to

perform their task.

Delivering a service, on the other hand,

is a predominantly cognitive and

emotional work. It requires that we

think creatively about problems and

solutions. We are often required to

consider the feelings of those we work

with and the customers we serve then

adjust how we’re operating in

response.

Mechanical is linear. Cognitive is

anything but linear. So why do we think

we can manage it linearly?

Management is about controlling the

variables, minimizing changes in inputs

and reducing the risk of faulty

outcomes.

Let’s say you’re in the middle of

assembling a car and one of your line

workers decides he doesn’t care for

the aesthetics of how the steering

wheel is positioned. Rather than install

it as required, he feels as if inspiration

has struck so he places it in the middle

of the car “to balance it out.”

What happens? Nothing good.

So managers were installed to ensure

things like this didn’t happen. They

“manage” the variables. They reduce

risk and prevent deviation from

standard operating procedure.

Modern Workers

Shouldn’t Be ManagedUnfortunately, most of what modern

workers (notice I didn’t say “Millennial

workers”) do each day can’t be

effectively controlled using this style of

management. Let me give you an

example: customer service

representatives.

How many people really look forward

to calling the customer service line of a

company? Not many.

“Mechanical is linear. Cognitive is

anything but linear. So why do we think

we can manage it linearly?”

The reason is because they operate

under assembly line management

theory. Most reps are measured on

four major statistics: calls answered,

calls abandoned from the queue (hang

ups while on hold), call time (shorter is

better), and customer satisfaction.

What’s the problem here? Customer

satisfaction is very rarely improved by

talking to more people for shorter time!

And did you know that many customer

service reps have to raise their hands

and get permission to go to the

bathroom? Sign me up!

What do you think would happen if the

primary statistic they were measured

on was customer satisfaction? What

would happen if they could spend a

few extra minutes on the phone with a

customer to ensure their satisfaction?

And what do you think would happen

to morale if they could go to the

bathroom without asking permission

like they were 6 years old?

Management places heavy emphasis

on methodology as a way to improve

results because assembly of a product

depends on consistent application of

methodology.

In a knowledge-based service

economy, is methodology equally as

important as results? Phrased another

way, are the best results always

determined using repeatable,

predictable and measurable methods?

The answer is a definitive “no.”

Leadership is the New

ManagementSo how do we change to

accommodate this shift? The answer is

not to focus on managing processes

but to challenge and encourage

through leadership.

If management is focused on process

and methodology, leadership is

focused on outcome and results.

Leaders improve results by leveraging

the passion, gifts and talents of a

group of people inspiring them to work

toward a common goal.

Leaders are part of the team--not

above it. They focus on demonstrating

and coaching from the front rather than

on directing and controlling from

above.

What does this all look like?

If Martin Luther King, Jr. had installed

managers, I shudder to think where

we’d be today. If Jesus had the 12

Senior VPs instead of the 12 disciples,

“In a knowledge-

based service

economy, is

methodology

equally as

important as

results?”

the Message would’ve been bogged

down in red tape and political

bureaucracy.

To lead a team of people requires a

common goal, a core message, and a

set of principles that the group

chooses to live by and believe in.

There must be a core message and a

culture that is created around it. But it’s

more than that.

Wait for it...

Then you must get out of the way and

let people figure out how to carry that

message and pursue that goal within

the guidelines you’ve created. You

must push them toward excellence by

encouraging them and showing them

that they are a part of something

greater than themselves.

Growing up, most Millennials played at

least one team sport. We had soccer

moms and little league dads. We were

shaped by those experiences to

expect coaching--not managing.

If you want to attract and retain

Millennials your leadership team has to

learn how to become great at

coaching. Have you ever noticed what

sets great coaches apart from good

coaches?

Great Coaches Manage

for ResultsGreat coaches care about winning

(results) but they know there is no set

path for achieving it (methodology).

Each game will be different. Each

game will require a different strategy.

Players can’t do the exact same thing

in each game and expect the same

result.

