The Workplace Challenges for the Millennia – Part 1 (Esp. Start-Ups) 

When I started writing this blog post I discovered that there were many moving parts to it and since I needed to write on several of them, I decided to develop these into a series of posts. This is Part I in the series. Any comments are welcome. The overall focus of these posts is on the careers and workplace challenges faced by the millennials.

So, what do you do when you hit a brick wall in your career?  In the last few months I have had the opportunity to speak to many people in my age bracket about their careers for diverse reasons. Many of them told me about the various shifts that are affecting their careers right now. Most such conversations were related to something or someone trying to pull them down and blocking them from having a rewarding career either at their current or past workplace.

Why does that happen? Before we get into that discussion, let us first think about what people search for in a career nowadays.  We all must have seen articles speaking about the distinct characteristics of the millennials at work. It is said that they differ from earlier generations on characteristics like stability, taking of risk, seeking change, in their purpose and balance at work and in life in general.

So what do the millennials want to achieve in their careers before they hit 40? To me, it seems that no one in the whole job spectrum, from start-ups to large multinational corporations (MNCs) truly invests in individualised development plans for their team members. They therefore lose a great opportunity to understand how investment in personal and professional development for millennials can help to build your culture, promote your brand and drive effective results. Obviously this is not an easy undertaking. Clear understanding and acting on investment in order to develop a professional requires a lot of planning and monies. The immediate problem is not the lack of interventions but the lack of allocation of resources in the business planning and management. Many start-ups will not invest in executive development until and unless they receive required funding. Often, people will talk about fresh processes and perspectives that are disruptive as relates to enterprise and project management but there is not enough talk about fresh perspectives over the recruitment process, onboarding, etc.

So, in my view, here are five things that the millennials want at their workplace before they hit 40:

  1. Learning and training– It is easy to dismiss this subject by saying that learning is available everywhere; i.e. on the job, through peers or in the company of highly successful CEOs but a lot more than that is necessary. Learning is a long-term requirement that the individual aspires for now and in future. Unfortunately for some millennials, the introduction of post graduate programs has created a sense of insignificance and inadequacy.  This has resulted in low self-esteem and over-reliability on others when it comes to taking initiative or responsibility.  Learning and training should be progressive. This will make it possible for millennials to create their brand when they hit 40 and can lead them to be experts eventually. Further, they will be encouraged to mentor the young in future. So how does this take place? It is not an easy route. It obviously requires self-exploration, exposure and a basic idea of the purpose in one’s life.  This therefore, is exactly the point of creating assets in your organisation. The best gift that you can give to your organisation and to your professional team is to invest in their career development.
  2. Change – This is not to be misconstrued as change of organisation, after all people just change people and not the buildings where they work. More and more young people are seeking change in their job roles or departments or teams. This is not because they have mastered it all but it boils down to them searching for something that brings them closer to what they want to do eventually. Change sometimes also represents the need for growth in the level and shape of challenges they want to take. I cannot emphasis enough caution for the start-ups to understand that the team members will outgrow their roles faster than they can anticipate and hence the need to have a clear plan of growth and change in the organisation.
  3. The Boss – This is a critical area that is generally not discussed since many bosses tend to (consciously or otherwise) use their powers to instil fear among team members. If you are a boss reading this you will know what I mean. Deep down you are aware of the power game that you play while ignoring the disturbing fact that your pride often takes a more active role than you want to acknowledge. I have discovered that the challenge of finding a good boss across the industry from small start-ups to incubators to investors is a very acute one. The pride affecting many bosses has destroyed more young people’s confidence than their own perceived inferiority in education. The problem is quite severe and it is not just based on a lack of knowledge on how to build and manage a team but also due to misguided notions about the process coupled with one’s pride. Bosses are slowly squeezing the life out of the teams and end up creating a coterie of ‘yes boss’ executives around him, further fuelling the pervasive and all present pride.
  4. Freedom – Whereas micro managing was considered okay or something to adjust to in the past, those days are gone. Just tell them what to do as clearly as possible and then get out of the way. If you give the staff due freedom at the workplace, this is the first step towards building a trusting relationship. Freedom also means to appreciate lessons learned through trial and error. Freedom to fail is a necessary condition for innovation and initiative. A lot of founders / bosses look outside the organisations for solutions to make their employees more innovative and proactive whereas the problems are internal, so are the solutions.  Freedom is so important that it is the cornerstone of building a strong culture of mutual respect and admiration in any enterprise.
  5. Money – Firstly in my view, free internships ought to be banned and there needs to  be a debate on setting the ground rules on engaging free labour. Obviously if the intern is not skilled enough he/she should not be taken on. It is best to test their qualities before confirming their place, but I believe that free internships are not good for either party. Further, the opaqueness around the salaries brings in a lot of unwanted stress and negatively affects the building of the right team. There are countless examples of false promises made by the founders especially in the start-ups where they themselves had no idea of the financial situations of their organizations despite them promising growth and other perks. On the other hand, there is a serious lack of education around employee stock options and the onus is on the founders to learn about it and how to make use of it. You may be the best in your class but if you do not understand about inflation while paying salaries then you might as well advocate a barter system.

