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ISM Advantage: Opportunities for Leadership

April 2000

It's a Generational Thing

Supplement to April 2000 Purchasing Today®

According to several books on the subject of how generational attitudes play out in our volunteer experiences, each generation has its own unique set of characteristics. For instance, Gen-Xers (25- to 34-year-olds) are committed to individuals rather than institutions, and demand "bottom up" rather than traditional "top down" leadership. Baby busters (35- to 44-year-olds) look for shorter, more value-focused meetings, and seek balance between professional and personal life, since many busters have small children at home. Baby boomers (45- to 54-year-olds) believe work on the local level is more effective than bigger, national organizations, and look for deeper-than-usual levels of involvement where their talents can be fully utilized. Pre-boomers (55 and older) quite often wish to work as consultants, and enjoy longer commitments where they can address substantive issues.

Inside NAPM went to a few of our volunteers and asked them to consider the influence of their generation on their propensity to become a volunteer for NAPM. What did they discover? No matter what your age or generation, the abilities and talents of the various generations complement each other beautifully. And, it's the camaraderie, skills development, and networking opportunities that make volunteering for NAPM a satisfying experience.

A Baby Buster Talks
For a number of reasons, I have often thought about the question of why people decide to become volunteers in a professional association such as NAPM. First, I have found that my colleagues often ask me why I have been so active as a volunteer at NAPM. Second, I have served the NAPM—New York, Inc. affiliate in several committee capacities, as a director and officer on the board of directors, and as its 1996-1997 president, and a common concern discussed by the leadership at most NAPM affiliates is the question of how to increase volunteerism. Yet, this is the first time I considered the influence of one's generation on one's propensity to become a volunteer. Naturally, I started by thinking about my own situation.

I am a member of that odd generation known as the "baby busters" (currently in their mid-30s to mid-40s). What makes us odd is that we followed the "baby boomer" generation (currently in their mid-40s to mid-50s). I started my professional career in 1980, and soon found that, as the old saying goes, "the times, they were a changin'." Baby busters found our treks up the corporate ladder sidetracked by the growing trends of merger mania and downsizing, and increasing competition for fewer middle-management jobs. Thus, our careers are more likely to be spread across a number of different employers. Additionally, while career advancement is important, baby busters also face the challenges of balancing work and family. Thus, we want recognition for our volunteer efforts, and the opportunity to make a real contribution for a minimum time investment. If members of my generation understood how volunteerism could help them face these challenges, I think that they would all be volunteering in some capacity.

Volunteerism helps you to build a strong network of professional contacts.
Often, someone will approach me to explain that they need to find a new position, and they ask me how they can start getting active in NAPM so they can "network." Before I try to help them, I usually explain that you shouldn't "start networking" when you need to find a job; it is something that you should be doing all throughout your career. Whether you work with someone on a committee, in sponsoring a professional development event, or in countless other volunteer capacities, you become a known commodity since people get a chance to see what you can do and how you handle yourself. There is also a camaraderie that develops from these efforts. When you need to call a professional colleague for assistance, you will be hard pressed to find better friends than such fellow NAPM volunteers, and this assistance is certainly not restricted to help with a job search. Your network's greatest value may be in identifying best practices to help you perform better at your job. For example, you may find yourself faced with some new challenge, and you will benefit from contacting an NAPM colleague for advice on how he or she may have approached a similar problem.

Volunteerism helps you to distinguish yourself as a purchasing professional.
Being active in NAPM provides a means for distinguishing yourself as a purchasing professional. Your managers and co-workers will recognize you as someone who demonstrates leadership in and commitment to the profession. This recognition adds to your professional credentials and helps you to stand out from the crowd.

Volunteerism helps in your professional development.
Volunteerism provides an opportunity to develop skills that will be invaluable to you in your job. By participating on committees and boards, you will sharpen your organization and planning abilities and your team participation skills, and will develop your communication and leadership capabilities. Volunteerism also provides opportunities for continuing education through participation, sponsoring, and speaking opportunities at monthly meetings, seminars, and conferences.