Great Coaches

Appreciate Uniqueness

Great coaches learn about the gifts

and strengths of each team member.

We can’t all be pitchers. We can’t all be

star outfielders. That’s okay. You need

an array of talent. Find out what we’re

gifted and talented at and let us work

in our strengths.

Great Coaches Know the

Value of One-on-One

AttentionGreat coaches give players lots of one-

on-one attention. They don’t hand

them a manual and tell them to “learn

the plays.” Instead, they tell them to

learn the plays and then they work with

them day in and day out practicing

those plays.

Most companies offer little in the way

of ongoing training. And very rarely

“If you want to attract and retain

Millennials your team has to learn how

to become great at coaching.”

does that come from a manager.

Instead, employees are shuffled to a

classroom during a lunch hour.

Great Coaches Lead from

the FieldGreat coaches rarely sit in an office.

Instead, they are down on the field

working with the players. They lead

from the field.

It’s important to be present for your

team - not hidden away in your office.

Be approachable and available for

them to come to with questions, ideas,

concerns, frustrations, etc.

Then take it a step further and solicit

those from them. Show them that

you’re not afraid of their ideas. It

doesn’t mean you have to run with

them - just that you cared enough to

listen.

IN THEIR WORDS: NILES EMERICK (MILLENNIAL)

The challenge every organization faces today is to engage each individual according to their skills (to benefit the company) AND

their passions (to benefit the individual AND the company).

This provides both a challenge and an opportunity. Those that get this balance right will have a far more loyal workforce, will

attract employee referrals, project a positive corporate image ...

The hard work consists of building relationships with EVERY employee ... not just because it’s a checklist item, but because it

creates a bond that a pension no longer makes. This relationship building takes a lot of listening, asking meaningful questions,

and pressing in to find the passion that each Millennial clings to. It takes time.

In fact, I suspect that EVERY person has these passions ... and it is up to us, the business leaders, CEOs, and Executives to

listen, encourage, inspire and lead. We lead now on two fronts--each requiring equal thought and action: 1) Our responsibility to

our organization and driving business, and 2) Our responsibility to our people locally and globally.

This is not an either or choice; it is a both/and. The relationship goes both ways. We have an incredibly challenging and

rewarding course ahead. Not only to listen, encourage, inspire, and lead, but to do all this while teaching through our own (and

others) stories how devotion, commitment, and loyalty have led to great successes through the course of our own lives.

I asked Millennials what they look for in a manager. Here are a few of their responses.

“Easy! Someone who is willing to let go and who WANTS

new ideas, who is happy when his/her employees provide

suggestions and who is not afraid to admit his/her way may

not be the best way.

I love when managers encourage their employees to

contribute and foster collaboration. This is exciting and how

the best ideas come to fruition. I think employees are

happiest when they believe they are contributing to a

company’s growth and purpose, not just mass producing

work.”

~ Amber

“I left a controlling and inflexible company for one built on trust

because they hired good people--and I took less money to be

happier, and it's worked.”~ Lucas

“I want the following from my employer:

✓ Less status quo culture where people are drones.

✓ Flexibility with my hours with the understanding that I

WILL champion my work and get it done--but not

always in between 9-6.

✓ Give me room to grow and don’t be threatened by wild

ideas.

✓ Ethical work that means something at the end of the

road instead of purely focusing the overall mission on

dollars all the time.”~ Phillip

“They need to be fair, direct, mentoring, supportive, interested

in me as an individual (rather than just what I can do for them),

willingness to be flexible with my personal life.”~ Julie

“I’ve received authorization to offer you an additional 3% if you stay.”~ A quote from a former manager when I gave him my notice

Motivation vs. CompensationI’ve quit a couple of jobs in my life.

When I did, something odd usually

happened--I was offered more money.

Only later did that strike me as

backwards. I hated working for the

company, dreaded each and every day,

felt like the life was being sucked out

of me, and they wanted me to stay.

Who would want someone like that

working for their company? People

who feel that way are a cancer. I was a

cancer to them and they were a cancer

to me.

