As Millennials, we grew up in a world surrounded by technology, a known social stigma for a love of taking selfies, and we are infamously known to “steal” jobs away from experienced Baby Boomers. According to a recent Pew Research Center study, Millennials surpassed Generation X to become the largest share of the American workforce - which means that Millennials are here to stay. But how can Exec Millennials gain the trust of older, skeptical peers?
In a recent WSJ article, it discusses multiple instances where our young generation is taking over Executive-level roles in organizations. Although this can be seen as unfair, and perhaps unwarranted, I think that many organizations understand the need for innovative leaders with new and fresh ideas to change their company in the direction of the future workplace. Nobody understands the Millennials like Millennials, ourselves.
As a recent 2017 University of Oregon graduate with my degree in Public Relations, I found this article very interesting and, let’s be honest, somewhat alarming. It seems as though 2017 grads are getting a bad wrap - and while many may be unprepared to enter the workforce, I find myself in a different place post-graduation.
University of Oregon’s PR program really encouraged students to get involved with work opportunities and internships while in school. I was able to take advantage of this advice – this not only gave me valuable experience, but helped me better understand what I wanted to pursue post-graduation. I was able to complete multiple internships throughout my time at UO and received college course credit for the work I was doing.
Something I found interesting about UO is that almost all of my professors had previously worked in the corporate world. This opened up opportunities to gain a strong network with professionals around campus and within the community.
As a final graduation project, I was able to work with TrackTown USA to complete a Public Relations and Marketing campaign and host an event to help identify their brand more effectively. My professor had a relationship with the CEO of TrackTown, so this connection allowed myself, as well as other students, to work with a professional client and get real world experience outside of the classroom.
As a communication major, I find myself somewhat confident in my interviewing skills, but that's because I do my homework. I research the company and position, any recent articles in the news about the organization, make sure to bring up what I can offer the company, how I can make an impact on the company culture as well as have at least 2 questions prepared for the interviewer. I understand that the interview is as much about me interviewing the company, as it is the company interviewing me. Most importantly, the follow-up email is essential. I think that writing a note thanking the interviewer for their time leaves an impact and can make the difference between an average candidate and a great one.
Upon first glance, this article is making a blanket statement that 2017 grads may not be as qualified as previous classes - but that doesn’t mean there aren’t highly qualified candidates applying for jobs at your company. Most importantly, college students need to capitalize and utilize the resources on campus before hitting the real world to optimize their chances of post-grad opportunities.
-Ashlee Sutherland, SBC Recruiting and Events Coordinator
SBCo has proven to me how a small team can work together to make a big impact. We are a close-knit, collaborative group that fosters creativity, flexibility in thought and in working logistics. It has amazed me that while we all work virtually, we manage to operate as if we see each other daily. Our small group never seems to miss a beat; both in finding creative ways to help our clients or working together as a cohesive unit. While the nature of our business has ebbs and flows, what remains constant is our commitment to clients and the holding of ourselves to the highest standards.
I can’t believe it has been over 17 years ago that I started this journey with SBC. As I made a leap from the corporate world to consulting, little did I know that I was joining an organization that would make such an impact on my life, working with the best leader and team. After working with our first client, Allergan and AMO, I remember thinking to myself that this organization was something different - it's not just an ordinary firm, but one that has built its foundation on relationships and integrity. These core values aligned with what I was looking for and have truly allowed me to experience the perfect work/life balance. I have been able to pick my kids up from school, work in their classroom, and attend sporting events, all while being able to fulfill my passion for building relationships and helping great people connect with great companies. I love that each person on our team is always willing to help out and brainstorm ideas, and even though we are virtual, we are able to collaborate and support each other. As I look back I feel so blessed to be part of an organization that values its clients and for the relationships that I have made along the way. Congratulations to 20 years and thank you Sherry for being a mentor, and allowing me to be a part of this journey!
SBC sets itself apart from other search firms because of our passion for search and connecting others with great opportunities. Coming from a corporate background I was afraid that going into a firm might be more transactional, but I love the deep connections that are fostered with both the clients we work with and the candidates we place. I feel as though I am an extension of our client organizations and am able to be a trusted business partner. Our clients have a lot to offer candidates and SBC is able to connect them with top talent candidates. Over the years, it has been so rewarding knowing that SBC has been able to create these long-term relationships with both our partners and candidates.
