After the initial shock of Junior Child moving back home we started to realize that this situation was not so bad. Our individual lives, which had expanded to include activities and friends that were not possible during the child rearing years, were not curtailed. We started to enjoy the company of our adult daughter and were able to offer help with cover letters and resume writing.
What I think is important to remember is that the twenty-somethings of the 60's weren't any different than us. They had the same advantages and disadvantages that we have -- I mean, minus iStuff. But they felt comfortable enough to get weird and be anti-establishment and fight for what they believed in. Why don't we?
Social entrepreneurs are an interesting and, in many respects, a hard-to-define breed. Their principles do not fit neatly into the predefined parameters that have been established in for-profit entrepreneurship or charitable organizations. These constantly evolving principles of social entrepreneurship include:
Selfies, to me, are narcissistic. There's no denying that. But they also show the world who I feel like I really am inside. I am a great selfie taker; I get all my best angles because I know to look for them. The photos I produce are ones I'm proud of. For me, selfies document my journey with my own self-acceptance.
Yes, the Millennial Generation. The generation born between 1982 to 2002 that has been mischaracterized by many employers as lazy, incompetent and entitled, is the same Generation that is the best prepared for the changing nature of work. The reality is that the demands of today's Millennial Generation are the same demands that enable their own survival. The Millennial Generation is merely being motivated by self interest and self protection given today's economic and social constraints.
In Canada, the average salary is expected to increase only 3.1 per cent in 2014. Various trends continue to replace straight-up salary increases, such as targeting top performers with bonuses and enhanced reward programs. In fact, this trend toward softer, intangible benefits from companies is exactly what we Canadians have been asking for.
They're in their twenties; they're hungry. They're coming for your office. They're "Millennials" and many will want to wear flip-flops to work, don't care about spelling, have zero discipline, and expect the keys to the C-Suite. Like it or not, managers have to find a way to help Gen Y. Here are a few techniques for mitigating millennial migration.
So many people are hiding these days behind their devices, using efficiency and speed as just one of the many excuses to avoid direct communication. I don't purport to be the Emily Post of digital etiquette, but the following are times when some form of more intimate and potentially interactive communication may be preferable to their smart phone or tablet equivalent.
The non-profit organization, just like the technology start-up with a disruptive, yet unproven, new innovation, must sell its vision as much as its financial model and its metrics for measuring impact. But by reducing organizational survival to a simple sales-pitch ignores the fundamental truth that not all organizations are created equally.
We were told we could have the world, and unsurprisingly, we're getting more than a little anxious out about the idea that we won't be so fortunate. To be frank, all we really want is for that ugly lie our high school guidance councillors told us in senior year "if you go to a good university and work hard, doors will open for you," to be true. But it's not.