Remove the cancer! Don’t offer it more

money to hang around!

But that’s how many companies

operate. They assume that the only

reason someone would leave their

great establishment must be that they

were offered more money. Then they

try to throw more money at them so

they’ll hang around.

Money Can’t Buy

HappinessIf I have my basic monetary needs

taken care of, do I really need more

money? Is that really what’s going to

motivate me? Is money the only way to

measure for success? Or do I believe

that if I pursue something that fulfills

me spiritually, emotionally, physically

and monetarily that I’ll ultimately be

more successful and fulfilled? Even if I

don’t have as much stuff?

When polled, Millennials consistently

respond that fiscal motivators don’t

really matter to them once their basic

needs are met. Instead, they place

three things above monetary rewards

as the most important part of their job.

While they’re not delusional in thinking

that they’ll always love every aspect of

a job, they also don’t believe that they

should slog through their lives never

finding satisfaction in their work just to

chase a paycheck with more zeros. If

they’re going to dedicate over a third

of their lives to something, Millennials

want to find fulfillment.

“When polled,

Millennials

consistently

respond that fiscal

motivators don’t

really matter to

them once their

basic needs are

met.”

How do you find fulfillment in work?

Do something you are gifted and

talented at and do it for something

you’re passionate about. If a person is

a gifted accountant and they love the

work, but abhor the company they

work for, can they be fulfilled?

Conversely, if that same person finds

themselves as a hiring manager for a

company they otherwise love, can they

be fulfilled?

In both cases, we know the answer.

So what are the three things Millennials

(and most employees) place above

monetary motivators? Let’s take a

look.

Desire to Work In Their

Strengths and PassionsCompanies that take time to match

more than just skills to a position but

strengths and passion to a position will

find employees who are more likely to

make a longer-term home at the

company. But this is difficult work. It

requires a change in the way you hire.

Most companies view “qualifications”

as more important than passion and

desire to learn. As for me, I will always

take a less qualified person who is

passionate for my company and the

position. In the long-run, they will

always outperform someone without

those traits.

The Importance of

AutonomyMost people think individualism when

they hear the word autonomy. But

that’s not what Millennials want. In

fact, it’s generally just the opposite.

They thrive in team environments. They

seek out people to team up with in

their personal lives. They are extremely

interconnected.

In his new book, Drive: The Surprising

Truth About What Motivates Us, author

Daniel Pink writes that autonomy can

best be thought of as “acting with

choice.” He then writes the following:

“[People want] autonomy over four

aspects of work: what they do, when

they do it, how they do it, and whom

they do it with.”

Very few companies give their

employees even one of those choices,

let alone all four. If you want to attract

and retain Millennials, your company

will need to find ways to give people

autonomy over their work. Let them

“People want autonomy over four

aspects of work: what they do, when

they do it, how they do it, and whom

they do it with.”

pick projects. Let them choose their

team for a project. Let them set their

schedules.

If you don’t give your employees

autonomy, someone else will. And if no

other company will, they will take the

brightest minds of their generation and

start their own competing company

and you’ll be in trouble.

Work That MattersTake the time to read the In Their

Words sections throughout this book

and you’ll see a common theme: every

single one of them wants to be part of

something bigger than themselves.

They want to feel like they’re doing

work that actually matters.

They want to make a difference.

How do you make a difference? The

answer is going to be different for each

person but all will have a common

thread – leveraging what they do for

the benefit of something greater than

themselves.

Sometimes this purpose comes from

working with an organization like

Children’s Hunger Fund or Habitat for

Humanity. Other times, it can come

from seeing how the work they do

directly impacts the product or service

your company provides and changes

the lives of those who use it.

You must show Millennials how they

are making an impact on a larger world

by working with your company. Tell

“Every single one of them wants to be

part of something bigger than

themselves. They want to feel like

they’re doing work that actually

matters.”