Volunteerism provides an opportunity to give something back to your profession.
Baby busters want to feel that they have made a meaningful contribution, and volunteering is a sure way to do so. You will feel a sense of accomplishment when you see the results of your efforts, such as pulling together a successful professional development program or helping your affiliate to increase its membership. Additionally, NAPM provides several opportunities to contribute, such as delivering a presentation or seminar in your area of expertise, mentoring a junior colleague, or simply helping one of the contacts in your network.

As you can see, volunteering at NAPM will help you to be the best professional that you can be, by helping you to improve your skills and to keep your career on track. Volunteer to the extent that you are able — the time commitment is within your control! I am sure you will find that the return on your investment will be well worth the effort.

By Martin J. Carrara, JD, C.P.M., director of contract management for Pharmacia & Upjohn, Bridgewater, New Jersey.

The Boomer Talks
Two of the characteristics typically attributed to 25- to 34-year-old Gen-Xers are that they are committed to individuals rather than institutions and that one-on-one involvement is favored. Now that I'm a boomer, perhaps my tendencies are reflected in how I pursued career advancement and professionalism. My original reason for volunteering might have been classified as being more self-serving. I was looking for individual advancement; 17 years later, it's become a whole lot more. Either way, I've enjoyed the ride and value the successes gained through my involvement with NAPM.

When I became a purchasing agent 17 years ago, I had no previous business training. Prior to becoming a purchasing and supply management professional, I had taught reading in a junior high school. As the only purchaser in a small company, no one existed with advanced experience whom I could obtain one-on-one training from. I had to look to outside settings to gain professional skills and to learn how to establish the purchasing function in a growing company. Fortunately, one of the company's owners received an NAPM seminar brochure in the mail and suggested I enroll in a three-day "Fundamentals of Purchasing" seminar. At this seminar, I learned about NAPM and the C.P.M. At the time, it occurred to me that the C.P.M. might be a good way to get the credentials I lacked. I was also introduced to Aljian's Handbook of Purchasing during the seminar. That text proved very useful in setting up procedures and systems in the young company I worked for.

In any event, my first involvement in NAPM programs and materials was from the point of view of improving my individual job skills, rather than contributing to a professional group. However, the payoff for my company also occurred, as I was able to start up a professional purchasing function.

A characteristic ascribed to the boomer group is that we are more inclined to be team players, in addition to advancing our careers. The following year I joined the local affiliate NAPM—Rochester, Inc. in New York. My primary reason for joining was to learn more about my profession and improve my job skills. I had no desire to volunteer for anything, figuring I was too busy as it was. However, after my first year of membership, I was approached by one of the officers and asked if I would be interested in serving on a committee. I selected Professional Development due to my background and interest in education. I saw it as a way to use my skills while learning more about purchasing and supply management. At first, all we did was organize a scholarship program. Later, we started to add workshops with speakers from local companies, often specializing in a commodity area such as electronics. We started a pre-dinner forum, where someone would show one of the NAPM videotapes. After a few months, I started introducing the topic, and then would review some of the important terms and concepts. After the tape, I would go over three or four C.P.M. test questions on the topic. At the conclusion, I would conduct a group discussion so we could obtain different views from the various organizations represented. This whole experience appealed to me since this local group helped to solve problems and provide professional insights. I felt I contributed to the local affiliate and continued to learn purchasing skills. I also found that my involvement provided an opportunity for me to develop creative presentations and improve my communication skills. I didn't have an opportunity to do these things in my regular job. I also started to develop a sense of belonging to a team of purchasing and supply professionals who were active in their association.

As I grew older and gained experience, I continued to be active in NAPM—Rochester, Inc. Not only did my involvement provide a creative outlet for my abilities, but the meetings were social events. I met people through the dinner meetings and committee work. As a result, I have made many friends in the profession.

