Madison defines who I am. My career, friendships, and relationships are delivered to me from the city stork, like they were birthed directly from this intoxicating energy.

My affair with the city is an epic romance. But the city doesn’t know it.

Madison isn’t alone. Despite consistently placing in the top of every list imaginable – from Playboy to Forbes – Madison, like many other cities, is ignoring one of its most competitive advantages. That is, young people.

See, as cash cows go, Gen Y is a big one, and cities are ignoring us – the young leaders, entrepreneurs, professionals and creatives – in their plans for economic development.

Partnering with Gen Y should be of the utmost priority for cities since we are uniquely positioned to stimulate economic development. For example:

1. Good jobs come from good people. Economic development starts with human capital. The war for talent is one of the most interesting and challenging issues that cities face today. Young people actively promote and contribute to the high quality of life in cities, and need to be able to connect to both people and ideas. We are the quality workforce that is indispensable to basic sector job growth. Without a strong cadre of young talent, employers will be unable to expand.

2. Competitive advantage starts with entrepreneurship. More than any other generation, young people today are entrepreneurs. To meet the small business owners, the tenants of research parks, and other key entrepreneurs in cities is to meet an under forty demographic. There is ample opportunity to provide dynamic support for young entrepreneurs and the talent coming out of universities. Young entrepreneurs are a powerful determinant of a city’s future economy. They cannot be an afterthought.

3. To new customers, cities have no legacy. Gen Y knows little about the negative perceptions that have been prevalent within the business community. We don’t know the history or the mistakes. This is an opportunity for cities to build positive goodwill through superior customer service for this new generation. Young people can help cities to think innovatively. Cities can then borrow that energy and willingness to change to jump-start a perception shift in the existing business community.

4. Spiky should be funded. Place is extremely important to Gen Y and largely determines our destiny in today’s spiky world, to borrow a term from Richard Florida. To become a taller spike in the world’s economy – to compete – cities needs to attract young talent. In turn, young people will develop businesses and new markets. Cities should allocate money to young talent groups that promote and build upon the city’s strengths and spikiness to create the competitive advantage that allows us to expand business.

Cities must proactively reach out to Gen Y. Young people represent growth, and must be engaged in a city’s future development. We are a natural partner and ally in stimulating economic development.

Talent city.

It’s a myth that the workplace is turning into one big leaderless state. Just as decisions made by committee often require head banging, life without leaders would be one big headache. Yes, leadership has changed and decentralized organizations are here to stay, but there will always be leaders. We want success. We want to win, and winners have leaders.

Once you’ve tossed aside the crutch of hierarchical authority though, “knowing how to build relationships, use influence and work with others is crucial to achieving the results you seek,” according to Valeria Maltoni, a specialist in connecting ideas and people.

A Generation Y leader inspires by enabling others to be leaders. They know the strengths of those they lead, and exploit those for the success of that person. A Gen-Y leader delegates to help the worker achieve their goals. They are motivated by relationships and have an obsession with seeing others succeed.

By making room for other leaders, “you attract people who aren’t followers, who aren’t looking for the kind of leader who will save them from the anxiety of responsibility,” according to Michael S. Hopkins. And the millennial generation does not follow.

Instead, we create our own content, build our own businesses, do things our way. Be an entrepreneur or die, says Sam Davidson at Cool People Care. For the Gen-Y leader, it isn’t about ego, but about sharing ownership and building a community of ideas. An effective Gen-Y leader helps our generation to embrace entrepreneurship at every level.

A Gen-Y leader is inclusive and collaborative, and not just within their sphere of influence. An isolated organization will perish. Successful organizations are defining themselves as the gateway expert in their field. On the playing field, in this instance, companies must pick the competitor to be a part of their team for bigger and better results. It’s not enough to have a quality product; you must reach out and promote others. Teamwork is no longer just within a company. It’s industry-wide.

As a result, lines haven’t just been blurred; they’ve been pulverized on high in a blender. Competitors are partners, work is play, and boundaries no longer exist. As such, Gen-Y leaders must be leaders by example, and in every aspect of their life, whether family, work, or play.

Generation Y leaders, however, can and will be easily replaced by their peers. We are a starfish generation. Go ahead and try to chop one of us down, and we’ll grow a whole sprawling forest in that person’s place. We’re that strong. We’re that motivated. We don’t respond lightly to pressure or corruption.

A Gen-Y leader’s efforts to maintain influence will be harder for that reason. Especially because it is often our peers doing the chopping. As a generation, we’re remarkably good at calling bull. We have no qualms about holding our leaders up to the light to check for transparency.

