A few weeks ago, I heard an interesting tale about a bright management trainee working in a multinational company in Hong Kong, who after attending a team meeting, gave his manager feedback on how he conducted the meeting and suggestions for improvement. But the trainee made the mistake of copying everyone on the team in the e-mail. My guess is that the manager wasn't too thrilled.
I realise both sides may be speaking the same language, but the values and priorities behind each generation are so different. If I had the opportunity to speak to both parties this is what I would say.
To Generation Y (those born between 1978 and 1994) employees: You need to realise that the relationship you had with your professor at school is not the type of relationship you have with your boss. The dynamics are completely different. To your boss you are most likely a second set of hands to do the things they don't have time to do and their time would be better spent doing something that requires the skills and experience you don't have. To your professor, you were a product of their skills and achievement. So what impressed your professor in how smart and outspoken you are is not necessarily the way to gain favour with your boss.
Gen Y-ers, we know you have lots of ideas and want to make an impact. Prove that people should take you seriously by being excellent in what you do and being respectful and responsible in your relationships. How you convey the message is just as important as what the message is. Recognise the value of what experience brings to the table. Your boss may not be as computer savvy as you, but when it comes to navigating your way across the complex relationships within an organisation, such wisdom can only come through experience. Don't be dismissive of people who don't work at the same pace as you.
To managers of Gen Y employees: The acceptable standard of people management is getting higher because of the upbringing of the employees joining the workforce today. Gen Y-ers have been trained to ask questions, share their opinions, think for themselves and they are more tech savvy. There are many things they can do faster and better than you, but there is still much they can learn from you.
If there is one thing you need to get right as a Gen-Y manager, it's performance management. Gen Y-ers grew up in a more meritocratic system, so they expect a meritocratic system of 'pay for performance' in the workplace. This means that you don't get rewarded for effort, no matter how many weekends you gave up or stayed late unless it amounts to something of value. It also means that promotion is not on a first-come, first-served basis. Managers often hide behind these kinds of excuses to explain why people may not be getting the pay increase or promotion they desire.