Cover image for Managing Generation X : how to bring out the best in young talent
Managing Generation X : how to bring out the best in young talent
Tulgan, Bruce.
Personal Author:
Revised and updated edition.
Publication Information:
New York : W.W. Norton, 2000.
Physical Description:
287 pages ; 21 cm
General Note:
Includes index.
Format :


Call Number
Material Type
Home Location
Item Holds
HF5549.2.U5 T85 2000 Adult Non-Fiction Central Closed Stacks

On Order



Managing Generation X explains Generation X to its employers. It tunes in to the free-agent mindset that has swept across the entire workforce and serves as the best source of information on a generation that is leaving an indelible mark on the culture of American business. GenXers' willingness to walk away from any unsatisfactory employment relationship launched the staffing crisis that plagues employers today--and has allowed them to become the most entrepreneurial generation in history. Managing Generation X shows employers how to tap this valuable, quirky labor pool. GenXers speak in verbatim interview narratives on almost every page, offering their firsthand experiences as well as concrete advice on how to manage them (and how not to). Through the clear lens of Managing Generation X, we can see the future of work and the workforce of the future.

Author Notes

Bruce Tulgan is founder and president of RainmakerThinking, Inc., a management training and consulting firm based in New Haven, Connecticut.

Reviews 2

Booklist Review

This is an update of Tulgan's 1995 guide to the new workforce, which he compiled when he left a Wall Street law firm to start his own consulting firm. Relying on interviews with 100 Gen X workers, he attempted to debunk stereotypes about these latest entrants into the job market. Tulgan, himself a member of Generation X, found that these employees are not "slackers" but, rather, are flexible, technologically savvy, and self-confident. He disputes misconceptions that they have short attention spans, are disloyal, and are unwilling to defer gratification. He then recommends management strategies that will optimize their skills and traits. Over the last five years, Tulgan has interviewed thousands more Xers, and he has fine-tuned his original observations. In 1995, he had Xers growing up watching images of themselves on The Brady Bunch and Mork and Mindy. Now he identifies Ally McBeal as their cultural influence. But the biggest change, as Tulgan notes, is that many in this age group are now in positions of management themselves or that they may even run companies of their own. --David Rouse

Choice Review

This new edition builds on Tulgan's 1995 book, incorporating information gathered from interviews with more than 1,500 young people to identify the best strategies for managing Generation X workers. This generation, born between 1963 and 1977, enjoys immediate input, wants to maintain independence, distrusts established institutions, and processes large amounts of information. The author describes the Xers and common misconceptions about them, how not to manage them, and how to incorporate this group of workers into organizations. To manage Generation Xers, Tulgan recommends encouraging meaningful contributions, providing easy access to information, leaving room for independence, and monitoring success. These conclusions are presented in a simple format; a one-line sound bite is followed by a brief explanation, with several quotes from the author's interviews following each sound bite. A related book covering more generations is Ron Zemke, Claire Raines, and Bob Filipczak's Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace (CH, Apr'00). This new edition contains more information on Xers as managers and the emergence of Generation Y--those born after 1977. The author, an Xer himself, manages a consulting and research firm, and his background is reflected in this practitioner-oriented book. Recommended for undergraduate and professional collections. G. E. Kaupins; Boise State University

Table of Contents

Forewordp. 9
Introduction: An Xer's Perspective on Management and the Workplacep. 17
1 Who Are These Xers?p. 37
2 Common Misconceptionsp. 57
3 How Not to Manage Generation Xp. 85
4 The Quest for Career Securityp. 135
5 Xers and Corporate Culturep. 159
6 Talking to Generation Xp. 205
7 Giving Them Space and Timep. 233
8 Bringing Out the Best in Generation Xp. 251
Conclusionp. 261
Afterwordp. 269
Acknowledgmentsp. 275
Indexp. 279