A friend recently shared a national survey of corporate managers with me, the results of which had me smirking a bit.
A full 80% of these managers stated that the new college graduates they hired were in need of etiquette training.
They believe that these new hires need assistance with everything from on-the-job conflict resolution and accepting constructive criticism to dressing appropriately, punctuality, professional communication and proper cell phone etiquette in the workplace.
While seeming a bit harsh, those findings do align with comments I've heard from scores of managers in recent years.
It got me reflecting on the many conversations I've had with bank leaders over time about the differences in behaviors and attitudes observed as new generations enter the workplace. That "new" generation is always a source of angst.
I've often joked about the good old days when my class, Gen X, was the "problem generation." Many books were published back in the day to help the corporate world prepare for us.
We were described as cynical, lacking loyalty, too concerned with work-life balance, overly independent, dismissive of hierarchy and seniority, and, yes, too dependent on computers, thereby displaying weak interpersonal skills.
Of course, the computers we were "dependent on" sat on desks and had dial-up modems — but still.
While not exactly the same list is being made for newcomers today, there are enough similarities to remind me that every generation faces its own set of stereotypes and critiques when entering the workforce.
Heck, many from my generation can remember bosses who would have their emails physically printed out before reading them. And yes, kids, that happened. A lot.
Whether entering the workforce today from college or not, and regardless of their skills and abilities, new employees will almost always encounter disconnects when acclimating to any company's environment.
And these disconnects require more than an employee manual (that no one reads) or a half-day orientation. To expect otherwise is naïve.
A friend who runs a large branch network shared that, first of all, many of the behaviors veteran managers critique in new hires aren't unique to the new hires.
She pointed out that the real issue is often the company's culture and how it communicates, supports and enforces that culture.
In other words, if standards and expectations aren't communicated early, often and consistently, problem behaviors tend to arise across all ages and ranks within a business.
Industry leaders in this year's ranking shared insight on how they would advise their younger selves on building a path to the top and the skills today's rising professionals need.
Leaders need to be proactive in explaining the company's culture, standards and what "professionalism" means within their organization.
Contrary to what some might think, doing so is more often seen as a positive by team members. In fact, it's a stress-reliever, as clear expectations remove ambiguity.
Also, many entering the workforce have never been personally coached by a manager.
Because of this, "constructive criticism" often lands differently for them than it does for a seasoned employee. Helping individuals see the value of coaching for their personal development is crucial.
Assisting new employees in understanding that being coached is not a negative reflection but an investment in them is one of the best things a leader can do for a person.
And yes, many young professionals are entering the workforce with less interpersonal experience than previous generations.
Someone walking into a college (or even high school) classroom for the first time in a decade or so would likely be surprised at how technology-dependent students are today.
The instructor speaks, and students stare at personal screens. Even "group" assignments often rely mostly on collaboration through technology.
When faced with the need to personally interact with customers and co-workers, many have adjustments to make. It's not their fault that the learning environments they came through differ from the work environments they enter.
But this also presents opportunities for perceptive leaders. Leaders should focus on understanding the motivations and communication preferences of their younger employees.
While we teach them to be more effective in today's business world, they can also teach us to become better leaders in tomorrow's business environment.
Great coaches and mentors recognize that they, too, learn and enhance their own skills as they help others improve their knowledge, competence and performance.
Strong leaders and powerful company cultures span generations.
