Bruce Tulgan

Bruce Tulgan is internationally recognized as the leading expert on young people in the workplace. He is an advisor to business leaders, a sought-after keynote speaker and seminar leader, and the founder of RainmakerThinking, Inc., in New Haven, CT, a management-training firm focused on the impact of generational difference in organizations.

Tulgan is the author or co-author of sixteen books, including Winning the Talent Wars, Managing the Generation Mix, It's Okay To Be The Boss, and Managing Generation X, the classic study of Generation X in the workplace. In his latest book, Not Everyone Gets A Trophy, Tulgan proposes that the Generation Y workforce needs a reality check, and that strong leadership for this particular generation is essential. He has also written for dozens of publications, including The New York Times, Harvard Business Review and USA Today.

Tulgan received a B.A. magna cum laude in Political Science from Amherst College and a J.D. from New York University School of Law. Prior to founding RainmakerThinking, he was admitted to the Bar in Massachusetts and New York, and practiced law at the Wall Street law firm of Carter, Ledyard & Milburn.

• 7. 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.
  
  Program Description
  
  The labor market may fluctuate, but the number-one asset in any business will always be human talent. Organizations that are great at managing human capital will be able to get more work and better work out of every employee. Improve productivity and quality, while responding quickly and effectively to ever-changing business conditions. The worldwide business environment has become one of high risk, erratic markets, and unpredictable resource-needs. In order to adjust, organizations of all sizes must continue to become more lean and flexible.
  
  Competition is fierce. Margins are slim. Windows of opportunity are narrow. The only thing that matters is return on investment. In this environment, it matters a whole lot less where you’ve been and what you’ve done. And it matters a whole lot more what you can do very well very fast today, tomorrow and next week.
  
  Traditional sources of authority are being supplanted by new sources. Seniority, age, rank, and rules are diminishing. Organization charts are flatter; layers of management have been removed. Reporting relationships are more temporary; more employees are being managed by short-term project-leaders, instead of “organization-chart” managers. On the rise as sources of authority, are more transactional forms such as control of resources, control of rewards and control of work conditions.
  
  Organizations nowadays simply must be able to respond quickly to ongoing changes in the marketplace. One of the basic strategies for achieving this flexibility has been a fundamental change in employment practices, away from long-term stable employment relationships and toward a more efficient supply-chain management approach---known as human capital management. The goal is to optimize human resources: That means having the right people in the right places at the right times, employing them exactly as long as you need them and no longer, and paying them the market value of their contribution and no more.
  
  Employers today are more likely to undertake major business changes that eliminate jobs regardless of employees’ length of service; such changes include mergers, acquisitions, spin-offs, restructuring and liquidations. As well, employers are more likely to implement new technologies that eliminate jobs due to reengineering. Meanwhile, there is a strong trend among employers of hiring fewer “employees” (full-time, exclusive workers), while hiring more contingent workers; and employers’ staffing strategies for the future reflect this change. As a result, “employees” are diminishing as a percentage of the overall workforce, while the percentage of contingent workers is increasing.
  
  Employers are less likely to award status, prestige, authority, flexibility, and rewards on the basis of seniority; and employers are more likely to award status, prestige, authority, flexibility, and rewards on the basis of short-term measurable goals. As well, employers are reducing long-term fixed pay as a percentage of overall employee compensation, while increasing the percentage of variable performance-based pay; and employers’ compensation strategies for the future reflect this change. Part of this new compensation strategy includes a reduction in the percentage of employee “benefits” (paid for by the company for full-time, exclusive workers) in relation to overall compensation. Further, employers are increasing the percentage of “employee services” (paid for by the worker on a pre-tax basis); such services include health insurance and retirement savings. Because of these new realities, employers are now less likely to make formal or informal guarantees about continued employment and job security.
  