IN THEIR WORDS: JASON MOORE

(GENERATION X)

My experience with managing this

generation leads me to think the

point that you make that is most

important is:

“You must push them toward

excellence by encouraging them and

showing them that they are a part of

something greater than themselves.”

In general, this is no different than

previous generations, but this is the

first generation that has a realistic

option to avoid long-term

employment at companies that don’t

fit their ideals. Prior managerial

generations could use fear-based

tactics to keep employees in lock

step. There are more opportunities

available to people in just about any

geography where this is no longer

the case.

stories of the people being impacted.

Let them meet your clients. Serve in

the community with them. There are a

lot of ways to make this happen.

Why We QuitEvery single Millennial who has

commented on my blog has done

something that most companies have

never been able to understand: they

went to another company that was

offering less money. Or, in a couple of

cases, they left a well-paying job to

create their own company. This

includes myself.

Why? The answer is simple: we will

leave for less money if we get these

three things somewhere else. If you

want to keep us, learn to motivate us

by creating a company we will thrive

in. Don’t just try to compensate our

misery.

If you provide these things, many of us

will give you more of ourselves than

you could ever imagine. Your company

will thrive.

“If you want to

keep us, learn to

motivate us by

creating a

company we will

thrive in. Don’t just

try to compensate

our misery.”

IN THEIR WORDS: NANCY REECE

(BABY BOOMER)

Ok--here’s the hiring boomer’s

perspective. I would like to see

Millenials be more strategic--think

long term in terms of their gifting and

what they can contribute as opposed

to 6-12 months. What would it take to

get you to commit longer term to our

company if you’re a rising star?

You cannot manufacture culture.

Overhaul Your CultureIf you want to attract and retain

Millennials, you are going to have to

overhaul your company’s culture. Let

me just spoil the surprise: almost

everything you’re doing right now is

repelling them.

A company’s culture is one of the most

important factors in a Millennial’s

decision to join--or stay at--a

company. If they don’t like your

culture, they will leave. If you have

trouble retaining Millennials, you likely

need to start here.

Haven’t We Been

Discussing Culture?In a manner of speaking, yes. “Leading

instead of managing” and “motivating

in addition to compensating” are really

cultural decisions you’re going to have

to make about how you run your

company or your team.

But culture, as important as it is, is

impossible to manufacture. It’s more

than simply changing a few policies

then patting yourself on the back for a

job well done.

What Culture Is NotBefore we talk about what culture is,

let’s spend a second on what it isn’t. A

culture isn’t created through typical

corporate initiatives or programs.

Companies are notorious for creating

dumb programs with titles like “Vision

2010” or “Leading Through Innovation

Initiative.”

Do not even think of creating anything

that sounds remotely like “The Summit

for Creating a Better Culture” unless

you like halting progress before it

begins.

Let me repeat this: you cannot

manufacture culture.

So What is Culture?Culture is what is created when a

group of people share a core set of

values and choose to live by those

values.

Your company’s culture is determined

by your entire team’s beliefs and

behaviors as they pertain to each

other, your customers and your

mission. It is not determined by

programs or committees. It is formed

and nurtured over the life of your

company. Programs have end dates.

Creating a great culture does not.

So how do you overhaul your

company’s culture?

Step 1: Examine What

You Personally ValueIf you run a company or team, the

culture of that group is a direct

reflection of what you value. If your

team seems set in their ways and

avoids risk, it’s probably because

you’ve made it known that you value

predictability and perfection over

innovation and failing forward.

If you don’t have a passion for

something, if you don’t desire growth

and learning, if you don’t see work as

more than just an opportunity to make

money, your team won’t either.

If your team doesn’t feel valued, it’s

because you don’t value them.

If your team doesn’t offer input, it’s

because you don’t value it.

If your team gossips, it’s because you

haven’t placed value on character and

integrity.

A fair word of warning: if you truly want

to change your culture, be prepared for

a painful process. When we see

ourselves through the lens of what

we’ve created, it can be devastating

because we can’t create excuses for it.

If you’re not willing to do this, your

company’s culture will never change.

