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Stand back, all bosses! A new breed of American worker is about to attack everything you hold sacred: from giving orders to your 1)starched white shirt and tie. They are called, among other things, “2)millennials.” There are about 80 million of them, born between 1980 and 1995, and they’re rapidly taking over from the baby boomers who are now pushing 60.
They were raised by 3)doting parents who told them they were special, played in little leagues with no winners or losers, or all winners. They are laden with 4)trophies just for participating and they think your business-as-usual ethic is 5)for the birds.
6)Corporate America is so unnerved by all this that companies like Merrill Lynch, Ernst & Young, Disney and scores of others are hiring consultants to teach them how to deal with this generation that only takes “yes” for an answer. The workplace has become a psychological battlefield and the millennials 7)have the upper hand.
Just ask Marian Salzman, an ad agency executive at J. Walter Thompson, who has been managing and tracking millennials since they entered the workforce.
Salzman: Some of them are the greatest generation. They’re more hardworking. They have these tools to get things done. They are enormously clever and resourceful. Some of the others are absolutely 8)incorrigible. It’s their way or the highway. The rest of us are old, 9)redundant, should be retired. “How dare we come in?” Anyone over 30 not only can’t be trusted, can’t be counted upon to be, sort of, coherent.
Correspondent: Just take me through some of the dos and don’ts, and how you must speak to this generation of young workers.
Salzman: You do have to speak to them a little bit like a 10)therapist on television might speak to a patient. You can’t be harsh. You cannot tell them you’re disappointed in them. You can’t really ask them to live and breathe the company. Because they’re living and breathing themselves and that keeps them very busy.
Faced with new employees who want to roll into work with their iPods and 11)flip-flops around noon, but still be CEO by Friday, companies are realizing that the era of the12)buttoned-down 13)exec happy to have a job is as dead as the 14)three-Martini lunch.
Salzman: These young people will tell you what time their yoga class is and the day’s work will be organized around the fact that they have this commitment. So you actually envy them. How wonderful it is to be young and have your priorities so clear. The15)flip side of it is how awful it is to be managing the extension, sort of, of the teenage baby-sitting pool.
All of which has led, as you’d expect, to a whole new industry—or 16)epidemic—of consultants, experts, they 17)allege, in how to motivate, train and, yes, sometimes nanny the 18)extraterrestrials who’ve taken over the workplace.
Mary Crane, who once whipped up 19)soufflés for the White House, now offers crash courses for millennials in, well, the obvious.
Crane: It’s a 20)perfect storm we have created to put these people in a position where they suddenly have to perform as professionals and haven’t been trained. They have climbed Mount Everest. They’ve been down to 21)Machu Picchu to help 22)excavate it. But they’ve never 23)punched a time clock. They have no idea what it’s like to actually be in an office at nine o’clock, with people handing them work. And oh, by the way, possibly asking them to stay late in the evening, or their weekends.
Crane maintains that while this generation has extraordinary technical skills, childhoods filled with trophies and 24)adulation didn’t prepare them for the cold realities of work.
Crane: You now have a generation coming into the workplace that has grown up with the expectation that they will automatically win, and they’ll always be rewarded, even for just showing up.
Correspondent: To what extent are you having to tell the boomers, the bosses, the 50 to 60-year olds, “The people who got to change are you guys, not them?”
Crane: The boomers do need to hear the message, that they’re gonna have to start focusing more on coaching rather than bossing. If this generation in particular, you just tell them, “You got to do this. You got to do this. You got to do this.” They truly will walk. And every major law firm, every major company knows, this is the future.
It’s a future of sweet-talking bosses, no more “Pay your dues, just like I did.” If this generation knows anything, it’s that there are more jobs than young people to fill them.