  The revolution in workplace values and norms will continue. Business leaders and managers are going to be scrambling for the foreseeable future to get more work and better work out of fewer people, consistently. The pressure will be on to hire the best person for every role at every level and then manage every person aggressively to reach higher levels of productivity. In this program, based on first-hand stories from his experiences inside hundreds of world-class organizations, Bruce teaches dozens of immediately actionable best practices in a step-by-step guide to human capital management:
  
  (1) Strengthen your core group.
  (2) Build your own reserve army of great former employees, contractors, temps, consultants, small niche firms to which you can outsource work, part-timers, flex-timers, and some-timers.
  (3) Continue recruiting, in bad times and good alike, and keep the supply line of talent full.
  (4) Teach hiring managers to be very selective when it comes to hiring.
  (5) Turn orientation into an intensive on-boarding process.
  (6) Train every person for every mission… but develop the best talent only.
  (7) Commit to intensive performance management.
  (8) Reward the high performers, not the low performers.
  (9) Keep the best people longer with personal retention-planning.
  (10) Implement knowledge transfer programs.

   

• 6. 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.
  
  Program Description
  
  Many organizations today are suffering from a gap in bench-strength for senior leadership. At the same time, there is a serious gap in mid-level leadership talent. At the same time, today’s best young talent are increasingly less likely to follow the old-fashioned career path that used to lead to mid-level leadership roles and served as a guaranteed succession plan for those mid-level positions.
  Now more than ever, the Holy Grail of retaining young talent is identifying, developing and building the next generation of leaders. How many people have both the technical ability and the desire and ability to lead?
  
  When you are looking for new leaders, you have to focus first and foremost on those with real technical talent, those who are really good at their jobs. These are the individuals who have demonstrated their commitment to their work and careers. That commitment is the first essential piece when it comes to identifying new prospects for leadership roles.
  
  The problem is, especially among the best Gen Y technical talent, that there are a lot of people who are committed to their work and career but are reluctant to take on supervisory roles. Why? The main reason, according to our research, is that they can see with their own eyes the experience of their own managers and their slightly more advanced peers. What they see is that managers, especially new young managers, are often given loads of additional responsibility with very little additional support.
  
  Often when Gen Yers are given their first chance to lead a team or a project, they find themselves managing people—temporarily or longer term—who were their peers the day before. Sometimes those “peers” are the same age, sometimes older, sometimes their friends. Without support and guidance from above, Gen Yers often have a hard time establishing their credibility and getting others to respect their new authority. Under these circumstances, new managers are likely to soft-pedal their authority with some people and lean on others disproportionately; to gravitate to friendly faces and avoid unfriendly ones; and to fall back on cliques and ringleaders in order to exercise any power at all. It’s true that sometimes Gen Yers thrust into leadership roles without support land on their feet. But usually this is a setup for frustration and failure.
  
  Very few people are endowed with that special brand of charisma, passion, infectious enthusiasm, and contagious energy that inspires and motivates people. No organization can afford to wait for those rare natural leaders to come along and fill each supervisory role, especially if they also need to have good technical skills and a proven commitment to their work and career.
  
  Anyway, "natural leadership" traits are not what most new managers need in order to succeed. They need support, guidance, and direction every step of the way.
  
  Don't be lured by charisma, passion, enthusiasm, and energy. Don't look for those Gen Yers who are comfortable slapping people down. Don’t look for those who love the power. Don’t look for the biggest egos or the loudest, most confident voices. Look for Gen Yers who love the responsibility and the service. Look for those who consistently practice the basics of management with discipline. Look for those who spend the most time patiently teaching. Look for those who want to lift people up and make them better. They will likely be your future leaders.
  
  In this program, Bruce draws on fifteen years of research, teaching participants dozens of immediately actionable best practices in a step-by-step guide to developing new young leaders:
  
  (1) Retain the best Gen Y superstars long enough to grow and develop them.
  (2) Surround them with teaching-style managers, advisers, organizational supporters, and maybe even mentors.
  (3) When you ask young stars to step up and make the transition to leadership roles—at any level—teach them back-to-basics best practices for managing and then support and guide them in this new role every step of the way.
  (4) Formally deputize any new leader, no matter how small the project or how short the duration of the leadership role. Announce the new leadership to the whole team, articulate the nature of this person’s new authority, and explain the standard operating procedures for management that you have asked the new leader to follow.
  (5) Check in daily (or every other day) with new leaders. Regularly walk through the standard operating procedures for managing people. Ask about the management challenges she is probably facing. Take every opportunity you can to help the new leader refine and improve her management techniques.
  (6) Pay close attention every step of the way, and evaluate the new leader in her new role. With this kind of sustained low-tech hands-on leadership development effort and constant evaluation, you can develop your future leaders.

