Where should we draw the line?
A recent article discusses the problems Colgate University has had over the past few years with what they call "helicopter parents". We have all seen them; heck we may even be them! Those parents who hover over their children's lives. Recently, one parent demanded to know what Colgate planned to do about the sub-par plumbing her daughter encountered on a study-abroad trip to China!
Part of the problem is that parents feel entitled when they are shelling out $40,000/year for a place like Colgate. This is somewhat understandable. Another part of the equation is technology; high speed internet, and cell phones in particular, make it very easy to stay in touch with family. I didn't go to college all that long ago (the '80s) and it would not be uncommon to go 3 weeks without talking to my parents on the phone. Today it is hard to find a student who does not own a cell phone, and an unlimited calling package to go with it.
But now Colgate is fighting back. No longer are they just biting their lip and taking it. At freshman orientation here last week, parents heard a different message: Colgate is making educating students a higher priority than customer service. The liberal arts college of 2,750 students has concluded helicopter parenting has gotten out of hand, undermining the out-of-the-classroom lessons on problem-solving, seeking help and compromise that should be part of a college education.
When we set out to establish a servant-leadership culture in our organization, we must always be mindful that we are not endorsing an entitlement organization. I've spoken with several businesses about this concern. I'm right there leading the charge when it comes to a business serving its employees, shareholders, and customers. But if the emphasis becomes too strong towards one group, or we bend over too far in pleasing those we serve, we run the risk of creating a group of people who feel as though everything should be given to them. Colgate has found this out. And while it is tough to put the proverbial genie back in the bottle, it is far tougher on the organization to continue down the path without standing up and drawing the line.
Part of the problem is that parents feel entitled when they are shelling out $40,000/year for a place like Colgate. This is somewhat understandable. Another part of the equation is technology; high speed internet, and cell phones in particular, make it very easy to stay in touch with family. I didn't go to college all that long ago (the '80s) and it would not be uncommon to go 3 weeks without talking to my parents on the phone. Today it is hard to find a student who does not own a cell phone, and an unlimited calling package to go with it.
But now Colgate is fighting back. No longer are they just biting their lip and taking it. At freshman orientation here last week, parents heard a different message: Colgate is making educating students a higher priority than customer service. The liberal arts college of 2,750 students has concluded helicopter parenting has gotten out of hand, undermining the out-of-the-classroom lessons on problem-solving, seeking help and compromise that should be part of a college education.
When we set out to establish a servant-leadership culture in our organization, we must always be mindful that we are not endorsing an entitlement organization. I've spoken with several businesses about this concern. I'm right there leading the charge when it comes to a business serving its employees, shareholders, and customers. But if the emphasis becomes too strong towards one group, or we bend over too far in pleasing those we serve, we run the risk of creating a group of people who feel as though everything should be given to them. Colgate has found this out. And while it is tough to put the proverbial genie back in the bottle, it is far tougher on the organization to continue down the path without standing up and drawing the line.
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