Why a Gen-X CEO Hired a Millennial to Help Him Keep a Learning Mindset

It will happen to all of us someday: A younger generation enters the workforce and becomes the most sought-after consumers, and the rest of us feel left behind. One way to keep up is to ask a younger colleague to mentor you. This is especially important when it comes to technology, since the best tools for the job may be ones you haven’t heard about. Ask your younger mentor what trends they’re noticing and what new technologies they’re experimenting with. Your junior coworker can also help you avoid dating yourself. It’s easy for older workers to start saying things like, “Back in my day…,” but that will make you seem less relevant. Ask your mentor to point out when you’re referring to the past too often. It’s better for someone you trust to mention it than for customers or colleagues to secretly think it.

At age 41, I am where I want to be in my career: running my own sales-training business, with enough clients lined up that I can probably live comfortably for the next several years. But I’m in trouble. Every Gen Xer is.

Younger generations are quickly taking over the workforce. They’re also becoming the decision makers and the most hotly pursued consumers. And they grew up with their own set of expectations, their own view of the world.

If I don’t find ways to stay relevant to today’s 20-somethings, I will become a dinosaur in five years, probably less. For all the talk about how younger people desire and need learning experiences, the opposite is also true: The rest of us need to learn from them — and from how they learn.

That’s why, after years of operating without support staff (it’s been just me and my COO), I’ve recently hired a 24-year-old, Morgan, and given him the title of Director of Execution and Evolution. I told him his job is to help me grow my business and my mind. Here are a few things I’m learning from him.

Stop playing catch-up with technology. I’ve worked to keep up with changes in technology, specifically sales technology, by talking with my peers and always being open to trying new things that others recommend. But Morgan takes a different approach. He isn’t just keeping up — he stays ahead of the trends by proactively seeking out these new technologies himself and experimenting with them to see what effects they have on productivity, efficiency, and quality. That allows him to find the best tools for the jobs at hand, not just the tools he happens to hear about.

Get with the times. When I was younger, I used to hate how most sales trainers spoke. It’s why I initially didn’t want to become one. Their stories came across like, “Back in my day, we used to…” And they’d tell one stale story after another.

But now I understand how that happens. When you do something year after year, it’s natural to fall into that pattern. Your stories become your shtick. And if I’m not careful, I’ll become that guy. Recently, I was showing a prospect what I thought was a great example of an email exchange. But the date on it was from 2014. For people Morgan’s age, that’s looking back at a time when they were still in college, before they spent three years in the working world. It’s ancient history.

I’ve asked Morgan to help me avoid dating myself. I want him to be the one to tell me, “Hold on, old man” — so that trainees in my courses won’t secretly be thinking that.

Offer faster, individualized learning. Traditionally, I’ve geared my training toward groups rather than individuals, showing entire sales teams various tips and techniques of the trade. But the pace of business has changed — and, Morgan reminds me, so have learners’ expectations. Every minute counts, and not everyone on a sales staff (or in any function) wants to learn exactly the same things. Each individual has different strengths and weaknesses. People aren’t looking to waste their time sitting through long explanations that don’t necessarily apply to them. They’re able to get just what they need from modular courses and video tutorials online, and they’ve come to expect the same from live instruction.

To stay relevant to the people taking my courses, I’ve been evolving my approach and trying to answer each of their questions in a targeted way without alienating others in the room. I’m also starting to tailor the content itself. For one trainee, that might mean providing a structured process to follow. For someone else, it might mean sharing a technique that addresses a specific challenge they face. I know my industry is moving away from multiday on-site training, and more into “just-in-time” learning, and Morgan is going to be a big part of helping me stay on top of that trend.

Shelve the ego — and communicate. This whole idea of learning from younger employees, sometimes referred to as “reverse mentoring,” can create tricky dynamics. Morgan, after all, works for me. I’m the boss. How can he feel comfortable as the teacher? How can I feel comfortable as the student?

When I tell my peers what I’m learning from Morgan, I explain that it requires having the confidence to be humble about the knowledge or skills I need to gain. We also rely on open, regular communication to keep the learning flowing freely in both directions. We have a set time to speak every Monday to discuss our goals and expectations, and we do summary emails every Friday to capture what we have learned throughout the week. In between, we drop each other messages and have quick chats. All these exchanges allow us to stay on top of things and make adjustments on the fly so that we can continue to get better every day.

I told Morgan that he can tell me anything about my areas for improvement, and he’s taking me up on that. For example, I grew up and still live in a Microsoft world (PC, Word, Excel, PowerPoint), which Morgan’s generation views as archaic. So he’s teaching me (forcing me) to use Google Docs, Slack, and other collaborative tools, not only to improve our communication but also to help me work more effectively with others in his cohort and to be more relevant in their eyes. I’m still holding on to my PC, but I can meet them where they are.

