Developing the next generation of leaders.

After years of downsizing, restructuring and re-engineering, the myth of job security is dead. Instead, the traditional long-term employer-employee bond has morphed into a short-term transactional relationship.

Now there are powerful demographic forces underway that will cement the "Generational Shift" in the numbers, norms and values of the workplace. Four generations are jostling for position as we all work together through the most profound changes since the Industrial Revolution.

The Silent Generation--the 10 percent of the workforce born before 1946--is beginning their gradual exit from the workforce. They take with them vast amounts of skill, knowledge, and wisdom, as two experienced workers exit the workforce for every new one over the next 10 years. Meanwhile, the Baby Boomers--the 46 percent born between 1946 and 1964--are becoming the aging workforce. Every day 10,000 Baby Boomers turn 55 years of age. Soon huge cadres of aging workers, many with significant power in organizations, will reach advanced life stages. They will need, and demand, more flexible work conditions. Boomers feel they've paid their dues and climbed the ladder according to the old roles and now are ready to reinvent aging and retirement.

Are those of the younger generations, Generation X and now Generation Y, ready to take up the mantel of leadership? Are the Silents and Boomers ready to mentor the younger generations?

Over the next several years, Generation X (the 29 percent born between 1965 and 1977) and Generation Y (those born 1978 and later and who already make up 15 percent of the workforce) will become the dominant players in the prime age workforce. As they do, they will usher out the final vestiges of the old-fashioned workplace values and norms and finish the workplace revolution. Already Generation Xers are moving into positions of supervisory responsibility. At the same time Generation Y is emerging in force in the changing workplace, demonstrating new attitudes and behaviors regarding work and career. Generation Y is already teaching us that, in the real new economy, high performance is going to require high maintenance, every step of the way.

How will today's leaders develop the new leaders of tomorrow? They will:

* Let go of their disappointment/frustration and use the changing norms and values of the workplace to chive performance,

* Marshal the guts and make the time to take charge.

* Become highly knowledgeable about every direct report and his/her work.

* Become highly engaged, spending more time with every direct report in clear focused conversations every day (or every other day or once a week) to spell out expectations, remind people about standard operating procedures and other requirements, talk about to-do-lists, and clarify concrete goals, deadlines, and guidelines.

* Take notes in writing every step of the way.

* Hold every person accountable every day.

* Deal with performance problems immediately and effectively.

* Position yourself as the manager who can do more for people and use that leverage to drive performance.

* Reward performance and nothing else.

Bruce Tulgan is the founder of RainmakerThinking Inc. Drawing upon more than 10 years of research, he has written numerous books and is a featured speaker at the upcoming ABA National Conference for Community Bankers, February 20-23, 2005. Tulgan can be reached at brucet@rainmaker thinking.com. More information about the conference is available at http://www,abacom/Conferences+ and+Education/CBC_NCCB.html.