所有的老板们靠后站吧！一批全新的美国员工将要对你们所珍视的一切事物发起冲击了：从你下的命令，到你那硬挺的白衬衫和领带，无一幸免。除此之外，他们还被称为是“千禧一代”。他们的人数有八千万之众，皆出生于1980至1995年间，并且他们正在快速地取代即将迈入60高龄的“婴儿潮一代”。
他们从小就倍受父母宠爱。父母亲总是告诉他们，他们生来就是与众不同的；在他们玩耍的小群体里，既没有赢家也没有输家，或者全部都是赢家。他们只要参加活动就能满载奖品而归，并认为你们那种常规的生意准则简直荒唐透顶。
整个公司美国对这代人的到来都如临大敌，很多大公司如美林证券、安永会计师事务所、迪士尼公司以及其它众多公司都专门聘请了顾问来教他们如何应对只接受肯定答案的这一代人。整个工作场所变成了心理战的战场，而“千禧一代”还占有优势。
让我们来听听玛丽安·萨尔斯曼的看法吧，她是智威汤逊广告公司的广告代理主管，从“千禧一代”进入工作间开始就负责他们的管理和跟踪研究工作。
萨尔斯曼：他们这代人里有些是最棒的人才。他们工作更加努力了。他们能利用各种各样的工具来完成工作。他们非常聪明有才智。但另一些则完全无药可救。要么就按他们的方法做，要么就走人。我们其他这些人都老了，多余了，早就该退休了。“我们这些人怎么敢指手画脚呢？”任何年过30的人不仅不能够信任，甚至都不能指望可以一起共事。
记者：能不能告诉我有哪些是可以做的，哪些是不能做的？还有你要怎样跟这一代的年轻员工交谈。
萨尔斯曼：你和他们说话的时候，确实要表现得有点像电视里的治疗专家对病人说话那样。你的口气不能太严厉。你不能告诉他们，你对他们很失望。你不能让他们为了公司而活，因为他们都是为了自己而活，这使得他们非常忙碌。
面对着这批希望能带着苹果iPod，穿着人字拖鞋下午才来上班，但指望着转眼就能做CEO的新员工，各公司都意识到，曾经主管们因为得到一份工作而欣喜若狂的那个时代已经同他们从容不迫地享受午餐时光一样，一去不复返了。
萨尔斯曼：这些年轻人会告诉你，他们什么时候要去上瑜珈课，而当天的工作也将要围绕着他们的这项活动来安排。所以实际上你会嫉妒他们。能够年轻并清楚什么事情有优先权是件多么棒的事情啊！不过反过来看，要照顾这越来越多的像总也长不大的青少年有多糟糕！
正如你意料中的那样，所有这一切带来了一个全新的行业——或者说风潮——顾问、专家，他们指导如何激励、培训并且，是的，有时还要看护这些占据了工作间的外星人们。
玛丽·克莱恩曾经是白宫的蛋奶酥制作师，现在为“千禧一代”提供速成课程，讲授一些显而易见的知识。
克莱恩：我们为这些人创造了一场惊涛骇浪，他们都是突然之间处于某种地位，需要他们表现得如同专业人员一般，但是他们却并未受过相关的培训。他们攀登过珠穆朗玛峰，他们也帮助挖掘过马丘比丘，但是他们从来没试过打卡上下班。他们对九点到办公室上班，与他人协作完成工作也是一无所知。并且，噢，顺便说一句，更别提要求他们在傍晚或者周末加班了。
克莱恩认为，虽然这一代人具有非凡的科技技术，然而由于他们在童年时期总是被战利品和溢美之词围绕着，所以他们并没有准备好面对工作中冷酷的现实面。
克莱恩：你现在面对的这一代人，他们前来工作，但是在他们的成长时期就期待自己能自动获得胜利，并且总能得到奖励，哪怕就只是因为露了个面就能得奖。
记者：你想对那些婴儿潮一代，那些老板，那些50到60岁的人说些什么呢？“需要改变的是你们这些人，不是他们？”
克莱恩：婴儿潮那一代确实需要听到这些信息，他们需要开始更加注意指导而不是发号施令。特别是对于这一代人，如果你只是对他们说：“你要做这个。你要做这个。你要做这个。”他们真的会辞职走人。所有的大律师事务所，所有的大公司都知道，这将是未来的趋势。
在未来，老板们的谈吐都将是和颜悦色的，再也不会有像“照我说的去做”这样的情况了。这代人只知道，还有更多的工作可以供他们去选择。
翻译：小狐
They were raised by 3)doting parents who told them they were special, played in little leagues with no winners or losers, or all winners. They are laden with 4)trophies just for participating and they think your business-as-usual ethic is 5)for the birds.
