As CIOs, how should we connect with our youngest team members?\nMy generation\u2014the Baby Boomers\u2014really like being liked as bosses. That is important to \n\nus. But that mentality is not helping our Gen Y employees. For CIOs to lead younger \n\npeople and bring them into line, everything turns to managing expectations.\n\nA winning tactic I've found useful is to constantly state flat out that if they do these \n\ncertain things, they are going to be successful. Then when they do those things, you must \n\ngive them immediate feedback and, if you can, reward and salute them then and there. \n\nFeedback isn't an annual review.\n\nThe immediacy of the feedback is the key. What doesn't work well is having the view that \n\nyou come in and work hard every day, and knowing that you've done hard work should be a \n\nsufficient reward. The younger generations need to be told that they've done well. The \n\nquiet hero is not part of their world view. Quiet is translated as passive or uncaring.\n\nLikewise, the old model of one performance review a year is not going to get the response \n\nyou want. Constant feedback will. That feedback has got to be thoughtful, and it's \n\nimportant to explain the "why" of things. If done well, this can even serve as formal \n\nmentoring.\n\nThere is something to the idea that this generation has a sense of entitlement, but that \n\ncan be a good thing as long as it comes with a sense of responsibility. \n\nWhy get up in the morning?\n\nThe question for us is whether the discipline of coming into the office for specific \n\nhours is a necessary artifact of the workplace or some hangover from the factory model. \n\nWe were taught to come in, wear this kind of uniform, do this kind of work. Maybe that's \n\nthe wrong model now, and maybe Gen Y is an agent of that change. It's something for each \n\nCIO to weigh; we must strike a balance that fits our organizations.\n\nDiscipline aside, instilling responsibility is part of a CIO's job as the leader. Give \n\nthem projects with goals, even if it's maintenance work framed as a project. At Purdue, I \n\nalso reinforce that after protecting borders and saving lives, ours is the third most \n\nimportant job in this country\u2014educating people. On a wet Tuesday, that's a worthy job to \n\nget up to. Every CIO should identify that driver for their own organization and \n\ncommunicate it to raise their employees' sense of purpose and pride in what they do.\n\nMcCartney is CIO and VP of IT at Purdue University and a Council member. E-mail topics or questions for mentors to email@example.com.\nFor more information on the CIO Executive Council, visit our public site.