Michael Lissack
Such mismatches between purpose and identity may have been tol- erated by the Joseph Woodlands of the 1950s, but they are not so easily tolerated by today’s workforce. Without alignment, it is too easy for this generation to take a pass on the definitions of others and a demand that they fit themselves in. They believe they’re entitled to purposeful work that aligns with their values, provides growth opportunities, and allows for meaningful contribution. Corey Thomas, a senior at Vanderbilt University in Nashville, ex- pressed this sentiment years ago, and it has only intensified since:
“My mother tells me to no end that she thinks I’m self-centered in my job hunt. But the way I see it is that while I want a company that’s good for me, I truly believe that if I don’t perform they’ll get rid of me in a heartbeat. My dad worked for Sears for 19 years as a security guard, and then he was laid off. I have to position myself so I can constantly watch out for myself. I have to be self-serving.”
Jon Bond, chairman of a New York ad agency, observed the shift in candidate attitudes:
“People used to do anything to get a job. A couple years ago a guy came in and stenciled every square of toilet paper with the words, ‘I’m willing to start at the bottom.’ Another guy sent me a plastic mannequin’s leg with a note that said, ‘Now that I’ve got my foot in the door, check out my resume.’ Today everyone thinks they’re entitled to a job. Last week a woman we didn’t hire sent me a note letting me know she was hired elsewhere. The note read: ‘You lose.’”
This dynamic has intensified further in today’s talent marketplace. Organizations now actively showcase their purpose, values, and culture
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