Morgan is learning from me, too, of course. For example, I’ve encouraged him to remove weak filler words from his communications so that his messages are clearer and have a stronger impact. And I’m teaching him what it takes to build and run a business — from finances to operations to projections.

This is very much a symbiotic exchange, but the only reason I benefit from it is that I’m willing to accept that Morgan can teach me a thing or two. With both of us focused on continual improvement and learning from each other, we’re much better equipped for the future.

John Barrows is the founder of JBarrows Sales Training. He previously ran sales and marketing for the IT services firm Thrive Networks, which was sold to Staples.




Fed up with the Millennial mindset? You might be a Xennial, according to expert who says micro generation born between 1977 and 1983 are a 'mix between pessimists and optimists'

  • Australian Professor Dan Woodman says there is a new micro generation
  • Those born between 1977 and 1983 are Xennials, a mix of Gen X and Millennials
  • Xennials spent their childhoods outside without the need to update social media 
  • They then came into the technology boom in their 20s, and are now tech-savvy

Move over Millennials and Generation X-ers, there's some new kids on the block.

Australian Dan Woodman, associate professor of Sociology at the University of Melbourne, claims there is a new micro generation, called Xennials, who were born between 1977 and 1983.

Speaking to Mamamia, Professor Woodman said Xennials are a mix of the pessimistic generation X and the optimistic Millennials

'The idea is there's this micro or in-between generation between the Gen X group – who we think of as the depressed flannelette-shirt-wearing, grunge-listening children that came after the Baby Boomers and the Millennials – who get described as optimistic, tech savvy and maybe a little bit too sure of themselves and too confident,' Professor Woodman told the publication.

Xennials grew up in a time where landline phones were used to organise catch ups with friends, and people read the newspaper and watched the nightly news to keep up to date with current affairs.

Professor Woodman said Xennials have a unique experience when it comes to technology, enjoying their childhoods without the worry of social media posts to gain Instagram popularity.

Then in their 20s, Xennials hit the technology boom.  'Then we hit this technology revolution before we were maybe in that frazzled period of our life with kids and no time to learn anything new. We hit it where we could still adopt in a selective way the new technologies,' Professor Woodman said.

'We learned to consume media and came of age before there was Facebook and Twitter and Snapchat and all these things where you still watch the evening news or read the newspaper.'

However, it's not likely that a whole micro generation experienced the same upbringing, Professor Woodman explained.

'Internal to whatever these groups are, whether it's Millennials or Xennials, there's going to be people who have very very different experiences based on whether they're a man or a woman, whether they had a lot of money or not much money as a kid,' he said. 

English leadership consultant Simon Sinek previously spoke of the 'entitled, narcissistic, self-interested, unfocused and lazy' attitudes of Millennials, claiming it's not their fault.

Touring Australia and New Zealand in March earlier in the year, Mr Sinek said millennials had been dealt 'a bad hand' with their upbringing because they had grown up in an environment where 'every child wins a prize'.

'Some of them got into honours classes, not because they deserved it, but because their parents complained,' Mr Sinek said.

'(They were) thrust into the real world and in an instant, they find out they're not special, their mums can't get them a promotion. And by the way, you can't just have it because you want it.' 




Accommodating Millennials is crucial for corporate performance

The term “Millennials” refers to the generation of people born between the early 1980s and the early 2000s.  They are also known as Generation Y because they come after Generation X—people who were born between the early 1960s and the 1980s.  Irrespective of what they might be called, the fact is that Millennials are the fastest growing generation in the global workforce today.

A PwC research report “Millennials at Work—Reshaping the Workplace” reveals that by 2020, 50% of the global workforce will be made up of Millennials.  By the same token, a study released by Catalyst points out that by 2020, 50% of South Africa’s population will be younger than 25 years old and organisations may face a talent shortage if not a labour shortage if they do not take cognisance of these facts.


7 steps to engaging Millennials that will boost corporate performance

Millennials are a different breed and need to be treated differently.  Primarily what attracts them is a mix of creative genius and a constant challenge to excel in their fields—underlining their quest for “a life less ordinary.” They want to work for a meaningful purpose and need to be offered a stimulating, empathetic company where accommodating them results in a flexible and tolerant work environment.

The term “Millennials” refers to the generation of people born between the early 1980s and the early 2000s.  Sometimes referred to as Generation Y, they are the fastest growing generation in the global workforce today. A PwC research report “Millennials at Work—Reshaping the Workplace” reveals that by 2020, 50% of the global workforce will be made up of Millennials.  By the same token, a study released by Catalyst points out that by 2020, 50% of South Africa’s population will be younger than 25 years old.