Eventually, I was asked to run for second vice president and serve on the board. I stayed active in professional development events, continuing with the pre-meeting forums and teaching the C.P.M. reviews. I started doing the reviews before I had achieved the C.P.M. I reasoned it was a great way to prepare for the test. I taught review classes for several years and ran some C.P.M. reviews in neighboring affiliates. One thing we took a lot of pride in at Rochester was our award for the affiliate with the highest percentage of C.P.M.s to total membership.

My next step was to become first vice president of NAPM—Rochester, Inc. This involved a three-year commitment to serve first as first vice president, then president, followed by DNA. By that time I was ready. I had become used to the time involved and had learned to schedule it in with job and family. It's possible, but it does require focusing on things that are important.

Looking back, it's hard to believe all that was accomplished. However, it was a relief when those commitments concluded. I can understand when our younger volunteers want to stay on committees, but don't want to move up and take on additional responsibilities. However, for the up-and-comers, the time commitment might be worth it. I picked up skills that I never would have had a chance to use otherwise. This included leadership, budgeting, marketing, public speaking, networking, and interpersonal skills. I think many of these things carried over to my job performance.

After serving on the board of NAPM—Rochester, Inc. I again focused on some activities that would help enhance my personal skill level. I prepared and presented a paper at NAPM's National Conference. I also edited the affiliate newsletter and wrote an InfoEdge article. While these activities contributed to the educational purpose of NAPM, they also gave me a chance to develop my writing skills. These activities were shorter in the sense that they didn't involve long commitments of time, but they proved more valuable in many ways than spending hours sitting in board meetings.

My service as a volunteer continues. Currently, I serve as treasurer for District VIII. I get involved in the summer workshops and the corresponding training of new chairs and officers for the local affiliates in New York and Connecticut. I work with volunteers of all ages, from 25 to 60. The one thing they seem to like doing the best is interacting with their colleagues —trading stories of success and failure, presenting creative ideas, and learning from each other's experiences. Generally, people of all ages seem to work together well in our NAPM volunteer activities. They share the same difficulties in balancing job, family, and volunteer activities.

In the future, I see myself continuing to be active locally, but as a consultant on short-term projects rather than taking on major commitments. This includes serving on the Audit Committee or selling 50/50 tickets at the clambake. I feel I have gained so much from my affiliation with NAPM that I usually agree to take on some small task when asked. Do I represent the typical boomer? Maybe, maybe not. I do see my volunteer work as the catalyst for allowing me to advance in the profession.

Bottomline? Age doesn't matter; it's the fun, skills enhancement, and networking support that makes volunteering worthwhile.

By Lawrence J. Clark, C.P.M., purchasing manager, Burleigh Instruments, Fishers, New York.

The Pre-Boomer Talks
From my perspective, generations blend successfully in the volunteer environment. Evidence of generation blending can be seen in the Southeastern Virginia affiliate of NAPM. We have the asset of expertise from a few pre-boomers who provide the stabilizing force often needed to get the members to look beyond the surface of an issue. According to William Strauss and Neil Howe in their book, Generations, this generation is frequently identified as the silent generation even though their history is a volatile one, having lived through the Great Depression and stock market crash.

The baby boomer and baby buster generations are the idealists. Many of them have come through the post-WWII boom of technological development and escalation, and are the potential Millennial Era stabilizers. Volunteering is incorporated into the activities that this group often juggles. They use their volunteer involvement to do such things as enhance their careers, open doors for a new career, or establish relationships to be used as needed.

Our affiliate receives stimulation from the Generation X group. They have the energy and often the expertise to get others motivated. Being a part of the technological awakening era has resulted in a thinking process that was unheard of by the pre-boomer generation. Their values are very different because most are only familiar with a good economic environment. They are motivated by money, but are interested in community involvement. The same enthusiasm that they exhibit in their workplace is carried over to their volunteer activities.