• 5. 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.
  
  Program Description:
  
  Based on more than a decade of research, this program reframes Generation Y (born between 1978-1990) for business leaders and managers at a time when the corporate world is struggling to understand and manage employees in this age group. Generation Y is the most high maintenance workforce in history, but they also have the potential to be the most high-performing workforce in history.
  
  Bruce debunks the most common myths about Generation Y in the workplace:
  
  • Myth: They are disloyal and can’t make real commitments to employers.
  • Myth: They won’t do the grunt work.
  • Myth: They have short attention spans.
  • Myth: They want the top job on day one.
  • Myth: They need work to be 'fun.'
  • Myth: They want to be left alone.
  • Myth: They want managers to do their work for them.
  • Myth: They don’t care about climbing the proverbial career ladder.
  • Myth: Money doesn’t matter to them.
  • Myth: Money is the only thing that matters.
  • Myth: They don't respect their elders.
  • Myth: They only want to learn from computers.
  • Myth: It’s impossible to turn them into long-term employees.
  • Myth: They will never make good managers because they are so self focused.
  
  The key to winning the respect of this generation is strong highly-engaged leadership. To bring out the best in GenYers, managers must carefully manage their expectations, never downplaying negative aspects of a job, always telling it is like it is.
  
  Bruce presents extremely funny and poignant verbatim quotes from GenYers and those who manage GenYers, putting the two perspectives in conversation throughout his presentation. Then he shows managers how to tune-in to GenYers’ short-term and transactional mindset.
  
  Along the way, Bruce teaches dozens of immediately actionable best practices in a clear step-by-step guide to bring out the best in today’s young talent:
  
  (1) Get them on board fast with the right messages.
  (2) Get them up to speed quickly and turn them into knowledge workers.
  (3) Practice 'in loco parentis' management.
  (4) Give them the gift of context.
  (5) Teach them to care about delivering great customer service.
  (6) Teach them how to manage themselves.
  (7) Teach them how to be managed by you.
  (8) Retain the best of them, one day at a time.
  (9) Build the next generation of leaders.

• 2. It's Okay to Be the Boss™, The Next Steps: Focus on the More Difficult Cases

  This is the next step for leaders, managers and supervisors who have already participated in Bruce Tulgan’s back-to-basics management program, It’s Okay to be the Boss. In this advanced program, the focus is on the application of best practices to difficult management challenges using a case study method. After this program, participants will be better able to deal effectively with more difficult management situations.
  
  Program Description:
  
  Bruce will first review the best practices of strong highly-engaged management.
  (1) Get in the habit of managing every day. Best practices for conducting regular one-on-ones with direct reports and others.
  (2) Learn to talk like a performance coach. Best practices for communicating clearly and effectively.
  (3) Take it one person at a time. Best practices to help managers work effectively with each of their direct reports based on the particular strengths and weaknesses of those individuals.
  (4) Make accountability a real process. Best practices for working through or around obstacles to holding employees accountable.
  (5) Tell people what to do and how to do it. Best practices for making expectations clear.
  (6) Track performance every step of the way. Best practices to help managers monitor, measure, and document employee performance.
  (7) Solve small problems before they turn into big problems. The focus here is two-fold: First, best practices for managers to help employees solve problems in productivity, quality, and behavior. Second, best practices for managers to deal with performance problems that persist.
  (8) Do more for some people and less for others. Best practices to help managers tie rewards to performance; short-term and long, financial and non-financial.
  
  The rest of the advanced program is devoted to applying these best practices to selections from the following difficult management cases. Dealing with a direct report who:
  ·    Works too slowly
  ·    Works too fast
  ·    Wastes time during work
  ·    Delivers inconsistent productivity/work output
  ·    Reflects inattention to detail resulting in errors
  ·    Reflects over-attention to detail resulting in very low output
  ·    Reflects inconsistent attention to detail resulting in inconsistent quality of output
  ·    Has recurring instances of the same errors
  ·    Demonstrates a bad attitude
  ·    Is regularly late to work
  ·    Takes too many breaks
  ·    Talks too much/is too chatty at work
  ·    Uses inappropriate words or takes inappropriate actions
  ·    Has inadequate grooming or attire
  ·    Has conflicts with others---coworkers, managers, staff, vendors, customers
  ·    Is a self-starter, but sometimes exceeds discretion
  ·    Is a high-performer, but sometimes fails to take initiative
  ·    Is a self-starting high-performer in need of extra rewards
  ·    Is a self-starting high-performer whom you need to retain
  ·    Is a self-starting high-performer whom you need to help continue growing
  ·    Is a self-starting high-performer, whom you need to help take on leadership responsibilities
  ·    Is a self-starting high-performer with a quirky performance problem
  ·    Is a self-starting high-performer whom you need to move out of comfort zone