Gen-Y leaders then must know themselves first, and project their authenticity. They must also be constantly learning, experiencing, doing, networking, creating, giving. It won’t stop. Our generation won’t put up with selfish thoughts, unethical behavior, or tired ideas. The Gen-Y leader must be constantly on.

That’s how we will become the next great generation. We won’t stop.

Change is in the air; inhale deeply.

Share your success. It is incumbent on the person being promoted, according to Mark Meloy, President and CEO of First Business Bank, to pull others along with them. Make sure that as you become more successful, your leaders feel that their careers are moving forward as well.

Network to problem-solve. Finding groups that help you problem-solve will save many a headache, according to Brett Armstrong, CFO of the IT company Trident Contact Management. Like if you’re being audited, the group will have your back. But choose your involvement wisely, Armstrong advocates, since you only have a certain amount of time and need to spend it wisely. If you’re only half-involved then that is how people will know you.

Balance… well, it’ll all even out in the end. First, you have to decide if you want a job or a career, according to Mark Meloy. If it’s a career you decide upon, make sure you’re engaging in a two-way street. Work and life won’t always balance out that day, week, or month, but equilibrium will be found. Eventually. Meloy walks the talk at First Business Bank. When his employees go on vacation, they are not allowed access to email and have only limited access to voicemail. The company gives vacation, he says, for a reason.

A vision can’t just be a pie in the sky. A vision must be a concrete vision, according to Donna Sollenberger, President and CEO of UW Hospital and Clinics. To create the right vision, you must find the right direction for your organization to take. To do this, look at the industry trends and listen to your market. Then build a case, a good solid argument, and back it up with data to demonstrate where you need to go.

Entrepreneurs – socialites, control-freaks, risk-takers, and self-promoters. So says Curt Brink, a successful real estate developer. You must not only deal with a wide range of people in entrepreneurship, he argues, but you must also follow through on getting things done. Don’t be afraid to try something new, because once you’ve done it, you then understand how to do it better. A successful entrepreneur likes being in control, but can delegate fully. If you don’t, no one will grow. By the way, Brink was unconsciously promoting his current and past projects the entire time he was talking. That’s called passion. Get some.

Do a lot, and make sure everyone knows. Don’t let anyone pigeon hole your talents, says Annette Knapstein, Vice President of Office Administration at American Family Insurance. Stretch yourself, develop new talents and volunteer for different committees. And then, make sure everyone knows it. If they don’t know, it doesn’t exist.

Leadership is lonely sometimes. A good leader and manager makes effective decisions and communicates clearly, while putting the right people in the right spots. Not always easy, according to Gary Wolter, President and CEO of MGE. To illustrate his point, Wolter told a story about a receptionist he saw year after year. Each morning, the receptionist would say, “Hello, Gary.” Yet, when Wolter was promoted to CEO, the next morning was different. “Hello, Mr. Wolter,” the receptionist said. Leadership fundamentally changes relationships and people expect different things of you. People who were your peers, you now supervise, and while you can still be friendly, you can’t talk about the boss anymore because you are the boss. The support group that you had developed, who had remained loyal to you, and helped you along your journey has changed. Be prepared.

Throw an open door party daily. Reaching out to younger people for fresh air is essential, according to Richard Lynch, President of J.H. Findorff & Son, who had a great sense of the upcoming workforce. He recognizes that young workers are entrepreneurial, and need a flexible and honest environment to work in. He has an open door policy for this purpose and subsequently attracts the brightest young workers.

Speaking of honesty… Surround yourself with people who will tell you that you’re an idiot, says Gary Wolter. Look both inside your organization, and outside, for individuals you can bounce ideas off of, and who can communicate with you effectively and honestly.

Follow the Leader.

Penelope is tough.

Authentically tough, blatantly honest, and wearing some of the dirtiest shoes I’ve seen at a networking event in a long time. I loved every second of it. We all did. Trying to figure out what you want to do in life? Try stuff out. Shop around. Think you’re content? Content is boring; there’s probably something wrong with you. Found your passion already? Set crazy ambitious goals. People like to be pushed to their limits and that’s what Penelope did. She pushed each and every one of us to go farther, reach deeper and come out triumphant. Except for the woman who almost cried.

If you missed it and are lucky enough to live in Madison, WI, come to the next event I invited Penelope to speak at, the Madison MAGNET Networking Breakfast. You can skip the coffee that morning.

