The issue of generations has taken on a new, more significant role in our society, and especially in our workplace. While it's always been a least something of an issue, generational differences are much more prevalent than ever before. Successful leaders strive to understand the people they are responsible for, and part of that is an understanding of where they came from.

The latest generation to enter the workplace is the Millennial Generation, also called Generation Y. Born between about 1980 and 2000, (different writers use different dates) this is the largest, and most diverse generation to have come along. In fact, "diverse" is probably the best word to describe this generation. Their diversity is the result of two influences. First, immigration is having a great impact on the nation's culture. In past generations, immigrants tended to assimilate, or they isolated themselves in ethnic communities. While some in the immigrant population still stay somewhat isolated, nationwide our culture is becoming more of a conglomeration of these different cultures.

The second influence on diversity is that Millennial children were the offspring of three previous generations of birth mothers. Though the numbers are small (about 4%) this means that while one child might have grown up in a household with Generation X parents, her neighbor's mother remembered the great depression. That is a very significant difference!

The Millennial Generation is known for skill with computers and technology and rightfully so. However, it's a little inaccurate to say

While many individuals vie for positions of leadership, my over three decades of experience training and developing leaders has indicated to me that very few are real leaders. Inherent on being a leader is a willingness and an ability to take definitive and timely action, and having the tools needed to handle the important and essential aspects of the decision making process. Theodore Roosevelt wrote, "The only man who never makes a mistake is the man who never does anything." Why then, do so many supposed leaders seem to consistently run away from taking action, or making any type of true decision, and even of the few that are willing to take action, why are so few willing to do so on a timely basis?

1. Too many of those who ascend to leadership positions do so without a good or thorough understanding of what is needed. Their organizations hold a good degree of this responsibility, because in many cases, they have avoiding developing a comprehensive, professionally designed leadership training program. However, the individuals themselves should not be absolved of any responsibility because a true leader is self motivated to learn all he can about doing the best job that he can.

2. Many of these people view leadership as a popularity contest instead of doing what leaders are supposed to do, which is actually lead. Beware of anyone in leadership who states that rather than asking others to accept their vision, they will take their lead from their members. These "leaders" are avoiding personal responsibility, and commonly resort to rhetoric instead of action. They almost always avoid timely action, because they fail to concentrate on developing a productive and useful decision making process.

Time management is a struggle for many professionals and in the past, those that could multi-task were revered and thought to be "super productive." Not so says Dave Crenshaw, and I have to admit I agree! As a recovering Multitask-er (or Switchtasker as he puts it) I was excited to get to this book. Dave shares some fantastic insight in an easy-to-read format. Keep reading for my perspective on this book, key points discussed and valuable resources provided in the book.

My History as a Recovering Multi-Tasker

Before I go into what Dave has to say about Multitasking, I thought it would help to share a personal story. You see, back when I was in college and on into my corporate jobs after, I thought that I was the world's best multi-tasker! I always had a million projects going at the same time and believed that keeping all of the plates spinning at the same speed was the best and most effective way to work. In fact, the more I had on my plate, the more "dedicated" I was to my job. If I had to work 90 hours a week to get all of those things done, then that is what I did and I wanted everyone to know it! (Yes, not very healthy, I know.)

Since then I have done a lot more learning on effective and productive work systems and have learned that I was not accurate in my thinking. You see, multitasking is a myth! No matter how hard I tried, I could not get my brain to think two things at the exact same time.

I'm a "recovering" multi-tasker. I still fall back into bad habits every now and again. Sometimes it is hard to not jump into those habits when others ask about competing priorities; however, deep down, I know that I will not get as much done if I do that.