• 4. 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.
   
  Program Description:
  The workplace revolution of the last fifteen years has been profound, but now there are powerful demographic forces underway that will cement the Generational Shift in numbers, norms and values. Four generations are jostling for position as we work together through the most profound changes since the Industrial Revolution.
   
  The oldest most experienced workers (the 6% of the workforce born before 1946) are beginning their gradual exit from the workforce. They take with them vast amounts of skill, knowledge, and wisdom, as two experienced workers exit the workforce for every new one over the next ten years.
   
  Meanwhile, the Baby Boomers (the 41% born 1946-1964) are becoming the aging workforce; every day 8-10,000 Baby Boomers turn 60 years of age. Soon huge cadres of aging workers (many with significant power in organizations) will reach advanced life stages, at which they will need and demand more flexible work conditions. As the Boomers reinvent aging and retirement, they will add their own spin to the “free agent” mindset pioneered by Generation X (the 29% born 1965-1977).
   
  Generation X and Generation Y will become the dominant players in the prime age workforce. As they do, they will usher out the last vestiges of the old-fashioned workplace values and norms and finish the workplace revolution. As Generation Y (the 24% born 1978 and later) emerges in the workplace in force, they are demonstrating that they have no attachment to the old-fashioned career path and work patterns. Generation Y is turning out to be the most high maintenance workforce in the history of the world; they are like Generation X on fast-forward with self-esteem on steroids.
   
  What does the generation mix look like in your organization? And what does it mean for the future of your organization? Understand the four generations in the workplace today--each at different life stages, each with conflicting perspectives, expectations, and needs. Learn best practices to foster understanding, leverage strengths, avoid clashes, improve productivity, and maximize teamwork. Turn age diversity into a strategic advantage for your organization.
   
  Drawing on ongoing research conducted since 1993, Bruce has helped tens of thousands of leaders, managers, supervisors, and non-management staff to understand and leverage generational diversity in their organizations for strategic advantage; understand, communicate with, and work with those of other generations in order to bring out the best in each other.
   
  Along the way, Bruce teaches dozens of immediately actionable best practices in a step-by-step guide through the four generations working side by side in today’s workplace:
  (1) Use generational diversity as a lens through which to understand the changing workplace, the changing workforce, and the future.
  (2) Appreciate the attitudes and behaviors of those of other generations.
  (3) Make adjustments in your own attitude and behavior in order to communicate and work more effectively with those of other generations.
  (4) Focus on the common ground---the work you have in common---and build mutually supportive relationships with individuals of all generations.
  (5) Evaluate the generation mix in your team and your organization and plan for the human capital management issues facing you and your organization as a result of generational diversity: Will you face a talent drain among your aging workforce? What can you do to help implement a flexible retention program to stem the tide? How can you contribute to the knowledge transfer process? Does your team/organization have a gap in bench strength for senior management? Do you have a mid-level leadership gap? What are you doing to improve recruiting, selection, training, development, supervision, self-management, rewards, and retention among the best workers of every generation?

• 3. 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.
  
  Program Description:
  
  Succeeding in today's workplace is more challenging than ever before: Employees are working harder and facing increasing pressure to work longer, smarter, faster and better.
  
  There's no more room for down time, waste, or inefficiency. Employees must routinely learn and utilize new technologies, processes, practices, skills and knowledge, all the while adjusting to ongoing organizational changes. At the same time, most employees receive less management guidance and support than they need; work in smaller teams with greater requirements; and have less time to rest, recuperate, and prepare.
  