Don’t forget to read my related post: “Personal branding, accountability, and how to just be yourself already.”

]]> http://modite.com/blog/2007/07/20/i-met-penelope-trunk-today/feed/ http://modite.com/blog/2007/07/12/women-are-the-new-men/ http://modite.com/blog/2007/07/12/women-are-the-new-men/#comments Thu, 12 Jul 2007 18:08:32 +0000 Rebecca Thorman http://modite.com/blog/2007/07/12/women-are-the-new-men/ This post was also published at Damsels in Success.

I know a lot of awesome Gen X and Gen Y women. In fact, the city of Madison, WI ranks in the top ten of both female creative class, and female super-creative class percentages in the nation (Charlottesville, VA and Bakersville, CA, rank first).Generation Y women, Hannah Seligson argues, are “making one of the fastest and unprecedented career ladder ascents in history.” Here are some observations about one of the most powerful groups of women in history:

Women are more business-minded than men… Springboard Enterprises reports that “women in the United States have an ownership stake of 50 percent or more in nearly half of all privately held businesses.” In fact, women are starting businesses at a rate of twice that of men, attracted to the flexible lifestyle of being your own boss.

And we’re successful at it. The gross sales of women-led companies grew 39 percent compared to 34 percent for all firms. Barron’s predicts that by 2010 a woman has a one in seven chance of having a powerful job post. In Australia, studies show that “women-led companies on average outperform those where there is no female leadership at the top,” while “law firms with more female partners have a higher per partner income than those with fewer.”

… but women don’t always want a man, or children. While men in leadership positions often have a family to support them, Gen X and Gen Y women put careers ahead of settling down. While this can be a lonely proposition, many Gen X and Gen Y women are not in a huge rush to find a man, get married and start popping out children.

In relationships, the men increasingly stay at home or hold a less stressful position. If we’re even in a relationship. Many of us are doing just fine without a man as a result of our highly independent lifestyle.

A lot of us aren’t even sure we want to have kids. And if we do, we want to adopt (anything to avoid having a foreign object pop out of our fitness-club bodies). The vast majority of women that do plan on having kids also plan on staying in the workforce.

Women are natural leaders. The millennial woman brand of leadership is more about changing the world than our own egos. Moreover, we’re change makers willing to defy the traditional structures of “command and control” leadership for a more collaborative and inclusive model.

Anna Quindlen writes, “by its very nature women’s leadership is about redefinition, while men’s leadership has been about maintaining the status quo… You’re less wedded to the shape of the table if you haven’t been permitted to sit at it.”

I’m not surprised to learn that women and men are switching roles. I see examples all around me of women embracing the power of now to lead the next generation. The more young women that get others to not only look past their age, but also any perceived inequities, the better off our world will be.

One last note. Over in the UK, academics have dubbed young women leaders as “’the Monstrous Army on the March’, women who cannot, will not be stopped.”

Well then. March on ladies.

These boots are made for leading.

The events calendar, however, sounds simple enough, but my desire to create something that fully expresses my brand got me in trouble. For some reason, I thought that since I could build this blog on my own, with a few tweaks, that I could build the events calendar as well, with just a few tweaks. Never mind that I only understand basic HTML and CSS, and that AJAX and MySQL remain distant acquaintances in the long line of tools I’d like to meet. Never mind too, that when I spoke with real web developers they estimated months of work to achieve the quality I was speaking of, and tens of thousands of dollars. I thought I could create a stellar web application. With no web development expertise whatsoever. In a few short days. In fact, I was sure of it.

It’s arrogant, certainly. And a little cocky as well. Along with the rest of my generation, my mother told me I could be whoever I wanted, do anything. What I want for this website is to engage the next generation. A lofty goal, sure. But I am confident that I will succeed. I have a lot of ideas, buckets of enthusiasm and energy, and a drive to get things done.

So, do I buy into the hype that Generation Y is arrogant? Yes, sirree. And proud of it.

Then again, I could fail.

I already discovered I was (way) over my head when I decided I could learn developer code in just a couple days. I have an events calendar that I could link to, but I don’t like it and it’s not up to my standards. But I’ve learned from doing, instead of just talking. While I couldn’t take my idea past a certain point without help, I gave it my all, tried my best, and built up my base of knowledge. I now know more then when I’ve started. For full millennial effect, our confidence needs to be combined with the assertion that it’s okay for us to fail. That allows us to turn challenges into opportunities, failure into success. Here’s to the success of this blog (or possible failure). I hope you stay tuned - cheers!

Be cocky. Fail like you mean it.