How to Get Millenials and Gen Z to Say “I Love it Here”


Disability Hiring and the Inclusive Workforce

Interviews with:

Clint Pulver, “The Undercover Millenial”

Tova Sherman, Author of Win, Win, Win

Segment One – Clint Pulver

Clint Pulver, “The Undercover Millenial,” and author of the book I Love It Here: How Great Leaders Create Organizations Their People Never Want to Leave, discusses different management styles and how they affect the culture of the workforce.  The ideas he presents are practical, essential, and often overlooked by management across the board.  He speaks about two main concepts that, if followed, will have employees, regardless of generation, say, “I Love it Here,” and never want to leave your company.

Segment Two – Tova Sherman

Tova Sherman, the author of Win, Win, Win, and founder of the Reachability Association, discusses the importance of inclusion in the workforce, how the playing field needs to be level for all prospective employees, and how employers are missing out on the untapped resources that can be found with those labeled as “disabled.”


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  • There’s Opportunity; There’s Potential…There’s Good (10:11)
  • You Have to Adapt, or You’re Gonna Die” (14:05)
  • Do They Have the Same Reality as He Does? (15:09)
  • The Magic Happens When They Say, “I Love it Here.” (17:53)
  • If You Can Tap Into [These] Two Things, You’re Doing What Most Companies Don’t Consistently Do Day After Day (26:55)
  • Everyone Has, Had, or Will Have a Disability (34:45)

NOTE: Quote times may be +/- 30-60 seconds different for the audio version.

Podcast Notes

There’s Opportunity; There’s Potential…There’s Good (10:11)

Clint Pulver, “The Undercover Millenial,” discusses the adult in his childhood who made the ultimate difference in his life.  His teacher, Mr. Jensen, took an approach to Pulver’s constant restlessness and tapping that no one else did.  Rather than looking at his quirk as a flaw, Jensen looked at it like “there’s opportunity, there’s potential…there’s good” in Pulver’s movements.  Jensen offered the student a pair of drum sticks and encouraged him to keep them with him always.  As a direct result of Jensen’s different perspective at someone viewed as unfavorable by most, Culver became a world-renowned touring drummer.  Virtually all of Pulver’s success came about because “someone created hope and possibility out of a…problem.”  This approach can and should easily be transferred and implemented in the workplace.

“You Have to Adapt, or You’re Gonna Die” (14:05)

As a member of a “mastermind group,” Pulver had the opportunity to listen to the owner of a New York sporting goods store speak about the constant need to adapt to the ever-changing market needs.  The owner told the group, “You have to adapt, or you’re gonna die” (14:05).  When Pulver asked if this applied to the owner’s view on dealing with his employees, the owner emphatically said that he’d been doing the same thing for decades and there was no need for change in that area.

Do They Have the Same Reality as I Do? (15:09)

Naturally curious, Pulver wanted to know, “do they have the same reality as I do?”(15:09) This prompted him to ask an employee their opinion about working at that establishment, to which the employee told Pulver that he was only planning to stay at that position until another opportunity came about. He had already submitted multiple applications to hasten the process.  Pulver then decided to continue this line of questioning with a total of six employees, five of whom found no satisfaction from working there and were in the process of finding other employment.  

The results of this impromptu poll made Pulver wonder if the owner had any idea of the culture that he had created and fostered for employees.  This lead Pulver to become “The Undercover Millenial.”  Through his work, he realized that management was typically clueless of the actual viewpoint of employees in regards to their outlook on workplace culture.  The main reason for this is because employees have no incentive to voice their opinions.  They are fearful of doing so because of the possibility of being blacklisted or accused of starting drama.

The Magic Happens When They Say, “I Love it Here.” (17:53)

Pulver did see that there were occasions when the workplace culture made employees sing management’s praises.  He notes, “The magic happens when they say, “I love it here” (17:53).  That occurs when one management style, based upon standards and connections,  rules out over the other three he defines.

Four Different Type of Managers and Their Effect on the Workplace

  1. Remove Manager – Low on both standards and connections, this manager is completely burnt out and creates disengagement.
  2. The “Buddy” Manager – This person is low on standards but high on connections.  They try to be friends with employees when away from work and expect employees to respect them at work (which they don’t).  This creates entitlement.
  3. Controller Manager – High on standards and low on connections, this manager rules with an iron fist.  This creates rebellion.  Unfortunately, this is the most common type of manager.
  4. Mentor Manager – High on both standards and connections, this manager brings the balance that results in the “I love it here” reaction.  They create loyalty and respect.

If You Can Tap Into [These] Two Things, You’re Doing What Most Companies Don’t Consistently Do Day After Day (26:55)

The key to making employees say, “I love it here,” boils down to two things: recognizing every individual’s possibility and worth.  Pulver says, “if you can tap into those two things, you are doing what most companies don’t consistently do day after day” (26:55).  These are concepts that all managers can implement, are relatively cost-free, and foster employee retention. In addition, he reminds us that it’s not just Millenials who want to leave a job where they do not feel appreciated.  That is a factor for every generation.

Everyone Has, Had, or Will Have a Disability (34:45)

Tova Sherman, the author of Win, Win, Win, discusses the importance of inclusionism.  She would like for all employers to recognize that “everyone has, had, or will have a disability,” therefore, the bias towards those labeled as “disabled” should never be a factor. (34:45)  Her book, a quick read to include those with ADHD, complements the work she does with inclusion and should be considered reference material.  She believes that there is a huge need in the business world and diversity and inclusion of the disabled benefit the workforce.

She encourages companies to look over their value statements and ensure that inclusion isn’t an “add-on.”  If it is, then they need to update their statement and practices.  She says that Stephen Covey, in his7 Habits book, speaks of the “win, win.”  The two “wins” are for the business and the customer.  In her book, the three “wins” are for the company, the customer, and the disabled, so everyone is a winner.

I’m Hoping That I’m Preaching to a Few People Who Aren’t In the Choir, Too (46:45)

Wolfe tells Sherman that he understands that inclusion is essential, and though it’s different, it’s not difficult.  He tells her that she’s preaching to the choir.  Though she appreciates the fact that he understands her point, she says, “I’m hoping that I’m preaching to a few people who aren’t in the choir, too” (46:45).  She wants her message to be wide-reaching to cancel out the bias that exists against persons with disabilities, thus affording them more opportunities in the workforce.  She closes by reminding us how vital it is to equalize the playing field for everyone.


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