  In study after study, we find that the number one factor in productivity, quality, morale and retention is the relationship between leaders/managers/supervisors and their direct reports. Most employees think of their immediate supervisors as the primary representatives of their employer’s missions, policies, systems, and practices. The supervisor is the point of contact, but much more than that, on a daily basis, the supervisor defines the work experience. Every day, the supervisor determines assignments, work conditions, recognition, and rewards. Employees also rely on their immediate supervisors more than any other individuals for meeting their basic needs and expectations and dealing with a whole range of day to day issues that arise at work. These include the assignment of tasks, resource planning, problem solving, training, scheduling, dispute resolution, guidance, coaching, recognition, promotions and other rewards. It is the immediate supervisor an employee turns to, whether he/she is seeking a special assignment, obtaining necessary resources, pursuing a special work location, avoiding a certain coworker, looking for a good performance evaluation, or hoping for a raise.
  
  Of course, every leader/manager/supervisor is different. Every single one has his/her own style, strengths and weaknesses. But most managers provide much less guidance, direction, and support than their direct-reports need in order to succeed in today’s high-pressure environment. Most employees spend way too much time on their own trying to figure out what is expected of them; trying to figure out what to do and how to do it; to avoid unnecessary pitfalls; to get their hands on necessary resources; to keep moving in the right direction.
  
  How can employees learn to deal with these challenges every day?
  
  In this program, Bruce helps non-management employees learn dozens of best-practices to better manage themselves, manage their managers, and help their managers give them the guidance, direction and support they need in this step-by-step guide to becoming the employee every manager needs:
  
  (1) Get in the habit of helping your manager manage you every day. Best practices for having routine one-on-ones with your managers. What do you do if your manager actually starts doing this? How can you make the most of it? What do you do if your manager doesn’t take the lead in conducting one-on-ones with you? What do you do if your manager wants to meet more often than you think is necessary?
  (2) Learn how to respond to good and not-so-good performance coaching. Best practices for helping your manager communicate clearly with you about both broad performance standards and concrete next steps.
  (3) Take it one manager at a time. Best practices for identifying and syncing up with different management styles.
  (4) Make accountability a real process. Best practices for anticipating obstacles to meeting or exceeding expectations and for working through or around them. How to keep your manager focused on reasonable expectations for concrete actions that you can control.
  (5) Always know exactly what is expected of you. Best practices for helping your manager spell out expectations clearly every step of the way.
  (6) Track your own performance every step of the way. Best practices to monitor, measure, document, and report to your manager on your own performance using time-logs and checklists.
  (7) Solve small problems before they turn into big problems. Best practices for leading your own continuous improvement process by working with your manager to solve one small problem after another in your own productivity, quality, and behavior.
  (8) Earn more of what you need and want. Best practices for linking your own performance to your own rewards. How to go the extra mile to earn the extra rewards you want/need.

• 1. 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.
  
  Program Description:
  
  ·    Do you feel you don't have enough time to manage your people?
  ·    Do you avoid interacting with some employees because you hate the dreaded confrontations that often follow?
  ·    Do you have some great employees you really cannot afford to lose?
  ·    Do you secretly wish you could be more in control but don't know where to start?
  ·    Managing people is harder and more high-pressure today than ever before: There's no room for down time, waste, or inefficiency. You have to do more with less. And employees have become high maintenance. They look to their immediate boss to help them get what they need and want at work.
  
  How do you tackle this huge management challenge? If you are like most managers, you take a hands-off approach. You "empower" employees by leaving them alone unless they really need you. After all, you don’t want to “micromanage” them and don’t have the time to hold every employee’s hand. Of course, problems always come up and often snowball into bigger problems. In fact, you probably spend too much of your time solving problems and falling behind on your work…which leaves even less time for managing people…which opens the door for even more problems!
  