So, to revisit our earlier point, there are things and people that will throw a spanner in the works and deprive the life of a professional of a rewarding career. This could be due to a mixture of different things but occasionally, it is just petty power politics. It high time that the founders and bosses realized that one of the worst things you can do to the millennials is to stand in the way of their careers. Understand and invest in building a team, a great culture and an enterprise will follow.

5 things incubators end up doing!

Yesterday I wrote 10 things incubators (should) do to actually support entrepreneurs! but there are things we don’t talk about much. While the world knows and can understand easily on what we can do the donors or investors in particular understand what we end up doing. This post is to share those but also to find a direction to overcome the challenge of minimizing the work which does not benefit our entrepreneurs. We strongly believe unless the success of the incubator is aligned with the success of the entrepreneurs it’s not going to be a great incubation experience.

So here’s the list of key things we end up doing:

  1. Raise Funds!
    • Like any startup, we raise funds. But the hard part is we are constantly raising funds! Imagine the last funding round you just closed and what if I tell you that you need to repeat that cycle ten more times this year! Obviously, what makes it super difficult is to work with the people who are called as investors and donors because even now I just wish they come and see our work and then give us the monies.
    • But no, we spend huge amounts of time finding leads, getting referrals, building proposals, pitching, negotiating, justifying, paperworks, evaluations, reporting and after all of this still justify why we used that funds. At UnLtd Hyderabad we have adopted one single most important method to raise funds now is by directing all our donors to our crowdfunding campaigns on BitGiving.
  2. Build and Manage Team
    • Building a doomsday arc is perhaps easier than building and managing teams. Especially when you are an incubation platform where the environment is always that of a startup you do not find ‘experienced’ people and those who have experience are very few and very expensive.
    • At UnLtd Hyderabad we constantly face the challenges of finding and retaining quality team players and while we try so many different things we still have no clue on finding the magic wand to resolve this issue.
  3. Build Support Network
    • It is not an option for incubators have a community around them or not. They need to have a massive, vibrant, relevant and dynamic community of people, many people think of them as just funders but it’s not true.
    • As an incubation platform, we constantly search and engage with people and institutions. We are hungry for collaborations as that’s the only way we will ever scale and hope other incubators understand this too. When you are building an ecosystem how do you think it makes sense to work alone?
  4. Attend Meetings / Events
    • Meetings and events are things I genuinely wish are fewer than now! While I understand that its very important for the organizers to have their personal brands get developed, but since the purpose of these events is to add value to entrepreneurial eco-system, then why can’t you all work together and just organise one or two events in a year? We attend countless events to find the same people and same content marketed in different ways! But its not an option since this is also a place where we make introductions which is helpful to build our community. Anyways, I wait to hear this line someday – “Due to the huge response to our entrepreneurial event last year and the same kind of response with the XYZ event we have decided to merge our events and bring you the same value at lesser time and costs!”
    • What is the phobia of meetings called? We receive countless requests for meetings of all kinds and spend a lot of time in either attending them or explaining people why its not the best thing to do. Some of these meetings are so deadly they can go on for several months before a decision is made! While many people have written about how to conduct productive meetings I think we need to include such etiquettes and methods in our formal education system.
  5. Actually support entrepreneurs!
    • Nevertheless to say we do things to support entrepreneurs and those which I have already covered in my earlier blog post.

Is sharing money = promoting social change?

Writing this note has been the most challenging task for me since a while. It is easy to offer help to people but not equally easy to seek help. Perhaps it’s in our culture or perhaps it’s just my predicament, but reaching out to seek help not just once, but over and over again seems just not my thing. However the challenge of raising resources for those who are making the world a better place is what I do and though I have asked for help before, probably more from you seems to be still the best choice I have at the moment.

