Tag Archives: millennials

Pedal in the Peg

Pedal in the Peg was launched in 2015 as a pilot bike rental program with participating downtown hotels to support and promote cycling in the downtown.

Funded by the City of Winnipeg’s Active Transportation and supported by the Downtown Winnipeg BIZ’s

Transportation Committee, the program was modeled after successful bike rental programs established in cities across North America.

The program proved to be successful and this year will be offered from downtown businesses to guests,

customers, clients and/or employees, as well as to the general public.

The Downtown Winnipeg BIZ provides participating businesses with:

  • 1-4 Bicycles with baskets
  • Bike locks
  • Bike lights,
  • Helmets
  • Bike racks (if needed)
  • Monthly Bike maintenance

This year, hotels such as The Alt Hotel, Delta Winnipeg and Holiday Inn & Suites will be participating in the program with more businesses yet to be confirmed. Be sure to look out for the Pedal in the Peg launch and visit participating businesses to rent your bike this summer!

For more information about the Pedal in the Peg program, visit www.downtownwinnipegbiz.com.

10 reasons why your business needs a blog

Blogging is one of the best ways that a business can connect with their customers and increase revenue, so why aren’t more businesses investing in a content strategy?

Honestly: it’s because most people don’t see the value in blogging.

Content creation is often seen as a waste of money because it can be hard to connect the ROI of blogging to sales, but below we’ll go over a few key reasons why you should be rethinking blogging for your business, and why content creation should always be included in your digital marketing strategy:

Continue reading 10 reasons why your business needs a blog

Millennials’ life experience may mean more than work history

Good Work - Lisa Cefali
Good Work – Lisa Cefali

The Canada Winter Games held in Prince George, B.C. brought together a collection of Canada’s finest junior athletes across a multitude of platforms. Individual athletes and teams competed to attain personal bests and medals for their provincial organizations.
For some, the Games would bring them one step closer to possibly representing their country at the next Olympics.
From the start of the opening ceremonies, Prince George was electrified with excitement, pride, and positive energy that everyone could feel. Each training day and competitive event was evidence of the best of the best on display, but also of the many hours, determination and dedication needed to get to that point.
I was fortunate to attend the Games with the freestyle ski team. What struck me every day as we moved from Village to Mountain and back was the skill and attributes so many of these athletes shared. There were 2,500 young adults across over 20 sports – whom at some point had started out with a mere interest in sport which led to their journey toward competing at the Games.
Separate from the pack
These were not just your everyday teens and young adults. Well, these were definitely not the teens and young adults we’ve heard classified as reluctant to do anything but stay indoors and game or pass numerous hours online – or that seem entitled to have everything given to them.
They didn’t seem to have been directed by a hovering parent telling them what they should do every minute of every day. What I saw was a group of team and individual athletes who were also independent thinkers: who were focused and dedicated, and who understood that an investment of their time and effort would get them closer to reaching their goal.
I saw a group who understood that they had to eat and sleep well to support their training, train hard, take direction, and execute on advice from their coaches – who they believed did know more and had experience and knowledge to share.
As a group, these were the ones who now had gone beyond the “participation trophy” and knew that at the end of the day, there would be winners of medals, and disappointment and frustration for those who did not win – but they had already won the experience of a lifetime they could take with them.
I was among a group of kids who did not expect to win the gold medal after entering their first year, but knew that devoted training hours and a focused attitude would get them to the next level.
These individuals, a mixture of seasoned athletes and nervous first-timers, looked up to each other and admired each other’s talents and sport. Some were envious of each other and may have even been driven to exceed their own expectations.
As I passed my days among them, I thought of the comments often heard regarding the next generation of employees who are entering into the workforce. Issues of a lack of engagement, workers who do not have the commitment to do a little more to succeed, or who feel that after 12 months they are experts and should be rewarded with a raise or a promotion.
Those who are job-hopping because “they don’t like their manager” or that they simply do not have the patience to put in the time to excel in their role.
I considered the questions often asked: “how come we don’t have the strong work ethic amongst the newly hired that we have seen with the baby boomers and other generations?” Yet, as I saw these athletes compete in Prince George, it struck me – maybe here was the answer.
Perhaps it is time that every HR director and manager not only look at work experience and simply gloss over that section of the resume that presents involvement in sports and activities, but instead, bring the exploration of that experience to the forefront, and see how it will translate into the workplace. Maybe this generation just needs to be analyzed differently.
Hiring the best of the best is not about simply finding that one gold-medal-winning athlete, but finding the individuals who can perform at that high level, and have a great skill set that is ready to be transferred to a new role.
That type of talent, attitude and dedication is easily transferable. So, the next time you consider a millennial for an entry-level position, or perhaps a Gen X employee for that next promotion, rather than only focusing on their recent work-related accomplishments and experience, scroll down to the bottom of that resume, and really delve into their story.
By hiring someone who’s seen a few competitions, you bring on someone who knows what it means to want to win.
Lisa Cefali is the vice president of executive search with Legacy Bowes Group, where she uses her many years of business experience and assessment of emotional intelligence to uncover organizational insight and those attributes that provide the best fit for her clients with their strategic planning needs. Please feel free to contact her at lisa@legacybowes.com for your executive search, recruitment, coaching, and strategic planning needs.