The peer personalities of these generations, which are intertwined in our affiliate, serve as the catalyst for whatever success has been achieved. Individual growth in our younger members is recognized by their absorbing the mature wisdom so generously provided. A historical perspective can be advantageous for members who have only recently become involved. Many of our volunteers are energetic and actively involved in projects to get them done right away so we can start a new effort. As a balance, we have the wisdom and maturity available to keep us focused.

The bulk of the affiliate leadership represents the boomers/busters generation. Although there are no Gen-Xers represented on this affiliate's board, many are involved in volunteer responsibilities. They really represent a different breed of volunteer: their number one attraction to volunteering is training, thereby adding to their marketable skills. They seem to thrive in an environment that is fast-paced and contains variety. The Gen-Xers are more inclined to take on time-limited, short-term "ad hoc" opportunities. They are more likely to attend shorter, value-focused meetings. They are not found on standing committees or making multi-year commitments.

By Darlene L. Williams, C.P.M., A.P.P., president, Superior Management Techniques, Inc., Newport News, Virginia.

Another Pre-Boomer Talks
Volunteering. Why does my generation (pre-baby boomers) volunteer? Why do I volunteer? I can only speak for myself as an individual. I don't want to generalize about the motives of my generation. I may not even fit that generation mold. However, I will share what I think has motivated me to volunteer for so many years for NAPM and other organizations, some of my volunteer activities through the years, and how I feel about volunteering.

Coming from Tennessee, the "Volunteer State," I can say it was taught in school, especially in eighth-grade Tennessee history. Pride was instilled in us about those 30,000 loyal Tennesseans who marched off to Texas to help save the Alamo. However, I also learned about volunteering from my father.

My father was a Kiwanian. His activities to help children became a part of my life. He never demanded that I go with him. He offered, and I went on the service projects. On Christmas Day, I went with my father and a group of his fellow Kiwanians to the four or five local hospitals and delivered presents in the children's ward for those who had to stay in the hospital over the holiday. The glee heard and the sparkle shown in the eyes of a small unfortunate child made getting up early to transport the toys to the hospitals worth every minute it took. I enjoyed bringing a small amount of joy to the less fortunate.

I have volunteered many times by joining organizations. I will not join an organization if I'm not going to be active. First came the Cub Scouts, then the Boy Scouts. I took leadership roles in the Boy Scouts both within the patrol/troop organization and as a Cub Scout den chief. These positions gave me early experience in organizational skills and peer-to-peer, subordinate-to-leader, and leader-to-subordinate interactions.

As an adult, I became a scoutmaster for 12 years. At the same time, I was active in amateur radio community service communications. I joined the Purchasing Management Association of Memphis (now NAPM—Memphis, Inc.) and took a chair within four months of joining in 1972. I was a local NAPM chair, officer, or district chair for 19 consecutive years. It was a challenge to work and manage the three activities all at the same time. But I did it, and I feel I have gained more than I gave from those many long days. It has been said that you give a busy person a task, and it will be done.

What drives me to volunteer? I think it is the satisfaction of helping others, and I enjoy the social networking. The people I meet and contacts I make while volunteering are a future resource. Supply chain management is using all your resources whether for business or personal reasons.

By Joe Lowenthal, C.P.M., senior supply chain specialist for Federal Express Corporation, Memphis, Tennessee.

So Where Do You Fit?
If you are a Gen-Xer, NAPM volunteer involvement can satisfy your needs of:

• Seeking one-on-one involvement
• Your entrepreneurial spirit
• Being results-oriented vs. process-oriented
• Wanting feedback and work which produces tangible results

If you are a baby buster, NAPM involvement can satisfy your needs of:

• Wanting to be a team player rather than an individual contributor
• Looking for opportunities to advance your career

If you are a baby boomer, NAPM involvement can satisfy your needs of:

• Wanting more personally gratifying experiences
• Performing a variety of activities with frequent quantifiable measures of progress

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