I have turned 27 this month and have recently asked a question to a close mentor of mine. The question was the feeling of failure for not yet being able to discover making money in the accepted norms of market economics. And also not having a solid plan to generate revenues soon enough. I have depended on charity in the past and am still depended on charity in the present. The problems I am working with do not have a business model right now, nor do they adhere to the conventional norms of making money immediately. But these ventures or entrepreneurs that I work with have one common passion, that of social change. That passion unfortunately does not generate money soon enough and hence we still keep looking for help. My mentor told me that I need not worry too much and I keep doing what I do because it’s my duty and it’s the duty of balance. ‘Balance’ to do good in the world full of agents trying to do bad.

Those who are doing bad do not have a defined business model, then how can doing good have one?

It was a very small conversation, but I feel my mentor gave me the clarity I was seeking when the feeling of hopelessness gave way to burn-outs at work. By this September, I will complete two years of building UnLtd Hyderabad. I have been fortunate to find a solid team in place and together we have supported 21 social entrepreneurs. These entrepreneurs, in turn, have generated 45 jobs and impacted the lives of over 40,000 people. We spent close to 40 Lakh rupees in these foundational years of UnLtd Hyderabad. We know that all these 21 social entrepreneurs will not change the lives of the millions of people, but we surely know that they bring the ‘balance’ to the society which is not an option.

The questions with which I sleep and wake up with everyday are whether this is justified? Whether all this is worth it? Why should people who put their hard work to earn money give it away? Again, my whole concern is the fundamental understanding of the value of money. Shall that value hold true for making money = promoting social change, we should have less of the problems with the ‘balance’ since the Ambani’s alone could have made more social change than all of us put together.

We should mint social change instead!

Hopefully some of us would agree that money is not equal to social change and that the agents of imbalance seek opportunities to exploit the resources of each other’s and that of natures to find their fortune it’s impossible for everyone to be a winner at this never-ending development game. The equation I want to see the validity of, is whether sharing money = promoting social change?

Now that I have written so much about finding the balance and the need to work for social change, the biggest question for me is to know whether my friends, associates and people I know and admire in life believe in such balance? This question is so important to me that it will decide the course of my life and career in years to come. I sincerely believe that I need to be honest in framing my questions and search for the truthful answers. I seek your help today, your help in reaffirming my work with your feedback, resources and references.

I will end this note with the most difficult job I have with you!
Can you share your money? Can you ask your family and friends to share their money? If yes, please let me know or better make your donation at our crowdfunding campaign, If you have already donated to someone please take this poll:

Competencies of a successful social entrepreneur

1. Action with a Purpose
What makes a successful social entrepreneur differ from any social entrepreneur is their commitment to purpose, they are generally much more purpose oriented than many others. The purpose to which they adhere to commands every decision they take in their journey.

2. Empathetic
One of the most recognizable thing with any successful social entrepreneur is that they are absolutely empathetic to their stakeholders, much more than we see in other entrepreneurs. They go to the deepest levels of empathy to understand the real pains v/s perceived pain of the beneficiaries.

3. Ears on the Ground
A social entrepreneur cannot succeed unless s/he is constantly aware of the ground realities, since the journey requires one to walk a tight rope of balance between the corporate realities and the charity challenges they cannot afford to look at the value creation from the top-down, they have to see things bottom-up.

4. Making choices
Successful Social Entrepreneurs are masters at making choices, every step in the journey of a social entrepreneur requires them to make a choice and every choice has a very deep consequences. Choices of not just the personal journey’s but choices of what is right and wrong at every decision since they can make or break the purpose of ideas.

5. Audacious
A successful social entrepreneur is the one we always hear about in the society, the reason for which can be attributed to this very powerful quality of being audacious, since every plan of theirs is disruptive to the regular state of affairs unless they believe in their passion so much that they cannot make it infectious they won’t rest. They audacity makes people join their movement to bring the change.

6. Articulation
Any social entrepreneur, whether being an introvert or an extrovert needs to articulate his vision while building their movement. Being articulate here would mean telling the story of their beneficiaries and about themselves in a way the world understands.

7. Risk Taking
Those who have taken unreasonable amounts of risk are the ones who have always succeeded. The risk calculations for a social entrepreneurs are mixed with the data and their gut, which makes them the best people to manage or mitigate risks of running an enterprise.