when will nebraska's leaders embrace change?

Over the last few years, dozens of researchers have shared worrisome statistics with Nebraska's economic developers, chambers and mayors across the entire state. Those statistics have been shared on YouTube (WOWBIZ Nebraska, Lynn Hinderaker, host) for years and distributed through the Nebraska Department of Economic Development.

Nevertheless, few communities are responding to this:

According to Hinderaker and researcher Hank Robinson, Nebraska is flat in growth.

We are 39th among 50 states in attracting young talent.

We are 35th among 50 states in fostering new entrepreneurs.

Robinson also emphasized - painfully - that Nebraska is 46th in innovation.

These three problems - not enough young talent, lack of entrepreneurial support and reluctance to innovate - imply that Nebraska is conventional, traditional and not competitive. These qualities are a clear cut "turn-off" for Gen Y and Z.

This is why Robinson uttered a sadly-memorable claim: "We're not even being considered as a place to live and work!"

Deep sigh...

Nebraska's brain drain is among the very worst in the country. Back in 2002, the number was 2500. Today, 4500 graduates leave every year. So we have a retention problem as well as a prospecting outreach problem.

These trends coincide with the recent news that UNL is dead last (152 on a list of 152 universities) when it comes to academic excellence. Professors and department heads are being shown the door.

Around this time, the Governor set up a committee to "solve brain drain." It was an eclectic group that focused on comparing salaries, academic achievement and demographics. But very little came out of that committee because psychographics are more important than demographics.

Shortly after that, the top high school scholar in Nebraska told the Governor and the regional press that "Nebraska should be more like Minneapolis. I'm leaving. Thanks."

These are alarming trends for business owners who rely on "fresh blood" to take over certain responsibilities and departments. But Robinson still wasn't done...he stood alone, behind a podium. As he addressed 90 economic developers, he became emotional.

"We have to retain those top tier kids!" he exclaimed. "We have no choice!"

Robinson added: "When certain grants are made available, we tend to move slowly even though we have a smaller population. We need to move quicker! We need to be nimble!"

Around that time, Senator Jim Smith spearheaded a project called Blueprint Nebraska. It was intended to be an action-plan to accomplish four objectives:

• Develop workforce - bolster entrepreneurialism, broadband, manufacturing and innovation

• Enhance communities by bolstering quality of life (art, parks, water, library, etc.)

• Modernize government by providing extra support for rural and ethanol industries.

• Grow the overall economy through diversity and AI.

The project was funded and attracted CEOs across Nebraska to several well organized meetings. A thick strategic plan was developed to much applause. But nobody in particular was charged with the responsibility to implement Blueprint Nebraska. So I wrote an article about NEWbraska and the state's need for a "jolt of newness." It was well received, but...nothing happened.

Shortly after, a new theme was born that was supposed to convince Gen Y and Z to come to our state. The theme read: "Choose Nebraska." This bland phrase is ineffective because there is nothing about it that is unique, clever, memorable or thought provoking. It doesn't hint at creativity or finding oneself (which is primary to young workers). It could as well be "Choose Iowa" or "Choose South Dakota." Ho-hum.

The same criticism speaks to "The Good Life." This generation of young workers has outgrown that tired phrase. Being relevant to the next generation of workers is harder than that. Our state needs a new marketing firm with proven skills. It's called NEWbraska.

As the percentage of older citizens increases and the percentage of younger workers decreases, one fundamental piece is overlooked; nobody knows who the target audience is. When there are 50 million young professionals in America looking for work, it's critical that the "seller" (the entire state of Nebraska and its 183 communities) understands what the specific "buyer" (young worker) actually values and wants in his or her lifestyle. This is called "target marketing," but no one in the economic development field is comfortable talking about this primary consideration and how to reach out to young workers effectively.

When this is brought to the attention of civic and community leaders, they shrug and turn the conversation to affordable housing. They avoid responsibility because they are not marketing professionals and don't want to be told to "Find a way to get people in here." They fear failure.

If focus groups with carefully chosen young professionals were conducted and those young people said they wanted to live in a contemporary, rehabilitated downtown with shops, bars, restaurants, coffee shops, spas and fitness facilities, would Nebraska's community leaders build those downtown facilities? What if those buildings welcomed retirees as well as Gen Z? What if scientific proof existed that certain designs within the rehabbed downtown buildings could stimulate positive human emotion ("good vibes")? Would that be enough to motivate community leaders to embrace change?

This is where "developing a pipeline of innovators" comes in. Forward-thinking architects and engineers must understand how neuro-aesthetics ("UrbaNatural design") can transform a downtown and play a role in attracting young workers. It isn't "just another building." It must become a magnet for people with ideas.

Since then, I have forwarded emails and videos to the Economic Development Department. It summarized how the entire state could move forward in seven ways :

• train business owners in innovation to attract young workers

  • train business owners in generational communication to prevent young worker turnover

• redesign downtown buildings that are designed to evoke good vibes (hormones)

• use a new online platform to accelerate business succession in the county

• connect with video news programs that publicize progress in local communities

  • create awards, ceremonies and events that celebrate innovation and entrepreneurialism in Nebraska

  • popularize the word NEWbraska as a way to imply that Nebraska is a place where new projects, new technologies, new leadership and more are welcome. Newness is deeply attractive to young workers who are easily distracted and easily bored. It is an essential part of an employee productivity system called Futureforce.

Since then, two Directors of Economic Development in Lincoln, have come and gone. What does this mean?

To offset this