Perhaps you can relate. Imagine my surprise when I showed up in corporate life with a burning desire to contribute, bundles of energy to get things done, and an never-ending flow of ideas (at least some of which were even feasible), only to realize the company just wasn’t willing to let me work to my potential. It felt like I was a salmon throwing myself on the rocks time and time again trying to get the company to let me make the contribution of which I was capable!
I finally decided “This Salmon isn’t spawning this year” and moved on. When I met Sherry and came to work at SBCo, I realized this was where people would be allowed to set their bar at the high level everyone wants to achieve in their work. Their ideas would be welcomed, and there would be total integrity, with an unwavering focus on superior client service. And not one rock in sight! How wonderful. Thank you, Sherry!
What I have always admired/loved about SBC is the authenticity of relationships that are created with clients/candidates/community members. Although the majority of our work is done virtually, there is still a very personal connection we make with those we interact with. Whether it’s the pro-bono work we do for non-profits or the recruiting work we do with Fortune 500 companies, our hearts are focused on the people side of business. I find that you can most prominently see the results of these personal relationships at our learning events – there are endless hugs, personal conversations and cutting edge thoughts being exchanged. It’s rare to find an organization that puts such an emphasis on long-term connections!
We launched our second HRoundtable this past week with the help of my long-time friend and wonderful consultant, business owner Sonya Kemp. Sonya believes in the notion that giving to others and allowing a group to learn from each other strengthens the outcome for everyone. Adam Grant talks about this in his giving book, "Give and Take." We have eight wonderful managers in this group from premier companies and they are already demonstrating their passion to give to each other and learn.
They are energized to be sitting at the table with their peers from other companies and industries. The range of perspectives is broad and fascinating. They will meet quarterly to focus on forward looking ideas in order to build their influence as new managers and strengthen their strategic points of view.
The idea of a peer learning group is not new. We have seen many models like this across the executive suite and beyond into other functional areas. What is exciting about this group and our HRoundtable in general is that we build the notion of giving from the start and it becomes the norm for the group. People carry it forward in their interactions and ultimately this improves the process and how they contribute overall. The bar is raised on who fits in the group and how they will build enriched networks and collaborate too.
It dawned on me that the HRoundtable that Sonya is now leading is embracing the four attributes that contribute to being a giver. As Adam Grant writes about this in his book he states that "givers rise to the top." The have a unique approach that includes; networking, collaborating, evaluating and influencing. Adam also explores how givers, takers and matchers build networks. It is quite different. The taker might be described as a self promoter or self absorbed. The giver looks at the world in abundance terms and in generosity. Givers gain. Thank you Sonya for being a part of this newly formed group and giving your generous spirit and experiences to this team.
This month, our creative director, Erik Benjamins, sat down with one of his close friends, Ryan Sheffer. Ryan is a Millennial entrepreneur and co-founder of Zero Slant, an AI-driven news agency that creates automated content from social media. His path from filmmaker and editor to programmer and entrepreneur is inspiring and representative of changes we see in the future of work. He’s crafted a unique path that’s been driven by asking ambitious questions about the future of our relationship to technology and the media. His highly successful blog has been a resource for other young entrepreneurs in the industry and beyond.
Erik Benjamins: How did you choose the path of entrepreneurship?
Ryan Sheffer: Up until I was applying for college, I thought that “becoming a business person” was the thing you did as a career. I didn’t know that becoming a filmmaker—or doing your own thing—could be a job. In my head, it seemed like something that others did. When I started to get into the technology industry about ten years later to start my own company, I didn’t know what venture capital was. I didn’t use the word entrepreneur to describe myself. I was just an editor doing my own thing. I had this inherent desire for freedom, but didn’t have a clear cut way to define it. I realized that the key to choosing a path was understanding that it’s there. We often define our ceiling because it’s what we’ve seen, what we know.
EB: When was that moment for you? When you shifted from working in the film industry to the tech industry?