Why should anyone examine

themselves if the leader won’t? Is that

even leadership?

You must begin by changing your core

values. A company’s culture and

values can’t grow beyond that of its

leaders.

Step 2: Examine What

Your Company ValuesIf your first response to this is to say,

“We have a Mission Statement and

Vision Statement so we’ve already

done this,” please know that those two

things are not enough. In fact, they’re

more likely useless since very few of

your employees even know or care

what they say.

Why? Because almost all of them

involve useless statements and

buzzwords that mean absolutely

nothing whatsoever. Mission and

Vision statements generally read like

products of the legal department--not

like they were crafted by people

passionate about what the company

does.

“Mission and

vision statements

generally read like

products of the

legal department--

not like they were

crafted by people

passionate about

what the company

does.”

Your company’s core values are the

principles by which you operate. In

recent times, I don’t believe there is a

better example of this than Zappos--

the online retailer that was recently

purchased by Amazon for over $1.2

Billion.

You can read the list of Zappos’ 10

Core Values in the callout to the right.

And the Zappos Mission Statement?

“To live and deliver WOW.”

Now, let’s put this to the test. Let’s say

a customer who is extremely unhappy

with a shipment they received calls

your customer service department.

What happens in your company if “The

Supervisor” isn’t immediately available

to help out? Will your employee know

what to do? Will they feel like they can

make a decision without escalating it?

Do you even trust them to?

At Zappos, anybody can return any

item for any reason within 365 days at

no charge. If you’re first thought is,

“WOW! That’s insane,” they just

succeeded at delivering on their

mission statement and core values.

It took them over a year to craft this list

that originally started as 37 principles.

No switch was flipped. It began with

the leadership asking themselves what

kind of company they wanted to

create.

Then they worked closely with the

employees to find out what kind of

company they wanted to work for. This

is key. You shouldn’t try to dictate to

your employees what the culture will

be. You must involve them in the

process and value their input as

equally important.

Ignore that last paragraph at your peril.

Step 3: Relentlessly

Pursue Your Core ValuesWhen working on your core values,

create high standards and then hold

THE ZAPPOS 10 CORE VALUES:

1. Deliver WOW Through Service

2. Embrace and Drive Change

3. Create Fun and a Little

Weirdness

4. Be Adventurous, Creative, and

Open-Minded

5. Pursue Growth and Learning

6. Build Open and Honest

Relationships with

Communication

7. Build a Positive Team and

Family Spirit

8. Do More with Less

9. Be Passionate and Determined

10. Be Humble

“No switch was flipped. It began with

the leadership asking themselves what

kind of company they wanted to create.”

everyone accountable to the relentless

pursuit of them.

If you say you value “fun and a little

weirdness” but have a policy that

requires people to wear ties to work

and doesn’t let them decorate their

desk with more than one picture,

you’ve failed.

In your relentless pursuit of your

values, you will have to change a lot of

what you do and how you do it. You

will have to rewrite your mission

statement and vision statement (or just

integrate them into the Core Values

and get rid of them altogether). You will

have to examine every corporate

policy. You will have to examine your

hiring process.

Everything must be changed. The

good news is that it doesn’t have to

change overnight. Give people the

freedom (read: autonomy) to figure out

how to change these things a little bit

at a time (or a lot at a time if they

choose to do so).

Core Values Create

Accountability To CultureThe beauty of a set of core values that

everyone knows and agrees to is that it

creates accountability. If you’re not

playing by these rules as an employee,

you’ll feel pressure to change or leave.

People become protective of cultures

like this because they are so difficult to

find.

On the flip-side, if you as a leader

violate them yourself, you will lose any

trust or credibility you created. If you

ask for openness and honesty but then

don’t paint realistic pictures of where

the company is at, you may as well

take that out of your core values.

Core values will either make you better

or brand you as a hypocrite so be

aware of what you’re asking for when

you create them.

“Everything must be changed. The good

news is that it doesn’t have to change

overnight.”