  Bruce puts his finger on one of the biggest problems in today’s workplace—an undermanagement epidemic affecting managers at all levels of organizations in every industries—and helps explain why so many managers are so hands-off nowadays.
  Along the way, Bruce teaches dozens of immediately actionable best practices in a clear step-by-step guide back to the basics of strong highly-engaged management:
  
  (1) Get in the habit of managing every day. Best practices for conducting regular one-on-ones with direct reports and others.
  (2) Learn to talk like a performance coach. Best practices for communicating clearly and effectively.
  (3) Take it one person at a time. Best practices to help managers work effectively with each of their direct reports based on the particular strengths and weaknesses of those individuals.
  (4) Make accountability a real process. Best practices for working through or around obstacles to holding employees accountable.
  (5) Tell people what to do and how to do it. Best practices for making expectations clear.
  (6) Track performance every step of the way. Best practices to help managers monitor, measure, and document employee performance.
  (7) Solve small problems before they turn into big problems. The focus here is two-fold: First, best practices for managers to help employees solve problems in productivity, quality, and behavior. Second, best practices for managers to deal with performance problems that persist.
  (8) Do more for some people and less for others. Best practices to help managers tie rewards to performance; short-term and long, financial and non-financial.

• Bruce held our partners spellbound for two and a half hours!
  Deloitte Consulting

• 
  September 2010

  It's Okay to Manage Your Boss

  If you are looking for guidance on how to manage your boss, there are zillions of so-called experts out there who will be happy to provide it. The problem is that so much of the advice about "managing up" or "managing your boss" out there doesn't tell the whole story. This book is written for people who want to be high-performers. In order to be a high performer in today's workplace, you need to create high-engaged relationships with every boss - whether that boss is great, awful, or somewhere in between.

  
  
• 
  March 2009

  Not Everyone Gets A Trophy

  There are few bright sides to the likely prospect of a prolonged economic downturn. Here's one: This might be the perfect time for business leaders, managers, and other "grown-ups" to give a much needed reality check to Generation Y employees. What is the reality check today's young workers need to hear? "Not everyone gets a trophy!" That is the title of Bruce Tulgan’s new book, NOT EVERYONE GETS A TROPHY: How to Manage Generation Y. Based on more than a decade of research, Tulgan's message is simple: " Generation Y calls for strong leadership, not weak."

  
  
• 
  March 2007

  Its Okay to Be the Boss: The Step-by-Step Plan to Becoming the Manager Your Team Needs You to Be

  In It's Okay to Be the Boss, Bruce Tulgan identifies and offers solutions to the biggest problem in corporate America—an undermanagement epidemic that is affecting managers at all levels in organizations. His clear, step-by-step guide challenges bosses in all industries to spell out expectations, tell employees exactly what to do and how to do it, monitor and measure performance constantly, and correct failure quickly and reward success even more quickly.

  
  
• 
  April 2002

  Winning the Talent Wars

  Battered by waves of downsizing since the 1980s, talented men and women no longer seek job security from one company. This is the true hallmark of the new economy—not fleeting dot-coms and IPOs, but a fast-moving, free-agent workforce with the flexibility to jolt productivity. Managers, meanwhile, must grab hold of this shifting group of talent and squeeze more work out of them than ever before, particularly in a tight economy. The trouble is, their traditional source of power over employees—the corporate ladder—is dead and gone. Using richly detailed, never-before-published accounts, Bruce Tulgan reveals how America's most influential corporations, including Cisco, Dell, Microsoft, General Motors, J.P. Morgan, and J.C. Penney, are replacing obsolete recruitment and retention efforts with breakthrough solutions. "Tulgan's smart, crisp, light-handed prose makes his radical notions sound downright commonsensical," says Fortune magazine. Those radical ideas are the secret weapon of today's most successful, creative managers.

  
  
• 
  July 2000

  Managing Generation X: How to Bring Out the Best in Young Talent

  This book outlines the common characteristics of the Generation X workforce as not the "slackers" that media portrays them, but moreover self-confident and technologically savvy resources.  Tulgan outlines effective management strategies for this demographic and how the Xers are beginning to come into their own.

  
  
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  November -0001

  H.O.T. Management: Hands-On Transactional

  What can managers do every day to get more and better work from people while giving them the flexibility they need?  The answer lies in HOT Management—the breakthrough set of management techniques, skills, best practices and habits of the most effective supervisory managers in today’s extremely demanding workplace.  This pocket guide clearly and concisely spells out what you need to do to become a HOT manager. The author’s message is simple, yet powerful: Make high performance the only option. Be a hands-on manager. And spend lots of time with employees spelling out expectations and clarifying standards.  If you think it’s getting harder and harder to manage people, this pocket guide’s for you.