When your impulses don’t match your income

Young Money - Vanessa Kunderman
Young Money – Vanessa Kunderman

Photo by Luiz Sousa

Millennials can be lauded for a lot of things. We are great at manipulating technology and we’ve pioneered a lot of new ideas in the business and creative worlds. But one of the biggest misconceptions we have is that we think we are entitled to certain luxuries.
An annual vacation outside the province is a must-have, and our mornings won’t start on the right foot until we snag our daily mochaccino. Once we land our first “real job” after two to four years of college, we tell ourselves anything to justify having a brand-new vehicle or really expensive apartment.
After all, we rode the bus for sooo long.
“I’d rather spend money on experiences than on things,” many a millennial will say – but this is such bologna.
So many of them drive new cars, have brand new phones, and spend money on things over experiences. We spend so much so frivolously, we actually struggle to recognize just how much we have.
Yes, our twenties are a time for self-discovery and exploration. But we can also be really stupid with our financial choices, ultimately setting ourselves up for a more difficult time later. It can take years to get ourselves out of a mistake we didn’t think twice about making in the first place.
According to The Principles of Psychology by William James, our habits are practically solidified once we turn 30. It becomes exceptionally hard to relearn or teach ourselves something new.
We need to stop lying to ourselves and take a long hard look in the mirror if we want to enact change. Once we realize we want a lot of things but don’t need them, we can make better choices.
Many millennials grew up having a lot – at least more than our parents had. For the sake of our financial habits, this is unfortunate. We’ve lost the drive to work at a reasonable pace for the things we want, then buying them when it makes financial sense. We want things now. Heck, we want things yesterday.
But it feels so good to save for something and buy it when we can afford it. There’s no stress in the back of our minds that our credit cards are getting out of control, and the pride we get when we really own something is hard to shake.
We need to curb the lustful distractions we feel when we really want something.
We need to take a cue from James and get a grasp on our desires soon. And quickly – before it’s too late.
Vanessa Kunderman writes every month on money issues facing millennials. Email her at: hello@vanessakunderman.com

How to engage your “entitled” millennial employee

Think Shift-Balaji Krishnamurthy
Think Shift-Balaji Krishnamurthy

Photo by The Next Web

If you don’t have any millennial employees today, you will soon.
Born between the early 1980s and the early 2000s, millennials will comprise the bulk of the workforce in 20 years. As a generation, millennials are accused of wanting everything given to them, which, some believe, has been.
They feel entitled to get a degree in a discipline with few employment opportunities, hang out in their parents’ basement, work as a barista at the local Starbucks, and post to Instagram from their iPhones, which are covered by their families’ plans. As Catherine Rampell of The Washington Post writes, “To some, this arrested development is evidence of a prolonged adolescence and a rejection of self-sufficiency, perhaps encouraged by indulgent helicopter parenting.”
The Great and Silent generations that have retired from the workforce found a loyal employer to whom they gave their working life. For these “one-company” professionals, engagement was essential.
The Baby Boomers and the Gen Xers realized there was no guaranteed employment; they had to guarantee employability for themselves. So, they devoted their working life to a career, albeit with different employers. For these “one-career” professionals, it was in their interest to be engaged and get the most from the job.
The millennials seem to centre their choices on a particular lifestyle. They choose a lifestyle and construct the necessary underpinnings of work, family, relationships, etc. to support it. Engagement in the job? Only to the extent that it supports my lifestyle!
In the “one-company” view of the world, employers could invoke John F. Kennedy’s language and encourage workers to “Ask not what your company can do for you, ask what you can do for your company.”
That rallying approach even worked in 1980 at Chrysler when Lee Iacocca returned from Washington with a loan to save the company, and as recently as 1995 when Lou Gerstner made a similar appeal to save “the greatest computer company in the world,” IBM. Can you imagine making that appeal today? How would your employees respond?
A culture of loyalty encourages going over and above the call of duty when the company needs you.
All cultural benefits have a shadow side weakness. In the case of loyalty, it can be entitlement. The employee argues that if he or she is expected to do something for the company when the company needs it, shouldn’t the employee expect the company to be there when he or she needs it? This sense of entitlement permeates loyalty-based cultures. When millennials enter into such an environment, they are more likely to grasp one side of the equation and not the other.
Why do the millennials not give as much?
Are they just takers? Not really. In fact, some say the millennials actually believe that they can “do well by doing good.” They were raised in a generation where doing good – good for people, good for the environment, good for the disadvantaged, good for different races, etc. – was in vogue. Their apathy toward corporate America stems from a different source.
Millennials entered the workforce just as the market crashed in 2008.
The recovery never trickled down to them. They don’t believe it ever will. Millennials have different utility associated with different resources. So, their utilitarian economics, if we may call it that, is very different from previous generations.
Whereas the previous generations were willing to readily give of their time in exchange for money, millennials find a very different balance in that equation. Whereas the previous generations had a lower discount factor for time value of money, millennials put less trust in long-term investments, and hence apply a high discount factor.
Whereas the previous generations respected their predecessors for their knowledge and experience even if telling them to modernize, millennials know that the non-digital previous generations are dinosaurs from whom they have little to learn. Finally, the millennials saw how their parents worked hard only to get nowhere, and the time they put in was just not worth it.
The millennials aren’t going to do that.
So how do you engage millenials?
You understand their lifestyle! Then attempt to not only see, but to advocate on behalf of, their point of view.
Dr. Balaji Krishnamurthy, chairman of Think Shift, is a veteran executive with more than 30 years of corporate experience. Time Magazine recognized him as one of 25 Global Business Influentials, and publications such as the Wall Street Journal have featured Balaji and his innovative concepts as representing a new genre of corporate leadership. Known for his innovative and thought-provoking ideas, Balaji works with CEOs to develop organic leadership through an intentional corporate culture.