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2000 according to some experts.
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They are called Generation Y.
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Generation Z follows in their footsteps and enters the world of work.
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The baby boomers and the Generation X are a bit helpless in the face of those
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who will soon represent the majority of employees.
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The good news is that their differences and
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their demands are forcing managers to become excellent.
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Not just good managers who deliver results,
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but leaders who inspire,
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How to manage these new generations.
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Here are 3 tips.
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Treat them like adults.
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and be flexible.
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Do you want to keep the younger generation motivated?
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Treat them like adults?
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if they have entered the job market,
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it is because they are no longer children.
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If you treat them like children,
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they may react like children.
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The education that most of them received has led them
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to have confidence in themselves and to express themselves freely,
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to even give their opinion on everything.
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The company inherits this greater freedom of tone
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and must establish a dialogue of equals where everyone is respected and heard.
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The younger generations feel that just because they have less expertise
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doesn't mean they should remain silent.
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Their adult opinion deserves to be heard and carry as
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much weight as that of an elder or leader.
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I don't work for you,
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I work with you.
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hierarchical status is not a reason to silence anyone.
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Instead of giving them quick solutions and advice,
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ask them constantly the two magic questions.
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What do you think?
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What do you suggest?
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What do you think?
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What do you suggest?
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They thus claim a dialogue of equals with maximum authenticity.
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They will be grateful
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if you can talk about your successes as well as your failures.
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Failure should in no way be an observation that they have made
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a mistake like children who do not listen to their parents,
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but more the positive observation that they
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have experienced and learned from the experience.
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They claim the right to make mistakes
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in this relationship of equals.
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The ys and zs seek a participatory management in which everyone is a winner,
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otherwise work is not worth the effort.
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They respect the expertise of those who respect them as digital natives.
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It is true that they have at their disposal a technological
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knowledge that is sometimes superior to that of their elders.
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gives them the legitimacy to demand reciprocity
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in every exchange and transfer of skills.
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you can set up a voluntary and reciprocal
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mentoring that will allow experts to transfer to them
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the expertise and skills that they lack,
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they will want to negotiate on how transmission and exchange is done,
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relationship of equals.
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You can also set up reverse mentoring,
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which allows the transmission of knowledge from young people
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in order to promote the integration of Generation Y and Z
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without putting seniors aside,
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to mix project team members in an
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intergenerational mode to promote team cohesion and
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to organize knowledge transfer
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between generations.
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Treating the Generation Y as adults does not mean saying yes to all their requests,
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but at least listening to them and trying to understand them.
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Do you want the younger generation to be motivated in their work?
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the models of inspiration change with each generation.
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The vast majority of Ys and Zs believe that
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it is human qualities that make for professional success.
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They will mostly measure your legitimacy by these inspiring human qualities.
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This is how the younger generation describes the ideal manager,
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and 10% institutional legitimacy.
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As soon as you have established a dialogue with them
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without getting caught up in stereotypes and prejudice about them,
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they will want to collaborate.
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If you treat them with the certainty that they are disloyal,
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individualistic,
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they will not see you as a good leader.
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Your hierarchical status is no longer sufficient to establish your legitimacy.
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they will only consider you legitimate if they feel it,
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if you have proven it to them by your human qualities as a leader,
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by your skills and achievements,
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and by your influence.
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They will look at how you inspire people in dialogue.
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They will observe whether you are fulfilled in your work,
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whether you find pleasure in it,
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whether you know how to balance your personal and professional life.
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For the younger generations,
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work is a component of personal development.
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What are they asking for?
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succeeding at life and not succeeding in life.
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Some experts say that September 11th
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marked this shift in belief.
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I may die tomorrow from an attack or later from cancer.
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I won't have a retirement,
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so I'm going to enjoy my life throughout my life now.
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Not after retirement like my parents did,
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and I'm going to find inspiration through those who know how to do it.
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That's why a leader who doesn't seem fulfilled but just serious,
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and responsible is not a role model for them.
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To inspire them and make them want to follow you and get more involved,
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Generation Y and Z
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also expect you to give meaning to their work.
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what meaning does this project have?
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What is my value in it?
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What values does the company stand for?
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What are the attractive perspectives of this new project?
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the younger generation wants to feel that you are in the wind of change,
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facing the future,
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facing the inevitable transformations of the business model,
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that you are not a has-been.
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You are not a has-been because you attach importance to creativity,
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And to the ongoing digital transformation.
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without always taking action,
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they dream of being entrepreneurs,
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or at least of working in a startup with innovative and moving projects.
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to crown the notion of human fulfillment in work,
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the Y and Z need work to be a place where the atmosphere is positive,
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and cross-functional,
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where everyone can receive feedback and recognition.
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Do you want to keep the younger generation motivated?
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The Y and Z claim this movement.
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The Y stays an average of 3 years in their position,
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1.5 years for the Zed.
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And asked to be able to anticipate their next moves with you.
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They see continuous training as a key to their professional
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success and expect you to open these doors to them.
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Their career ambitions are much less linear
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and vertical than those of their elders.
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their ambition is horizontal and cross-functional mobility
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based on multidisciplinarity.
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Their hyper connection on social networks is also a way
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to maintain their level of information on multiple subjects,
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stay connected to the latest technological advances,
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and expand their network.
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Time spent on social networks is not only a time for fun and sharing,
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but also a time for opening up,
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watching and learning.
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Information comes to them,
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especially through their devices.
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That's how they grow up.
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Y and Z motivated
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by maximizing work with them in project and cross-functional mode.
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Project mode meets the wise criteria of pragmatism,
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If their place is recognized and their opinion is heard,
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they will be a true team player in these flexible projects.
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If the company allows them to come up with ideas and bring them to fruition,
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even if it means experiencing failure,
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they will be less likely to leave the company after 3 years.
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valuing and coaching their initiative will ensure better talent retention.
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Some companies have also set up business incubators.
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And other fab labs manufacturing laboratory
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to facilitate the implementation of their ideas in project
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mode along with skill sponsorship between juniors and experts.
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the relationship with time,
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and the virtuality of younger generations sometimes makes them very impatient.
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it will be a good idea to encourage initiative and organizing and framing it.
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Flexibility for generation Y and Z
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is also the possibility of being in control
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of their schedule and having easy access to teleworking
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and third places.
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They want to be in control of their own life balance.
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Tomorrow's company will have more flexible boundaries
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on workplace and working hours than before.
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The COVID crisis made it more achievable.
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Younger generations demand this freedom to organize time
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and workspace which requires management through trust,
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being a flexible manager means moving away from rigidity,
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subordination and authority-based managerial modes
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to accept shared leadership.
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The values of freedom and personal development of juniors supersede
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the old values of commitment and loyalty to the company.
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Younger generations put the individual back at the
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center of their personal and professional choices.
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They are forcing us to rethink tomorrow's management towards
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a less bureaucratic and hierarchical system that is,
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One last piece of advice for the road.
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The younger generations are fond of the expressions,
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Expressions are addressed first and foremost to their worried parents.
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Some of them sometimes continue to carry this energy.
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It's no big deal,
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This can be annoying.
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I invite you to analyze on a case by case basis when you see them in this attitude.
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Is it wisdom and perspective when they faced with people who are too stressed
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Is it forced nonchalance displayed when they are lost
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so that you give them more autonomy
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do you ever say to the younger ones,
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