Overachievers of past generations seemed to aim straight for the top – seemingly to presume that if you could get to the top that you should. Alas, I believe GenX has created a new breed – the ambivalent overachiever. This breed is not so obsessed with whether they can get to the top, but whether they want to. There is a sense that such ambivalence would not be so appreciated by the powers that be, so most ambivalent overachievers are out there masquerading as “normal” dedicated employees. They are indeed often quite successful, as GenXers tend to be rather perceptive about how to play the game (if they choose to play it).
The overachievement part is motivated by a variety of factors. First and foremost – success gives you options. And every GenX knows that options are power. Overachievement probably means you can walk out the door, if things are not working out. Very important even if you are actually quite happy with your current employment.
Of course, ambivalent or not, many of us overachieve simply because we actually care about what we are doing. Even if it not our dream job (our Plan F), there is some meaning to be gained from just doing something well, to doing your best. Part of this is not just about what we are doing, but who we are doing it for. Though GenXers are notoriously cynical about organizations, we can still be inspired by and loyal to people ~ whether those people are clients, coworkers, or “the boss.”
The question is, can this breed become the next generation of leaders? Can leadership and ambivalence coexist? It seems that the GenX habit of having one foot subconsciously out the door may be incompatible with leadership. Or maybe it is just going to change the way leadership looks and feels. The question is, can you be an effective leader in an organization without drinking the kool-aid? What do you think?
live more leadership 
I have been concerned about and speaking and writing about a potential Gen X leadership gap for several years. Are they prepared, being prepared, do they want the responsibility, looking at how hard Boomers have worked and what they might have sacrificed.
Can they lead if they don’t drink the Koolaid? Yes if they bring their own wisdom and passion and values that others want to follow… But leaders do have to work hard, and leadership can be lonely.
Phyllis
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Hi Phyllis, that’s great that you have been speaking and writing about the GenX leadership gap. I think one challenge is finding a new model of leadership that GenXers can embrace. Honestly, I imagine it has to be something we “invent” ourselves for us to truly accept it. Within that new model, I think leadership will be more about co-development and may not be so lonely as previous versions.
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The definition of “top” has changed for many genXers. Does it mean CEO – overworked, overpaid? Not anymore. It means independence from the game, options, choices for spending your time on what makes your life most meaningful. All of our role models (mostly men at that), are stressed out, exhausted, and their lives revolve around their careeer. Many express regret and significant discontent (not to mention sadness for all their long-lost Plan F’s)!
GenXers have observed, learned, and subconsciously changed the game plan. It seems smarter to not head in the direction of burned-out President. I wouldn’t call them “ambivalent overachievers”, just GenX overachievers heading for a different goal – enjoying life with enough time, energy, and finances. Think Buddhism. The GenX overachiever is likely ambivalent to working up the corporate ladder, but not ambivalent to finding happiness.
I’ve concluded that I want my career to revolve around my life, to be one part of it. It’s hard to not feel utterly selfish thinking this way because it differs so much from company culture. (Maybe this mentality results from growing up in more affluence than baby-boomers, but thinking along the lines of less consumerism = less required income).
I’m not sure what this means for future leadership. Our current form of leadership is not appealing. It doesn’t seem worth the effort, even for a natural overachiever/leader. How can we redefine leadership? Can we include the new value of work/life balance?
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Good questions Rachel! I have long felt that my ideal life could be defined as integration. Despite the striving for work life balance, in the end it is actually the integration of my work into my life, and not the complete separation, that I crave. But I think because integration does not feel possible, GenXers tend to go towards confining their work lives as the best available option. I think the only thing that is going to call GenXers into leadership roles en masse will be changing the nature of leadership to be more reflective of the values of our generation. To make leadership more about encouraging and facilitating genuine development, and less about making and enforcing rules. That’s definitely the type of leadership role I could sign up for!
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Interesting post. I always wondered why I would bust my butt in all the roles I held and eventually found out that I didn’t want to do what was next on the ladder/list. I actually wanted to take my learning and skills and apply them to my own business. I now am no longer the ambivalent over-achiever. I am an entrepreneur who has found where they belong in the world. Perhaps part of the GenX process is about finding where everything clicks. We don’t necessarily have a ‘foot out the door’, it’s that we are more ready to try new things, adapt to change and test the waters than those that are before us in line—-we certainly don’t want to wait.
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Yes, it does seem like some of the most content GenXers are entrepreneurs. It’s like we were supposed to be a whole generation of entrepreneurs, but many just haven’t taken the leap yet. I noticed you work with businesses – have you helped many GenXers take the leap to transform their Plan F into reality?
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I work with a few Gen X’ers at the moment. Send me a email and we can make an appointment to discuss your ideas about Plan F. It’s funny, once you start, the plans continue to grow. I have clients who are beoming ‘serial entrepreneurs’, because they have so many ideas and build upon the first successful model.
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