Speaking of managerial entitlement, the headline reads “A Rude Awakening Is Ahead for Young Employees.” The publication is, predictably, The Wall Street Journal (7/5/2022 edition). The author is Daniel E. Greenleaf, whose credentials read “President and CEO of Modivcare, a healthcare services company based in Colorado,” but which should include his position in the Entitled Manager Hit Parade.

Greenleaf’s thesis, such as it is, is that the young employees who entered the workforce during the economic expansion that began in 2009 had better grit their teeth and prepare for the demise of managers who care about creating a positive, encouraging, supportive work environment.

That isn’t, of course, how he put it, but Greenleaf makes his disinterest in such things clear. His sigh of relief that he can stop pretending to consider these matters his responsibility as a leader is almost audible.

And I quote: Younger employees – not all, but many – will need to make more realistic demands of the workplace.”

In addition to wondering what fraction of the workforce is represented by “many,” it’s worth pointing out that in this case, Greenleaf has the authority to determine which demands are “realistic” – “unrealistic demands” are whichever ones he doesn’t like.

He gives us a hint of his own sense of entitlement in his complaints about the hot job market’s impact: We found less loyalty among technical staffers, who often jumped employers for a slight increase in salary or a change of scenery.

Greenleaf doesn’t explain what, exactly, constitutes either “slight” or “scenery.” My guess is that a slight increase in salary is one that keeps employees whole with respect to inflation, while “change of scenery” translates to managers who treat employees with respect.

But wait! There’s more! Over and over, Greenleaf bemoans the lack of employee loyalty that characterizes the current crop of younger workers. What’s nowhere to be found is so much as a hint that, as CEO, he is responsible for crafting a work environment that encourages loyalty – that if he wants employees to be loyal he first needs to be loyal to them.

Greenleaf’s personal experience, he says, along with that of unnamed “fellow CEOs,” is that recruiting and retaining employees who want to learn and grow on the job and then stay long-term is hard. His certain knowledge of the subject isn’t, though, entirely plausible. It’s his company’s managers who are having the experience he relates as his own. Unless, that is, he personally interviewed and regularly interacts with the 20,000 or so employees who work in his company, and personally conducts exit interviews with those who choose to depart.

Nonetheless, Greenleaf’s reported experience mirrors what my own sources tell me, which is that his experience is widespread: As with other marketplaces, the labor marketplace is subject to the law of supply and demand.

In non-labor marketplaces, supply and demand are balanced by price. And in these non-labor marketplaces, price has an intangible component, namely, how well or poorly a company treats its customers.

The labor marketplace is parallel. The current, diminished supply of labor means we should expect the price companies have to pay for it to be on the increase. And the price to be paid for labor also has its intangible components.

Want a committed, loyal workforce?

Given that Greenleaf’s own compensation is more than $3.5 million, it’s clear that his own loyalty has been bought and paid for by Modivcare’s board of directors. If he wants a workforce that displays a commensurate level of loyalty and commitment he can either wait for his hoped-for recession, which, he predicts, will fix the situation for him, or he can pay the price … tangible and intangible … for the workforce he wants.

Doing so would provide the additional benefit of recession-proofing his workforce as well.

Bob’s last word: Entirely left out of Greenleaf’s commentary is that the most important workforce shortage businesses face is one they’ve faced for just short of forever. That’s the shortage of truly outstanding employees. And while reliable metrics are hard to define and harder to find, based on my own experience and conversations with lots of managers the best employees are easily 10 times more effective than average ones.

And no matter how you slice and dice the numbers, no more than one tenth of the workforce will ever be in the top ten percent.

Which means that offering double the tangible compensation your competitors pay for talent, coupled with the intangible compensation of a healthy work environment, is a terrific investment.

Bob’s sales pitch: I wrote Keep the Joint Running: A Manifesto for 21^st Century Information Technology to provide a core set of principles for running a first-rate IT organization.

Of its 13 principles, the last is the most important and relevant to this week’s column. It’s that Every employee is irreplaceable. The best leaders understand this principle and embrace it. The other twelve principles are pretty useful as well.

