What do you think?
Rate this book
Not Everyone Gets a Trophy: How to Manage the Millennials
Adapt your management methods to harness Millennial potential
Not Everyone Gets a Trophy: How to Manage the Millennials provides employers with a workable game plan for turning Millennials into the stellar workforce they have the potential to be. The culmination of over two decades of research, this book provides employers with a practical framework for engaging, developing, and retaining the new generation of employees. This new revised and updated edition expands the discussion to include the new 'second-wave' Millennials, those Tulgan refers to as 'Generation Z,' and explores the ways in which these methods and tactics are becoming increasingly critical in the face of the profoundly changing global workforce.
Baby Boomers are aging out and the newest generation is flowing in. Savvy employers are proactively harnessing the talent and potential these younger workers bring to the table. This audiobook shows how to become a savvy employer and. . .
Understand the generational shift occurring in the workplace
Recruit, motivate, engage, and retain the newest new young workforce
Discover best practices through proven strategies, case studies, and step-by-step instructions
Explore new research on the second-wave Millennials ('Generation Z') as well as continuing research on the first-wave Millennials ('Generation Y')
Teach Millennials how to manage themselves, help their managers manage them, and how to become new leaders themselves
It's not your imagination-Millennial workers are different, but that difference is shaped by the same forces that make potentially exceptional workers. Employers who can engage Millennials' passion and loyalty have great things ahead. Not Everyone Gets a Trophy is your handbook for building the next great workforce.
Not Everyone Gets a Trophy: How to Manage the Millennials provides employers with a workable game plan for turning Millennials into the stellar workforce they have the potential to be. The culmination of over two decades of research, this book provides employers with a practical framework for engaging, developing, and retaining the new generation of employees. This new revised and updated edition expands the discussion to include the new 'second-wave' Millennials, those Tulgan refers to as 'Generation Z,' and explores the ways in which these methods and tactics are becoming increasingly critical in the face of the profoundly changing global workforce.
Baby Boomers are aging out and the newest generation is flowing in. Savvy employers are proactively harnessing the talent and potential these younger workers bring to the table. This audiobook shows how to become a savvy employer and. . .
Understand the generational shift occurring in the workplace
Recruit, motivate, engage, and retain the newest new young workforce
Discover best practices through proven strategies, case studies, and step-by-step instructions
Explore new research on the second-wave Millennials ('Generation Z') as well as continuing research on the first-wave Millennials ('Generation Y')
Teach Millennials how to manage themselves, help their managers manage them, and how to become new leaders themselves
It's not your imagination-Millennial workers are different, but that difference is shaped by the same forces that make potentially exceptional workers. Employers who can engage Millennials' passion and loyalty have great things ahead. Not Everyone Gets a Trophy is your handbook for building the next great workforce.
- GenresLeadershipNonfiction
Audiobook
First published January 19, 2016
50 people are currently reading
189 people want to read
About the author
Bruce Tulgan
43 books41 followersBruce Tulgan is internationally recognized as the leading expert on young people in the workplace and one of the leading experts on leadership and management. Bruce is a best-selling author, an adviser to business leaders all over the world, and a sought-after keynote speaker and management trainer.
Since 1995, Bruce has worked with tens of thousands of leaders and managers in hundreds of organizations ranging from Aetna to Wal-Mart; from the Army to the YMCA. In recent years, Bruce was named by Management Today as one of the few contemporary figures to stand out as a “management guru” and he was named to the 2009 Thinkers 50 Rising Star.
On August 13, 2009, Bruce was honored to accept Toastmasters International’s most prestigious honor, the Golden Gavel. This honor is annually presented to a single person who represents excellence in the fields of communication and leadership. Past winners have included Stephen Covey, Zig Ziglar, Deepak Chopra, Tony Robbins, Ken Blanchard, Tom Peters, Art Linkletter, Dr. Joyce Brothers, and Walter Cronkite.
Bruce’s newest book is IT’S OKAY TO MANAGE YOUR BOSS (Jossey-Bass, September 14, 2010). He is also the author of the recent best-seller IT’S OKAY TO BE THE BOSS (HarperCollins, 2007) and the classic MANAGING GENERATION X (W.W. Norton, 2000; first published in 1995). Bruce’s other books include WINNING THE TALENT WARS (W.W. Norton, 2001), which received widespread acclaim from Fortune 500 CEOs and business journalists; the best-seller FAST FEEDBACK (HRD Press, 1998); NOT EVERYONE GETS A TROPHY: HOW TO MANAGE GENERATION Y (Jossey-Bass, 2009); and MANAGING THE GENERATION MIX (HRD Press, 2006). Many of Bruce’s works have been published around the world in foreign editions.
Bruce’s writing appears regularly in human resources, staffing and management journals, including a new regular column in TRAINING magazine called ‘Sticky Notes’ and a regular column in the New York Enterprise Report. His writing has also appeared in dozens of magazines and newspapers such as the Harvard Business Review, BusinessWeek, HR Magazine, the New York Times, the Los Angeles Times, and USA Today. As well, his work has been the subject of thousands of news stories around the world.