The workforce - your workforce - is rapidly transitioning to a younger generation. The conversation should no longer center around if your organization should change, but how.

ResourcesI wish I could say that this e-book was a comprehensive, all-you’ll-ever-need type of guide. But this is just the tip of the iceberg.

To continue researching this topic, you’ll want to take advantage of some of the great resources that are out there. Below is a list of

books, blogs and others who are doing a great job helping people understand The Millennial Revolution.

To visit the resource, just click on the resource name or the link. If you think I’m missing something, let me know and I’ll consider

adding it to future versions of this book.

Books on Related Topics & TrendsLINCHPIN: ARE YOU INDISPENSABLE? - BY SETH GODIN

This is one of the most important books on this list. In Linchpin, Seth Godin argues that we are all artists now because most of us

deal with emotional work. We create and sell ideas, not widgets. So how can we become indispensable in this new paradigm?

That’s what Seth covers. Click here to pick up Linchpin by Seth Godin.

DRIVE: THE SURPRISING TRUTH ABOUT WHAT MOTIVATES US

This book by Daniel Pink is a shocking and enlightening look at what truly motivates people to performance.

Click here to pick up Drive by Daniel Pink.

A WHOLE NEW MIND: WHY RIGHT-BRAINERS WILL RULE THE FUTURE

This was Daniel Pink’s first book. It’s a fascinating look at how our economy is shift- ing from being predominantly left-brained to

one driven by right-brained thinking and work. Click here to pick up A Whole New Mind by Daniel Pink.

SWITCH: HOW TO CHANGE THINGS WHEN CHANGE IS HARD - BY CHIP & DAN HEATH

Understanding why some change is easy for people while other change is difficult can be a valuable tool for any leader trying to

affect change in their organization. Chip and Dan Heath examine two “systems” within our brains - a rational system and an

emotional system. If you want to make change easier for people, you have to get these two systems to align. Click here to pick up

Switch by Chip and Dan Heath.

DELIVERING HAPPINESS: A PATH TO PROFITS, PASSION, AND PURPOSE - BY TONY HSIEH

Tony Hsieh is the founder of Zappos - a company recently purchased for over $1B by Amazon. He’s also known for creating one of

the most innovative company cultures this world has seen. His book, Delivering Happiness, talks about how they did it. Click here

to pick up Delivering Happiness by Tony Hsieh.

NOW DISCOVER YOUR STRENGTHS - BY MARCUS BUCKINGHAM & DONALD O. CLIFTON

This book--along with the slimmer StrenghtsFinder 2.0--are tools I regularly recommend when working with clients. I’ve used them

in hiring, managing and coaching situations to better understand the people I work with. Given that all employees (not just

Millennials) want to work in their strengths, you would be wise to invest in a copy of at least StrengthsFinder 2.0 for every person

on your team. Then, use the results to ensure that you have the best people in the best positions. Click here to pick up Now

Discover Your Strengths by Marcus Buckingham and Donald O. Clifton.

STRENGTHS-BASED LEADERSHIP - BY TOM RATH

This is the leadership edition of the StrengthsFinder test and covers the reader’s leadership styles and strengths (as different from

their general strengths). Believe me, they are much different. Consider this book for your leadership team. Click here to pick up

Strengths-Based Leadership by Tom Rath.

Blogs You Should ReadI’m a firm believer that you should read the works of those who are either influencing the people you want to understand or who

have a strong handle on what makes them tick. With that said, here are some of the people who influence and/or understand the

Millennial generation.

Seth Godin - http://sethgodin.typepad.com

Without a doubt, Seth Godin is one of the most influential and forward-thinking leaders on this shift in the workplace. If you’re not

yet reading his blog and his books--specifically, Linchpin--you’re in for a thought-provoking and challenging treat.

Gary Vaynerchuck - http://garyvaynerchuck.com

Gary is a Gen Xer who resonates with those in many different generations--including Millennials. His message is one of pursuing

your passion with intensity and hard work.