Now showing on CIO.com: “A CIO’s guide to guiding business change.” Why you should read it: As CIOs re-think IT’s role in the enterprise, leading or facilitating business change is central to the conversation. Here’s one way IT can and should regain center stage.

When I was a teenager, many households had to add a phone line because my fellow teens and I spent so much time talking to each other in the evenings.

Housewives stereotypically (we are talking about stereotypes) spent hours during the day gossiping with friends over the phone.

Now that we’re old enough that geezing is becoming a hobby, we know deep in our bones that the ETG (embedded technology generation, aka Generation Z, Digital Natives, or iGeneration) are unhealthily glued to their smartphone screens, which is leading to the deep and distressing decay of our society.

Because nothing encourages self-righteous indignation so much as guilty equivalence.

Meanwhile, in another part of Equivalencytown, back in the ’60s the youth of America expressed their distrust of the government by dressing funny and participating in protest marches. That’s in contrast to the Tea Party of the late ‘2000s, whose members (the same generation only older) expressed their distrust of the government by dressing funny and participating in protest marches.

And before you go there, don’t: The January 6th insurrectionists had no equivalency other than the dressing funny part. And anyway they have nothing to do with this week’s topic, which is about recruiting, hiring, leading, and promoting members of the ETG.

From what I’ve been reading, this is hard to do, because [insert negative ETG stereotype here].

Maybe I’m missing something. It’s entirely possible, because I’m not hiring anyone any more. On the other hand …

A favorite ETG stereotype is that its members are “entitled.” What do they feel they’re entitled to? Stuff they want but haven’t earned.

For example?

Here’s something. From what I’ve seen, heard of, read, and imagined your typical ETGers think they’re entitled to pleasant working conditions, supportive leadership, compensation for 100% of the time they’re on the clock, and the sense that what they do for a living contributes to something important.

Maybe this is unreasonable and entitled. On the other hand, the stats say about half of working adults have left at least one job because they figure getting away from their manager will improve their lives. It appears there’s a lot of entitlement going around.

Jumping to the punchline, you can expect lots of ETGers to prefer the gig economy and remote work to traditional employment, because it puts them in better control of their financial situation and working environment. Gig work is also, in their eyes, a more honest account of their relationship with their clients – arm’s length, transactional, and with loyalty limited to pay they receive.

Think of it as the level of patriotism you’d find in a mercenary army.

So if your workforce is underpopulated and you’re having trouble finding people, look to contractors whose responsibilities can be handled remotely as an alternative to traditional recruiting.

Meanwhile, to the extent a contractor/client relationship with your workforce isn’t a satisfactory solution, the supply side of the equation isn’t likely to improve very much, at least not in the short term. The math of it says f = c + r – d, where f, your future workforce population, is equal to c, the current population, plus r, the number of new workforce recruits, minus d, the number of defections.

Yes, I know, and I’m sorry (no, I’m not). I’ve asked you to wade through what really is the day-before-yesterday’s news: reducing undesired employee attrition by making sure you provide a great place to work is as good an investment in your organization as you’re likely to find.

It looks like, in this respect at least, the future is going to look a lot like the present only more so.

Bob’s last word: I was tempted to provide a bulleted list of concrete steps you can take to reduce undesired attrition. I decided against it, on the grounds that the KJR community doesn’t need one.

If you do need help getting to the starting gate, try this: start by removing everything that makes employees’ working environments unpleasant.

Bob’s sales pitch: It’s summer! Time for some light reading. And what could be lighter than the novel Dave Kaiser and I wrote … inspired by a true story! … about a woman who was killed by an elephant in Wisconsin Rapids, Wisconsin.

It’s titled The Moral Hazard of Lime Daquiris, and, no, it isn’t one of those business theories that’s packaged into a novel so as to slip the author’s ideas into a digestible form.

It’s just light reading. I’m pretty sure you’ll enjoy it.

Now playing on CIO.com: The Edison Ratio: What business and IT leaders get wrong about innovation.

They get (and brag about) their responsibility for the 1% inspiration but often miss the remaining 99% of what’s needed.