"Gen Y has created a need for a cultural overhaul that has not been this dramatic since women entered the workforce en masse," Jenny Floren, CEO of Experience said in the January 2009 article Managing Generation Y as They Change the Workforce. An industry leader who has created a critical bridge between college and the working world, she added, "We need the talent and creativity this generation brings, especially when you take into consideration the looming employment gap occurring from the outflux of retiring Boomers."

This is a tall order for today’s manager. How does a leader manage profitably in today’s economy, while also encouraging the younger generation’s talent and creativity to shine? By remembering a simple acronym WDTLL: what does that look like? When used correctly, this acronym can quickly and easily clarify roles, goals, targets and other sticky work issues.

Let’s look at three areas where WDTLL can help managers effectively get the best out of all generations in the workplace.

1. Communication
Gen Y values connection and communication. So do all the other generations in today’s workplace. The intent is the same, yet the methodology used is different. Older generations often prefer face-to-face meetings; younger generations usually prefer online communications, such as texting, social media and IM chats. No one way is right or wrong; it’s all appropriate at certain times.

So how do we work around the different communication styles? Set parameters and expectations up front by asking WDTLL? Communication looks different to different people, so set time aside before starting a project to agree on what communication looks like for this team, on this project. It may change for future teams and for different projects, but for this team, what does clear communication look like? How much text, email, face-to-face meetings are needed to create a high performing team? Once that is agreed, then track it and ensure that everyone is following the terms. Don’t be afraid to revisit the terms if it looks like the original idea may not be working. A good leader is adaptable to the changing needs of the project and economy.

2. Feedback
Feedback is a vital management tool for all generations. Feedback to a Gen Y means daily, short, focused feedback; feedback to a Boomer means longer, more thorough feedback. So again, be sure to ask WDTLL and get input from the beginning of a project. Make an agreement up front on what feedback will look like for this team, on this project, and make sure everyone can live with that. Setting this up front will save you confusion and frustration down the road.

3. Attire
Gen Y dresses differently than Boomers and X’ers. They tend to have a laid back approach to attire, and life in general. Their jeans and flip-flops seem appropriate to them; after all, what does it matter as long as the job gets done? That may be what Gen Y thinks; however, the casual attire can often offend Boomers and especially the oldest generation, Traditionalists.

Again, set clear expectations up front and make sure that your younger employees knows WDTLL? The goal of a meeting is for the listener to focus on the ideas and insights presented, not to focus on the clothes and therefore tune the ideas out. So before big meetings, be sure to ask WDTLL? What does appropriate attire look like for the client? For the manager? For the company culture? When the appropriate attire is in place, then the focus of the meeting is on the ideas and results, not on the attire.

WDTLL is the million-dollar question for all managers. When everyone knows WDTLL, then everyone can start working with a clear sense of roles, goals, styles and accepted behaviors. So start asking yourself, and your colleagues, WDTLL? You’ll see a whole new world open up!

PS-I was recently interviewed about the top 3 Gen Y behaviors that are misinterpreted by other generations. Click here to listen to this 10-minute radio show.

Today's article is written by a Gen Y colleague. I thought it was time you heard about Gen Y straight from the horse's mouth! Here's what Jon has to say to Boomer employers and managers:

A solid understanding of the Gen Y culture can help a potential employer hire and retain Gen Y employees. Yet connecting with Gen Y can be a difficult prospect for Boomers. Our assertive nature, coupled with being accustomed to getting what we want, separates us from previous generations.

Growing up, Gen Y repeatedly heard that we had the ability to do anything we set our mind to. While for the most part we realize that is an exaggeration, we still believe that we have the power to create and enact change when given the opportunity. We are not our parents' generation, who felt that they needed to earn their opportunities through perseverance and loyalty. We have a more in-your-face attitude, which helps us get what we want. The problem is that it can rub people the wrong way if they don't understand us. So let me try to quickly explain how we think.

When I mention that Gen Y's don't have the same methods for advancement as our parents, I don't mean we are disloyal or lazy. What I mean is that we know we have value as employees, and expect to be treated like we matter - right from the start. We have seen our parents persevere and yet have their loyalty tossed aside by a company. So it is important for Gen Y to see our employers do the little things for us. When we feel like we're an important part of our company, it then inspires us to do the little things for our employer.

In order to take advantage of the talent that Gen Y brings to the table, a company needs to make it clear that they have the best interests of employees at heart. Gen Y asks what the company can do for us, not just what we can do for the company. Making sure that there are strong employee training opportunities, good benefits and flexible hours are all great ways to make Gen Y feel secure and significant. Feeling secure and significant will certainly lead to better work ethics, loyalty and increased creativity, all of which are important for a company's bottom line.