Before founding RainmakerThinking in 1993, Bruce practiced law at the Wall Street firm of Carter, Ledyard & Milburn. He graduated with high honors from Amherst College, received his law degree from the New York University School of Law, and is still a member of the Bar in Massachusetts and New York. Bruce continues his lifelong study of Okinawan Uechi Ryu Karate Do and holds a fifth degree black belt. He lives in New Haven, Connecticut with his wife Debby Applegate, Ph.D., who won the 2007 Pulitzer Prize for Biography for her book THE MOST FAMOUS MAN IN AMERICA: THE BIOGRAPHY OF HENRY WARD BEECHER (Doubleday, 2006).
Since 1995, Bruce has worked with tens of thousands of leaders and managers in hundreds of organizations ranging from Aetna to Wal-Mart; from the Army to the YMCA. In recent years, Bruce was named by Management Today as one of the few contemporary figures to stand out as a “management guru” and he was named to the 2009 Thinkers 50 Rising Star.
On August 13, 2009, Bruce was honored to accept Toastmasters International’s most prestigious honor, the Golden Gavel. This honor is annually presented to a single person who represents excellence in the fields of communication and leadership. Past winners have included Stephen Covey, Zig Ziglar, Deepak Chopra, Tony Robbins, Ken Blanchard, Tom Peters, Art Linkletter, Dr. Joyce Brothers, and Walter Cronkite.
Bruce’s newest book is IT’S OKAY TO MANAGE YOUR BOSS (Jossey-Bass, September 14, 2010). He is also the author of the recent best-seller IT’S OKAY TO BE THE BOSS (HarperCollins, 2007) and the classic MANAGING GENERATION X (W.W. Norton, 2000; first published in 1995). Bruce’s other books include WINNING THE TALENT WARS (W.W. Norton, 2001), which received widespread acclaim from Fortune 500 CEOs and business journalists; the best-seller FAST FEEDBACK (HRD Press, 1998); NOT EVERYONE GETS A TROPHY: HOW TO MANAGE GENERATION Y (Jossey-Bass, 2009); and MANAGING THE GENERATION MIX (HRD Press, 2006). Many of Bruce’s works have been published around the world in foreign editions.
Bruce’s writing appears regularly in human resources, staffing and management journals, including a new regular column in TRAINING magazine called ‘Sticky Notes’ and a regular column in the New York Enterprise Report. His writing has also appeared in dozens of magazines and newspapers such as the Harvard Business Review, BusinessWeek, HR Magazine, the New York Times, the Los Angeles Times, and USA Today. As well, his work has been the subject of thousands of news stories around the world.
Before founding RainmakerThinking in 1993, Bruce practiced law at the Wall Street firm of Carter, Ledyard & Milburn. He graduated with high honors from Amherst College, received his law degree from the New York University School of Law, and is still a member of the Bar in Massachusetts and New York. Bruce continues his lifelong study of Okinawan Uechi Ryu Karate Do and holds a fifth degree black belt. He lives in New Haven, Connecticut with his wife Debby Applegate, Ph.D., who won the 2007 Pulitzer Prize for Biography for her book THE MOST FAMOUS MAN IN AMERICA: THE BIOGRAPHY OF HENRY WARD BEECHER (Doubleday, 2006).
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 7 of 7 reviews
December 4, 2018
I decided to read this book after deciding I should put a positive spin on my energy instead of constantly getting frustrated and irritated with the Millennials I help manage.
While I don't 100% agree with many of the approaches and suggestions, I was constantly having to remind myself that Millennials are here to stay. I can't beat them, can't join them, but at least I can work to understand them and hopefully develop a way to work with them. I also hope to review my notes and put together a short teaching session for my coworkers since we're all in the same boat in a sea of Millennials.
Some of the examples/quotes listed in the book were pretty unbelievable, but I'm not surprised. Such as an example of a Millennial giving a bill to his college instructor for the classes she missed; he wanted a refund for those days.
While still a little frustrating and having thoughts like, "Really? Its come to where it needs to be this ridiculous?" I did find the book insightful and felt it a glimpse into the Millennial psyche.
While I don't 100% agree with many of the approaches and suggestions, I was constantly having to remind myself that Millennials are here to stay. I can't beat them, can't join them, but at least I can work to understand them and hopefully develop a way to work with them. I also hope to review my notes and put together a short teaching session for my coworkers since we're all in the same boat in a sea of Millennials.
Some of the examples/quotes listed in the book were pretty unbelievable, but I'm not surprised. Such as an example of a Millennial giving a bill to his college instructor for the classes she missed; he wanted a refund for those days.
While still a little frustrating and having thoughts like, "Really? Its come to where it needs to be this ridiculous?" I did find the book insightful and felt it a glimpse into the Millennial psyche.
April 26, 2022
Not Everyone Gets A Trophy, by Bruce Tulgan, is insightful and recognisable as a millennial myself. A must read for people leaders, millennials and everyone else who has to deal with the younger generations at work.
My key takeaways:
Ask questions, challenge, and partner up with millennials to succeed together. Make conditions and exceptions clear to all and do not hand out 'trophies' to those who has for them without actually having achieved anything remarkable. Many millennials are raised with helicopter parenting and are just used to ask for anything they want, and quite often also to get it. Organise for success with millennials at work by listening to needs, wants, and by rewarding achievements.