6)Corporate America is so unnerved by all this that companies like Merrill Lynch, Ernst & Young, Disney and scores of others are hiring consultants to teach them how to deal with this generation that only takes “yes” for an answer. The workplace has become a psychological battlefield and the millennials 7)have the upper hand.
Just ask Marian Salzman, an ad agency executive at J. Walter Thompson, who has been managing and tracking millennials since they entered the workforce.
Salzman: Some of them are the greatest generation. They’re more hardworking. They have these tools to get things done. They are enormously clever and resourceful. Some of the others are absolutely 8)incorrigible. It’s their way or the highway. The rest of us are old, 9)redundant, should be retired. “How dare we come in?” Anyone over 30 not only can’t be trusted, can’t be counted upon to be, sort of, coherent.
Correspondent: Just take me through some of the dos and don’ts, and how you must speak to this generation of young workers.
Salzman: You do have to speak to them a little bit like a 10)therapist on television might speak to a patient. You can’t be harsh. You cannot tell them you’re disappointed in them. You can’t really ask them to live and breathe the company. Because they’re living and breathing themselves and that keeps them very busy.
Faced with new employees who want to roll into work with their iPods and 11)flip-flops around noon, but still be CEO by Friday, companies are realizing that the era of the12)buttoned-down 13)exec happy to have a job is as dead as the 14)three-Martini lunch.
Salzman: These young people will tell you what time their yoga class is and the day’s work will be organized around the fact that they have this commitment. So you actually envy them. How wonderful it is to be young and have your priorities so clear. The15)flip side of it is how awful it is to be managing the extension, sort of, of the teenage baby-sitting pool.
All of which has led, as you’d expect, to a whole new industry—or 16)epidemic—of consultants, experts, they 17)allege, in how to motivate, train and, yes, sometimes nanny the 18)extraterrestrials who’ve taken over the workplace.
Mary Crane, who once whipped up 19)soufflés for the White House, now offers crash courses for millennials in, well, the obvious.
Crane: It’s a 20)perfect storm we have created to put these people in a position where they suddenly have to perform as professionals and haven’t been trained. They have climbed Mount Everest. They’ve been down to 21)Machu Picchu to help 22)excavate it. But they’ve never 23)punched a time clock. They have no idea what it’s like to actually be in an office at nine o’clock, with people handing them work. And oh, by the way, possibly asking them to stay late in the evening, or their weekends.
Crane maintains that while this generation has extraordinary technical skills, childhoods filled with trophies and 24)adulation didn’t prepare them for the cold realities of work.
Crane: You now have a generation coming into the workplace that has grown up with the expectation that they will automatically win, and they’ll always be rewarded, even for just showing up.
Correspondent: To what extent are you having to tell the boomers, the bosses, the 50 to 60-year olds, “The people who got to change are you guys, not them?”
Crane: The boomers do need to hear the message, that they’re gonna have to start focusing more on coaching rather than bossing. If this generation in particular, you just tell them, “You got to do this. You got to do this. You got to do this.” They truly will walk. And every major law firm, every major company knows, this is the future.
It’s a future of sweet-talking bosses, no more “Pay your dues, just like I did.” If this generation knows anything, it’s that there are more jobs than young people to fill them.
