Amazingly large number of organizations are getting ‘enlightened’ very fast basically because the ‘whys’ of the new generation make business sense. I wish to share a couple of insightful experiences.

The CEO of a very successful company insisted on inclusion of the details on all employees, who had prematurely left his company during the last 3 years in the pre-placement presentation (2008) for the business schools.

“That would raise a hornet’s nest! We may scare away some promising prospects” said a senior executive.

“I think, that’s a risk worth taking. I doubt if we are not a part of the attrition problem. We spend a lot of time, energy and money on our ‘attract-absorb-n- retain’ activities. I wonder if that’s a hidden strategy of HR to raise their importance, I am just joking. Today’s MBAs are pragmatic. Give them the details of exit interviews, answer all their questions frankly and let them judge. Those who come to us should come with wide open eyes and not blinded by vague attractions”

In another incident, I found CEO of a family firm facing a barrage of questions from employees during a pre-product launch meeting. This was a total change in someone, who a few years ago was a poor copy of ‘Neutron Jack’. She was a terror period.

“My compliments for the total transformation into a democratic leader” I said to her after the meeting.

“It’s a survival instinct. The business has grown so large and so complex and externalities are so chaotic. Twenty-four hours are not enough to grasp all aspects of even important projects and raise questions. You perhaps didn’t notice I was often in a learner’s mode. The session brought out two critical safety deficiencies in the product. If I had not listened to their questions, we would be soon facing losses due to recall and repair.

“Now, even if I have time and total grasp of a project, I would still hold an open house lest, my blind spots do not lead to blunders. I am convinced I am not infallible.”

This is indeed the dawn of ‘Q-age’.

what questions should a veteran member of staff & a young manager ask each other to make sure they don't face frequent challenges?

In addition to the excellent points you have outlined, organizations might consider the following:

1. Great ideas can emanate from anyone. A recognition that age and/or experience are not the only determinants for innovative suggestions or courses of action can dramatically infuse an organizational culture in which asking "Why" is a virtue and not a nuisance.

2. Empathy: Organizations also need to recognize that each individual is unique, with a different set of expectations, and a one-size-fits-all approach no longer works. We have found that empowering young people to take up responsibilities that are normally allocated to experienced executives creates a vitality that is often surprising. Patience is a pre-requisite and a tolerance for honest mistakes is critical. Career paths should ideally be worked out by the "Why" generation itself, as indeed by others as well. Measurable performance is best suited as a barometer for progression, while ensuring that "The Peter Principle" does not become operational in the process.

Warm Regards

I am a generation 'whY' guy and its natural for me to ask these questions because i am at this stage where i have to not only think about making my life beautiful but also take care of the triple bottom line... things were not so complicated a couple of decades ago. But now they are, hence we are in the midst of so much chaos that we try to achieve order in the chaos atleast within ourselves.

Hence if you/anyone can make me buy your story, you'll probably end up getting my ideas and ideas change the world.

~ Yash