My key takeaways:
Ask questions, challenge, and partner up with millennials to succeed together. Make conditions and exceptions clear to all and do not hand out 'trophies' to those who has for them without actually having achieved anything remarkable. Many millennials are raised with helicopter parenting and are just used to ask for anything they want, and quite often also to get it. Organise for success with millennials at work by listening to needs, wants, and by rewarding achievements.
November 26, 2018
I read this book with an open mind. There was a different approach/theory/philosophy here I thought going in than other sources I've read, mostly articles re: managing Millennials.
Most other sources talked about Millennials mostly being self sufficient wanting to work independently, flex hours, liking to make their own structures/work balance etc. Also I have first hand accounts of various experiences from others of my age that work with Millennials as well that have been relayed to me so I guess that is sort of empirical data but data nonetheless and it lines up with what I read previously and not in this book. Spoilers if you can call them that/follow.
The author makes a lot of points about how Millennials are important to the workforce because of the size of the generation--plus all their alleged skills like multi-tasking--no further comment there.
One of his theories for managers is to closely manage Millennials sort of providing structured training and then work assignments like school with a carrot theory best performers best assignments most days off etc. --which I thought (specifically close watch management) this was not something Gen Y/Millennials would be happy with bordering on micromanagement v. the desire to work independently, going against set formats and making their own independent study courses, gap years, etc. In general it seems counter-intuitive.
The author also states that Millennials will not respect a chain of command but will leap frog up the chain of command to address/and or to work with whoever they think is worthy and may further their own career -- and I was sort of buying this theory and until I compared and contrasted it with author's citing of the U.S. Marines as one of the best trainers and re-tainers of Millennials.
Big discrepancy here with examples and theories being touted in different parts of the same book.
Chain of command is essential to the Marines/armed forces for many reasons I will not attempt to recite here. This author's indirect theory/or using this example if applied does not make sense in the real world.
For example, if he/she Millennial would intentionally not obey the chain or command and purposely go around a direct commanding officer and up the chain of command would not only be ill advised but paraphrasing here a former Marine I told this all to--"this person would have a death wish." And so there you go. Don't recommend.
Most other sources talked about Millennials mostly being self sufficient wanting to work independently, flex hours, liking to make their own structures/work balance etc. Also I have first hand accounts of various experiences from others of my age that work with Millennials as well that have been relayed to me so I guess that is sort of empirical data but data nonetheless and it lines up with what I read previously and not in this book. Spoilers if you can call them that/follow.
The author makes a lot of points about how Millennials are important to the workforce because of the size of the generation--plus all their alleged skills like multi-tasking--no further comment there.
One of his theories for managers is to closely manage Millennials sort of providing structured training and then work assignments like school with a carrot theory best performers best assignments most days off etc. --which I thought (specifically close watch management) this was not something Gen Y/Millennials would be happy with bordering on micromanagement v. the desire to work independently, going against set formats and making their own independent study courses, gap years, etc. In general it seems counter-intuitive.
The author also states that Millennials will not respect a chain of command but will leap frog up the chain of command to address/and or to work with whoever they think is worthy and may further their own career -- and I was sort of buying this theory and until I compared and contrasted it with author's citing of the U.S. Marines as one of the best trainers and re-tainers of Millennials.
Big discrepancy here with examples and theories being touted in different parts of the same book.
Chain of command is essential to the Marines/armed forces for many reasons I will not attempt to recite here. This author's indirect theory/or using this example if applied does not make sense in the real world.
For example, if he/she Millennial would intentionally not obey the chain or command and purposely go around a direct commanding officer and up the chain of command would not only be ill advised but paraphrasing here a former Marine I told this all to--"this person would have a death wish." And so there you go. Don't recommend.
This entire review has been hidden because of spoilers.
January 11, 2021
Everyone read the first chapter! I found this book insightful and would definitely recommend to managers however I have two stars because I found sections repetitive and ended up skimming most of the book. I am a millennial and don’t currently manage anyone so that could be a factor however I did LOVE the first chapter. Offers really good insights on how to think about millennials in respect to the workplace given the environment they grew up in - really made me think about my work style, why it’s that way and how I can improve.
November 26, 2017
Great book on leading Milliennials
As someone who is a so-called first phase Millennial who has the privilege to manage and lead a team of second phase Millennials, I had numerous questions coming into this book. Every chapter was practical and filled with examples and to-dos meant to help lead and manage individuals from this generation. Exactly what I needed—a great and easy read on how to lead and manage Millennials.
As someone who is a so-called first phase Millennial who has the privilege to manage and lead a team of second phase Millennials, I had numerous questions coming into this book. Every chapter was practical and filled with examples and to-dos meant to help lead and manage individuals from this generation. Exactly what I needed—a great and easy read on how to lead and manage Millennials.
February 10, 2020
Further suggestions on how to work with peers and recognizing what may be unique to them versus your own inclinations
October 31, 2020
Lots of people are expecting trophies.
Displaying 1 - 7 of 7 reviews