Chris Brogan - http://www.chrisbrogan.com

A forward thinker. Also a Gen Xer with a large Millennial following. He writes and speaks on passion, new media and

communication and marketing in a new era of business.

Leo Babauta - http://zenhabits.net

If you want to understand how many Millennials view finances, possessions and work, this would be a great blog to start with.

Pamela Slim - http://www.escapefromcubiclenation.com

Author of the incredible book Escape from Cubicle Nation, Pam is a coach and speaker who works with people interested in

fleeing the cubicle for something more fulfilling and meaningful.

Michael Hyatt - http://michaelhyatt.com

I’ve had the pleasure of working with Mike and I can say from first-hand experience that he is a CEO who gets it. On his blog, you’ll

find posts on leadership, transparency, social media (for executives), and much more content geared toward leading people

through times of change. Being in the publishing world, Mike has done a spectacular job of doing just that in his company. Most

Millennials I know would give their right arm to be coached and mentored by him. So we settle for his blog.

Donald Miller - http://donmilleris.com

Don is a renowned author of multiple best-selling books all geared toward Xers and Millennials. His emphasis is on the spiritual

and social side of the equation and he appeals to people of varying beliefs, backgrounds and ideologies. Not an easy task given

the topics.

Jason Moore - http://newrulesofwork.net/blog

Jason Moore writes on culture and leadership effectiveness. He doesn’t post very frequently, but the stuff he has on his site will

keep you quite busy as you wait for new content.

Brazen Careerist - http://blog.brazencareerist.com

Penelope Trunk is the creator of Brazen Careerist--a site dedicated to the Millennial workers. It features a blog, social networking,

tools and resources all centered around the transition between the generations. She will offend you and challenge you. But you

shouldn’t ignore her.

Travis Robertson - http://travisrobertson.com

If you received this book from a friend, I’d encourage you to visit my blog as well. I spend a lot of time looking at business and

social trends from the Millennial viewpoint. As a speaker, consultant and writer on the topic, I’ve worked with leaders and

employees in every generation in an effort to bridge the divides and clarify the misunderstandings. I think you’ll find the perspective

helpful as you lead this movement within your organization.

Other ResourcesThe Catalyst Conference - http://www.catalystconference.com

A spectacular event created by Andy Stanley and Craig Groeschel that brings together leaders who desire to impact a new

generation. While the event is geared toward the Christian community, they have hosted business leaders such as Seth Godin who

I mentioned above. I would encourage you to investigate it for yourself before drawing any conclusions.

Tim Elmore & Growing Leaders - http://www.growingleaders.com

An organization focused on training up a new generation to be thought-leaders and change agents.

Understanding begins with a dialogue.

Work With MeBIOGRAPHY

After 12 years of leading teams of Millennials in the technology industry, I am using my experience and

knowledge to help companies and organizations develop strategies for growth in a new era of business.

With the Millennial generation now outnumbering the Baby Boomers, I will teach you how to engage with

this group and clarify the myths and misunderstandings that surround it. A Millennial myself, I bring my

passion for - and experience with - technology, new media and leadership to each engagement.

SPEAKING

If you’re interested in having me speak to your company, organization or group about The Millennial Revolution, you’re in for an

enlightening and energetic session. I have spoken to executives, leaders and teams across many different industries. Sessions are

focused on helping foster understanding and communication across all generations.

I can speak from a variety of angles including:

• How to attract, hire and retain Millennial team members

• How to attract clients and customers from within the Millennial generation

• How to understand, communicate and work with Millennial team members

CONSULTING

Over 75% of companies agree that they will need a Millennial strategy for their company. Despite this, most of those companies

admit they have not yet created a strategy for attracting, hiring and retaining Millennial team members. Nor have they developed a

strategy for reaching them as clients or customers. I can work with your team and guide you through this process.

If you would like to book me to speak to your organization or are interested in developing a Millennial strategy, you can reach me

directly at travis@travisrobertson.com or by calling me at 615.212.2184.

Thank you. If you enjoyed this book, please share it.