RS: It was a process. I was always brought into the film industry as the tech person that you’d call when something was technically difficult. Around that same time, I made a New Year’s resolution to teach myself how to code. It made sense given my interest in the tech side of the film industry. A few months later I sat down with some coders and showed them what I built after dedicating a month to learning this new language and they thought it was pretty good. I walked away from that meeting thinking that this may be something I could do. It was a shift in perspective.
EB: Tell us about your interests in an open source education?
RS: Before teaching myself how to code, I taught myself how to use a camera. My desire to continually learn has objectively fueled my career path. When I first went out and tried to start a company, I felt like no one wanted to share the simple things. Everything I found online were either stories of great success or massive failures. There wasn’t any “brass tacks” information like what to do when hiring a lawyer. No one thinks these are interesting things to share, but it was all I wanted to know. I started a video series called 12 Months to share these brass tacks kinds of things I was learning as I was starting my own tech company. It didn’t do very well, but I did get a lot of emails from people thanking me for being open and honest about all the non-sexy stuff I had to go through.
My blog has been the most successful thing I’ve done in my career. It now gets hundreds of thousands of reads per year. My outlets for sharing these process, successes and failures have a lot to do with sharing outward, but also forcing myself to verbalize my process. It lets me understand and follow through on it.
EB: What have you learned about your professional trajectory thus far?
RS: I need to be building something ambitious. Success isn’t going to happen instantly so I want to build something that will light me up as I struggle through it. Setting ambitious goals lets me work as my best self. The most important thing for me is to pursue my own excitement about learning and discovering, pushing myself to be better and better.
EB: How do you see and engage with risk in your work?
RS: I don’t see risk the way others might. With my first foray into the tech industry, I invested a lot of my own money I had been making as a filmmaker into a company that I eventually ended up shutting down. But I viewed that decision as an education. I could have spent the same amount of money for a masters or PhD, but I’d rather invest in this style of learning. That being said, I’m starting a family now and need to work in a more responsible way. Risk is important, but I also need to set hard deadlines. For example, I’m in the process of fundraising right now and if I don’t raise the amount I need, I’ll have to put the company on hold and find a job.
EB: What advice do you have for someone struggling with their identity as a worker, or someone interested in taking the non-obvious work path?
RS: If you find yourself working at a job and you feel like they can’t give you enough work to do and you have six other side projects going, you’re not an employee. You can either choose to refocus your energy towards being an employee or you can accept that this seems like the energy of someone who wants to start their own thing.
EB: How can upper management engage with entrepreneurial minded talent?
RS: I had an employee like this and my method was to put that person in charge of their own department. I gave them as much autonomy as I could without sacrificing the clarity of vision for the company. Once you identity someone with an entrepreneurial spirit you need to incentivize them with responsibility and autonomy. My experience in the film industry helped with this. The director is the dictator, but he or she surrounds themselves with department heads like lighting, costume, etc., that make large decisions without the director’s constant oversight. When it comes to managing Millennials, it’s about working with people who have a ton of passion and have a desire to have an ownership in what they do.
EB: Is this an experience that for you is generationally specific?
RS: I don’t like using the phrase the “Millennial attitude”, but there is definitely an element of Millennials not wanting to hear you tell them your business. The counterpoint of empowering Millennials is that they may feel deserving of autonomy, but are unable to provide the output. The “Millennial attitude” lends itself to a side effect in which the second you micromanage, they are upset. It’s an attitude of “we do it differently and you don’t understand”. It may also have to do with the fact that jobs and work is shifting. For example, I don’t have folders and I don’t have an office. My whole company works remotely. There’s an element of needing to find people that work more comfortably in that environment, to be go getters and get stuff done. I think we’ll see a trend of a company having it’s separate sections run like individual companies.
EB: Lastly, who has been your influence or inspiration?
RS: My grandfather for always wanting to learn and my father for being the most dedicated family man I know.
It never hurts to reflect on the powers, complexities, and new styles of the Millennial mentality as we continue flying into this new year. It speaks to the changing nature of work and our ability to balance existing structures with entirely new ones so we can do our best work.