Bruce Tulgan

Biography

Bruce Tulgan is internationally recognized as the leading expert on young people in the workplace and one of the leading experts on leadership and management. Bruce is a best-selling author, an adviser to business leaders all over the world, and a sought-after keynote speaker and management trainer.

Since 1995, Bruce has worked with tens of thousands of leaders and managers in hundreds of organizations ranging from Aetna to Wal-Mart; from the Army to the YMCA. He has been called "the new Tom Peters" by many who have seen him speak. In recent years, Bruce was named by Management Today as one of the few contemporary figures to stand out as a "management guru" and he was named to the 2009 Thinkers 50 rising star list (the Thinkers 50 is the definitive global ranking of the world`s top 50 business thinkers). And on August 13, 2009, Bruce was honored to accept Toastmasters International's most prestigious honor, the Golden Gavel. This honor is annually presented to a single person who represents excellence in the fields of communication and leadership. Past winners have included Marcus Buckingham, Stephen Covey, Zig Ziglar, Deepak Chopra, Tony Robbins, Ken Blanchard, Tom Peters, Art Linkletter, Dr. Joyce Brothers, and Walter Cronkite.

Bruce's newest book is NOT EVERYONE GETS A TROPHY: HOW TO MANAGE GENERATION Y (Jossey-Bass, March 2009). He is also the author of the recent best-seller IT'S OKAY TO BE THE BOSS (HarperCollins, 2007) and the classic MANAGING GENERATION X (W.W. Norton, 2000; first published in 1995). Bruce's other books include WINNING THE TALENT WARS (W.W. Norton, 2001), which received widespread acclaim from Fortune 500 CEOs and business journalists; the best-seller FAST FEEDBACK (HRD Press, 1998); and MANAGING THE GENERATION MIX (HRD Press, 2006). Many of Bruce's works have been published around the world in foreign editions.

Bruce writes a regular online column for The New York Daily News and his writing appears regularly in human resources, staffing and management journals. His writing has also appeared in dozens of magazines and newspapers, including the Harvard Business Review, BusinessWeek, HR Magazine, the New York Times, the Los Angeles Times, and USA Today. As well, his work has been the subject of thousands of news stories around the world.

Publications

In NOT EVERYONE GETS A TROPHY, Tulgan writes, "Generation Y has been much analyzed but largely misunderstood. Most 'experts' are simply reinforcing prevailing misconceptions about Generation Y." Tulgan then goes on to debunk what he calls "the top fourteen myths about Generation Y in the workplace," including these:
Myth #1: Gen Yers are disloyal.
Myth #2: They won't do the grunt work.
Myth #5: They need work to be fun.
Myth #10: Money is the only thing that matters to them.
Myth #11: They don't respect their elders.
Myth #12: They want to learn only from computers.

Tulgan declares, "GenYers don't need to be humored in the workplace. They need to be taken seriously. Managers need to hold them to high standards and help them every step of the way to reach those high standards."

Tulgan's research shows that most of the so-called 'experts' on Generation Y have been leading managers in the wrong direction. In so many recent books and articles, these 'experts' have argued that the key to recruiting, retaining, and managing this generation is to somehow make the workplace more 'fun.' Because GenYers have grown up with self-esteem-based parenting, teaching, and counseling, these 'experts' have argued, the right way to manage GenYers is to focus on praising and rewarding them. Some companies, following such advice, have actually instituted programs to deliver 'thank-you' notes to GenY employees just for showing up to work on time. Others are turning recruiting into one long sales pitch; transforming the workplace into a veritable playground; rearranging training so it revolves around interactive computer gaming; encouraging young workers to find a 'best friend' at work; and teaching managers to soft-pedal their authority.

Titles

It's Okay to Be the Boss™: The Step by Step Guide to Becoming the Manager Your Employees Need
Dozens of best practices to help your leaders, managers, and supervisors get much better at leading, managing and supervising. After this program, participants will be better able to:
Build relationships of trust and confidence with employees.
Delegate tasks, responsibilities and projects.
Keep employees focused and moving in the right direction.
Increase productivity, quality, retention of high-performers, and turnover among low-performers.
Sharply reduce waste, inefficiency, errors, down-time, and conflict among employees.

It's Okay to Manage Your Boss™: The Step-by-Step Program for Making the Best of Your Most Important Relationship at Work
Dozens of best practices to help employees get much better at managing themselves and being managed. After this program, participants will be better able to:
Build relationships of trust and confidence with their managers.
Seek appropriate guidance, direction and support from their managers.
Take on new tasks, responsibilities and projects.
Stay focused at work and moving in the right direction.
Increase their individual work productivity and quality.
Keep track of their own performance and report regularly to their managers.
Reduce waste, inefficiency, errors, down-time, and conflict with other employees.
Learn, grow, and go the extra mile in their jobs.

Managing the Generation Mix™: Focus on All Four Generations
Dozens of best practices to help your leaders, managers, supervisors, and non-management staff leverage generational difference in the workplace. After this program, participants will be better able to:
Understand where each generation is coming from and where they are going.
Communicate effectively with those of other generations.
Work effectively with those of other generations.
Build cooperative and mutually supportive work relationships with those of other generations.
Assess and begin to address the human capital management issues presented by generational diversity in your career, for your team, and for your entire organization.

Not Everyone Gets a Trophy™: How to Manage Generation Y
Dozens of best practices to help your leaders, managers, and supervisors better recruit, train, engage, develop and retain the best young workers today. After this program, participants will be better able to:
Understand the attitudes and behavior of Generation Y employees.
Attract and select the best Generation Y employees when recruiting.
Get new Generation Y employees on board and up to speed.
Help GenYers learn and grow in their jobs.
Help GenYers work smarter, faster, and better.
Teach GenYers to understand where they fit in the organization, how to better manage themselves, and how to be managed.
Teach GenYers to deliver better customer service.
Reduce turnover among high performing GenYers and increase voluntary turnover among low-performing GenYers.
Prepare the best GenYers to assume management responsibilities.

New Leaders: Developing the Next Generation

Dozens of best practices to help your leaders, managers, and supervisors get much better at developing new leaders among the next generation of employees. After this program, participants will be better able to:
Build relationships of trust and confidence the very best among today's young talent.
Retain the very best among today's young talent.
Cultivate the leadership potential of the very best young talent.
Help new young leaders take on and carry out supervisory, management and leadership responsibilities.
Help new young leaders learn the basics of supervision, management and leadership.
Help new young leaders steadily improve their supervisory, management, and leadership skills.

Winning the Talent Wars®: Staffing Strategy, Recruiting, Rewarding, and Retaining
Dozens of best practices to help your leaders, managers, and supervisors get much better at the strategies and tactics of maximizing human capital. After this program, participants will be better prepared to:
Develop strategies and tactics to meet staffing challenges.
Plan an effective employee recruiting campaign.
Improve employee selection practices.
Build a cutting-edge employee orientation program.
Set priorities for training and development of employees.
Strengthen performance management systems.
Tie rewards and incentives more closely to performance.
Increase the retention of high-performers and turnover of low-performers.
Implement a knowledge-transfer process.