According to the book description of Stuck
in the Middle: A Generation X View of Talent Management, “Part of making things happen in your career,
as a company or as an individual, is taking a hard look at things and saying, "These are my flaws. These are my shortcomings.
These are my self-defeating actions where I've shot my success in the foot." Any person or company who says they've never
done those things is hindering their success, ruining their achievement, and unwittingly keeping themselves stuck in the middle.
The unwillingness to do a hard current state assessment is a barrier between getting what you want and continuing to lack
what you need. Finding that progress gap is the secret ingredient in the magic formula for understanding what it is that you
need (not necessarily what you want) and then taking the steps to get that result (which leads to what you want).
According to the book description of
Generation X Approved - Top 20
Keys to Effective Leadership,
"Leaders aren't born
they are made. And they are made just
like anything else, through hard work.
And that's the price we'll have to pay
to achieve that goal, or any goal.
-Vince Lombardi As Generation X
managers and executives are now tasked
with running companies, there is a
fundamental and critical component of
business that they cannot push off or
delegate and expect that someone else
will have it covered-LEADERSHIP. And
at its core, leadership is about one
thing and one thing only-connecting
with people. In corporate America,
executives often forget that their
objective is not only to manage the
company processes, or to supervise the
production of widgets or services.
Equally important (if not more so),
they must lead, hire and retain the
people all organizations need to
become or remain a successful
enterprise. Another challenge for
emerging Generation X leaders is to do
more with less, which often means
developing a more productive
workforce. Complicating this is that
as leaders they must direct and
inspire people that have different
generational values. A successful 21st
century leader must be able to guide
not only their Generation X peers but
also the newly emerging Generation Y
employees through difficult business