所有的老板们靠后站吧！一批全新的美国员工将要对你们所珍视的一切事物发起冲击了：从你下的命令，到你那硬挺的白衬衫和领带，无一幸免。除此之外，他们还被称为是“千禧一代”。他们的人数有八千万之众，皆出生于1980至1995年间，并且他们正在快速地取代即将迈入60高龄的“婴儿潮一代”。
他们从小就倍受父母宠爱。父母亲总是告诉他们，他们生来就是与众不同的；在他们玩耍的小群体里，既没有赢家也没有输家，或者全部都是赢家。他们只要参加活动就能满载奖品而归，并认为你们那种常规的生意准则简直荒唐透顶。
整个公司美国对这代人的到来都如临大敌，很多大公司如美林证券、安永会计师事务所、迪士尼公司以及其它众多公司都专门聘请了顾问来教他们如何应对只接受肯定答案的这一代人。整个工作场所变成了心理战的战场，而“千禧一代”还占有优势。
让我们来听听玛丽安·萨尔斯曼的看法吧，她是智威汤逊广告公司的广告代理主管，从“千禧一代”进入工作间开始就负责他们的管理和跟踪研究工作。
萨尔斯曼：他们这代人里有些是最棒的人才。他们工作更加努力了。他们能利用各种各样的工具来完成工作。他们非常聪明有才智。但另一些则完全无药可救。要么就按他们的方法做，要么就走人。我们其他这些人都老了，多余了，早就该退休了。“我们这些人怎么敢指手画脚呢？”任何年过30的人不仅不能够信任，甚至都不能指望可以一起共事。
记者：能不能告诉我有哪些是可以做的，哪些是不能做的？还有你要怎样跟这一代的年轻员工交谈。
萨尔斯曼：你和他们说话的时候，确实要表现得有点像电视里的治疗专家对病人说话那样。你的口气不能太严厉。你不能告诉他们，你对他们很失望。你不能让他们为了公司而活，因为他们都是为了自己而活，这使得他们非常忙碌。
面对着这批希望能带着苹果iPod，穿着人字拖鞋下午才来上班，但指望着转眼就能做CEO的新员工，各公司都意识到，曾经主管们因为得到一份工作而欣喜若狂的那个时代已经同他们从容不迫地享受午餐时光一样，一去不复返了。
萨尔斯曼：这些年轻人会告诉你，他们什么时候要去上瑜珈课，而当天的工作也将要围绕着他们的这项活动来安排。所以实际上你会嫉妒他们。能够年轻并清楚什么事情有优先权是件多么棒的事情啊！不过反过来看，要照顾这越来越多的像总也长不大的青少年有多糟糕！
正如你意料中的那样，所有这一切带来了一个全新的行业——或者说风潮——顾问、专家，他们指导如何激励、培训并且，是的，有时还要看护这些占据了工作间的外星人们。
玛丽·克莱恩曾经是白宫的蛋奶酥制作师，现在为“千禧一代”提供速成课程，讲授一些显而易见的知识。
克莱恩：我们为这些人创造了一场惊涛骇浪，他们都是突然之间处于某种地位，需要他们表现得如同专业人员一般，但是他们却并未受过相关的培训。他们攀登过珠穆朗玛峰，他们也帮助挖掘过马丘比丘，但是他们从来没试过打卡上下班。他们对九点到办公室上班，与他人协作完成工作也是一无所知。并且，噢，顺便说一句，更别提要求他们在傍晚或者周末加班了。
克莱恩认为，虽然这一代人具有非凡的科技技术，然而由于他们在童年时期总是被战利品和溢美之词围绕着，所以他们并没有准备好面对工作中冷酷的现实面。
克莱恩：你现在面对的这一代人，他们前来工作，但是在他们的成长时期就期待自己能自动获得胜利，并且总能得到奖励，哪怕就只是因为露了个面就能得奖。
记者：你想对那些婴儿潮一代，那些老板，那些50到60岁的人说些什么呢？“需要改变的是你们这些人，不是他们？”
克莱恩：婴儿潮那一代确实需要听到这些信息，他们需要开始更加注意指导而不是发号施令。特别是对于这一代人，如果你只是对他们说：“你要做这个。你要做这个。你要做这个。”他们真的会辞职走人。所有的大律师事务所，所有的大公司都知道，这将是未来的趋势。
在未来，老板们的谈吐都将是和颜悦色的，再也不会有像“照我说的去做”这样的情况了。这代人只知道，还有更多的工作可以供他们去选择。
翻译：小狐