The intent of this article is to bring some light to all current leaders who wonder how to manage young employees, avoiding the difficulties that arise every day such a waiver to work, lack of motivation and commitment.
Picture of the situation
The experience gained during almost 10 years in consulting activities led me to contact a highly heterogeneous range of actors.
These are: small merchants, medium, responsible for universities and nonprofit institutions, and directors of major companies in magnitude of employees and turnover.
And if you can locate a point common to all is as it pertains to the difficulty arisen after the time to incorporate a young aide.
The story keeps the like. “They do not last in office,” “Then they want to be managers,” “can not bear the pressure,” to name only the most commonly.
At this, the psychology offers a choice of approach to this problem by reserving the name “Generation Y” people currently ranging from 18 to 28 years or so. From there, puts features and global features for the purpose of enabling the effective action of the leader on them.
My proposal is somewhat different. Taking some concepts of psychoanalysis is intended to give greater power to the solutions set.
Retracing the path
First, and without thought of arguing with others, the psychoanalytic point of view is to avoid immediate classifications, crystallizing a subject and frame it in general coordinates, with special attention to every employee in its particularity. In other words, psychoanalysis offers the goods that opposition to segregation, starting with the name, classify or diagnose with speed.
In line with this, save that applies the same nomenclature of “Generation Y” is the enigma involved, not being casual homophony between “Y” and “Why? (Why ?)”.
In daily practice we find two recurring situations:
1. Young defiant, independent, individualistic, with little adherence to high standards and creativity.
2. Young people with no ideals, confusion about their own goals, anhedonia or lack of pleasure in activities, boredom and a feeling of constant boredom.
According to the first group psychology today is complex. However, the outlook in Argentina is more connected to the second, and are precisely the characteristics mentioned in it, most employers deny.
Then, I will focus on this point.
Steps to understand the phenomenon
The leader must be able to think that the fact that a young person making a first job brings into play a dynamic that might be called crisis of desire: the young until now found a stability in the desire of their parents, being ” sons. ” Now, on with the job, you will be responsible for their own words and actions, taking responsibility for them.
So, there are subjects that reveal a passage failed or delay (delay) to adulthood, and symptoms that make the working environment such as motivation or sudden drop of the organization.
Winnicott in “antisocial behavior”, 1956 article mentions that some young people “… speak bitterly of their inability social and personal failure. They consider that it has inherited some talent to support the demands and responsibilities of the adult world … .”.
In the same vein, Vila states that “The modern adolescent nonconformity, his life plan to become a person inserts at the time, has given way to young and wandering regularly dissatisfied with a biography of yourself made out of operate in a continuous present. “
Lacan taught Name of the Father function as capable of separating the child from the mother’s desire, through prohibitions and entitlements. Through prohibitions but also permissions. I understand that this may be useful to mark the events of the leader as one that can be placed on the role of separation Wishes of Parents and desire of the subject. If it does not appear concerned about behaviors that both leaders-entrepreneurs.
The Leader’s ethical position
The classical theory has shown that it is the same Power Authority. The first depends on the position, belonging to it, and the second is related to the person.
In this way, businesses are people with authority and without power (no formal hierarchies legitimated by the contributors) and also otherwise subject to power but without authority (for example, cases of informal leaders).
So, it is crucial to articulate both concepts, making them truly effective in practice.
Above said that young people, when inserted in the workplace, through a crisis of desire, with some confusion as to what they actually want for themselves.
Here is where the leader takes a position of fundamental importance and significance.
If he thinks it will be only by way of punishment the way the girl must adapt to the new rules will find null results. Void because the punishment does not have today, the effects of the past. The young man did not believe in authority figures possess capacity as punitive. And not just see it in their leaders, but also in the degradation and cracking of the French social and political institutions. In other words, the young man is incapable of giving authority to their heads, because it assumes that do not deserve or do not have it.
Thus, it is necessary to anchor the power of management staff on another site. In which places the leader in the ethical position of the Facilitator. The authority made in these terms that the young man will consent, rather than a subject languidly to her.
“It takes an adult to engage in orientation by a competent instrument, pragmatic and flexible elements that can each do their own work, has its own theme which is a way of working its symptom” .
The current youth bordering an ideal of completeness. If no division. Broken loop capable of sustaining the Other. That largely explains their lack of commitment at work and in any other meaningful activity.
The Leader as Facilitator should support the implication of this personal freshman through an accompanying need to listen as the main tool, and later called on to choose and accountable to those decisions.
It will be a leader who risked neglecting the role of responding to everything and is situated in the place of ignorance and the generation of questions in the novice employee. “For the offense is an enigma is that (…) be read as such by an adult.”
Even more: for this to work Leader shall not apply to the way of prescription. That is, not to take it only as a technique comparable to the Socratic.
To achieve the expected results and that the youth can be guided by the question rather than the answer itself will be the leader who has taken this to himself before. Specifically, no one is able to convey the passion for an activity if before was not questioned about it.
And along with this, today there are many adults who disbelieve, too, of authority and position themselves in the family environment more like brothers that as parents, unaware of the harmful effects on any subject that involves the lack of references, Ideally, sights or whatever assignment of. This suggests that barriers to interact with the authority tend to be repeated by young, making their symptoms through boredom, lack of desire and hard to enter and sustain in the workplace.
Preliminary
In this age of anxiety disorders, medications magic, dosing of serotonin, gagdets technological and deterioration in those venerable images guaranteed to some extent the reliance on a higher entity (government, Justice, Democracy, Padres, among others) Psychoanalysis has something to contribute.
And in the workplace where it is possible to understand this symptom contemporary youth to cope with it, be aware of their presence and why not to diminish their appearance.
It is good that the current leaders are given the opportunity to think there are other solutions that championed by those who are part of the problem and cause analysis.
Of cou
rse it’s a gamble. But it is known that risk-taking is a condition of existence for all leaders.
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