One only needs to look at the recent presidential election to see what is possible when you believe in Gen Y. By tapping into what makes us tick, President Obama was able to achieve what seemed like a long shot only six months earlier. Imagine the heights you could reach if you are able to connect with Gen Y in a similar way.

Jon Yale-Loehr is my nephew and co-author of our soon to be published book, Managing the Unmanageable: 21 Management Topics for Succeeding with Gen Y. He is currently based in Boston.

What does Gen Y and Obama's upcoming inaugural speech have in common? Gen Y Jon "Favs" Favreau, Obama's chief speechwriter. 27-year old Favs shared a house with 6 roommates in Chicago a few months ago; soon he'll be working at the White House and living in a Dupont Circle condo. How did Obama and Favs create this synergy to write the most anticipated speech in history? And what can business managers learn from this collaboration between Gen Y and the president-elect?

Set Clear Expectations
According to the Washington Post, Obama meets with Favs for an hour to outline his ideas and expectations for every speech. Favs then drafts his ideas; Obama later edits the speech. They then work on the final version together.

Although Gen Y employees value connection and communication, they do not value micro management. A Gen Y "dream boss" would outline the big picture of the project and then leave the Gen Y employee alone to do his job, with the understanding that they will have regular meetings about the project. This gives the Gen Y employee the freedom, connection and communication he craves.

A Gen Y "loser boss" would assign a project without the big picture, and then constantly micro manage the project. This not only wastes the boss' time, but it also disempowers the Gen Y employee. How do you rank on managing your Gen Y employees?

Accept Limitations
Favs and his team have to transition from all-night speech writing with pizza and Red Bull, to working with a much larger team in the White House. This is a big leap for a 27-year old; as he says "My biggest strength isn't the organization thing." So other speechwriters have volunteered to work with him to train the new hires.

Being a strong leader means focusing on the strengths and minimizing the weaknesses in each employee. Notice that Obama didn't say, "Well, you're a good speechwriter and now you need to be a good manager too". Instead he let Favs focus on what he does best, while others supported Favs in what he does not do best...the "organization thing". Does this mean that your Gen Y employees can do what they want and forget the mundane tasks? No. But it does mean that as a leader you accept your employee's limitations within reason, and then work with that employee to improve her weaknesses.

State the Facts
Favs drafted the Democratic National Convention speech but Obama thought it lacked direction, so he re-wrote it. They then worked together on Obama's version of the speech for 3 days.

Many managers are tip-toeing around Gen Y employees. This does a disservice to the employee, as well as the manager. Gen Y values direct feedback; they respect managers who give them the straight facts. So don't be afraid to say, "This isn't working" like Obama did to Favs. Then work with the Gen Y employee and show him what you're looking for, so he has a clear idea of what's expected. Otherwise, you'll end up doing more work yourself and the Gen Y employee will end up dissatisfied and unmotivated.

Respect Working Differences
Apparently Favs likes to literally move around when working, to prevent his writing from getting stale. He'll often write on his laptop at a Starbucks, in his condo, at the office, and in another Starbucks, all in one day. This may seem odd to a Baby Boomer, but it's normal for Gen Y.

Did Obama say, "Do it my way. Work in the office for 8 hours straight."? No, he understood that Gen Y likes to move when working, so he let Favs work in his own way. He didn't place restrictions on Favs; he just insisted that the job get done well.

So should you let your Gen Y employee work like Favs? Not necessarily. But remember that the results are as important as the process. So if your Gen Y employee takes more frequent breaks than you, or works different hours than you, don't panic. Just insist that the results happen on time and respect your working differences.

Let Gen Y Be Gen Y
When Favs is exhausted he reportedly does what any 27-year old would do: send prank emails, dance and play video games into the morning. He posed with a cutout of Hillary Clinton, which then got posted on Facebook. The reporters found it and started questioning his maturity level. This could have created a huge political scene, but Obama let it go. Why? I don't know for sure, but any good leader knows to let Gen Y be Gen Y. Give them some space and let them have fun.

What does this mean for you? Make the cafeteria fun with games and music, create office contests with video games and offer collaborative incentives. Gen Y likes to have fun; as long as they get the job done, then let the fun begin!

These are just five tips for working with Gen Y. Try adopting one tip for a week and see what happens. You won't be getting a call to join the White House, but you will get the best out of your Gen Y employee!