Dropping workplace formalities (see Chapter 10).
A preview: Take a look at the change in workplace dress code since the 1960s and you’ll have a clear picture of how the formal work world has become informal. Millennials tend to embody multiple facets of the informal – whether dress, communication, body language, or the blend of work and personal life. This flair for the casual at work can turn off other generations, who take pride in the way formalities translate to education, a job, and respect for colleagues.
Discovering What Managers Love About Their Millennials
Millennials may get a bad rap, but what managers are finding out is that they are actually a huge benefit and even a boon to the workplace in many ways. It’s true! Hey, maybe you’re one of those people who’s thinking, “Gosh, you know what, I have so much respect for the Millennials I manage.” If you are one of those people, you may be in the minority, but we urge you to speak up. The more people who talk about their positive experiences with Millennials, the more likely Millennials are to continue to step up to the plate rather than feel defeated by the mountains of negative stereotypes about them. In truth, there are many qualities that managers love about Millennials they manage:
“I think they will raise their hands for anything; they get excited about any project as long as they see the impact they can make. My own experience [with Millennials] has been collaborative and understanding of team dynamics; [they are] extremely hard working. I have the privilege to office next to three Millennials, and I see them buck the stereotypes every day. They are co-workers and friends.” – Ann F., manager
Millennials are heralded for their innovative minds – they’re driven to look at how something is done and think, “There is a more efficient and inventive way that we can do this.” All generations are innovative in their own right; don’t misunderstand us. The difference is the way that Millennials have seen technology as the tool to innovative solutions from a young age. The only way that they could succeed growing up was if they had innovative approaches to work, so now they are quite a creative bunch!
“I see Millennials bringing fresh perspectives, new ideas, but yet at the same time I see them honoring the legacy in our business.” – Ann M., Manager
Though one of Millennials’ biggest stereotypes is how lazy they are, the majority have a work ethic similar to their Boomer parents’ (this is especially true of Early Millennials). Most Millennials really do want to show up, work hard, and get the job done.
“I believe our organization focuses on the value that our employees get from being who they are and what they bring to the relationship they have with [clients]. It’s about a relationship, not doing a task.” – Deb N., Manager
A side effect of Millennials’ desire to push corporate formalities out the window is their welcoming of all things authentic at work. Less intrigued by small talk and more inclined toward close relationships with colleagues, they may alienate some who prefer to keep their personal lives personal, and professional lives professional. Still others, as quoted in this section, may find this a breath of fresh air.
Paving the Path to the Workforce of the Future
Managers and leaders have a responsibility on their shoulders right now: to create a workforce that embraces both the current generations at work and the future cohort of workers. While generational differences can at times be frustrating, the best thing you can do is create as healthy a work environment as possible that includes diversity of thought.
If you’re thinking to yourself, “Why do I have to change everything for the young generation?!,” we hear your exasperated question. You don’t have to change everything because, truthfully, they need to change for you as well. However, consider the moments when you can change to pave a path for the future. It’s not very often that someone will look back and think: “Wow, I’m really glad I resisted change at every opportunity.” C’mon. Don’t be that guy (or gal).
To ensure that you are creating the right space for the future workforce, just stick to these basic rules:
❯❯ Have an open mind.
❯❯ The moment you think you’ve looked into the future enough is the exact moment you need to keep looking.
❯❯ When someone says, “We can’t,” say, “We can.”
Chapter 2
Harnessing Generational Theory to Guide Your Management Practice
❯❯ Understanding the basic building blocks of generational theory
❯❯ Getting over common objections and mental roadblocks
❯❯ Appreciating the financial implications of gen theory in the workplace
❯❯ Turning awareness into an actionable management strategy
If you’re reading this book, there’s obviously some reason you gravitated toward the topic of generations. Maybe you’re a manager or recruiter looking to better understand the next generation, maybe you’re a natural Gen Junkie (someone who’s innately interested in the generations topic), or maybe your leader pressed this book into your hands and asked you to take a gander. Whatever the impetus was, we’re happy you’re here and even happier that you’re taking a peek at this chapter. You can think of it as a crash course in the basics of generational theory. It’s Generations and Management 101. Whether you’ve had previous exposure to the generations topic or not, this chapter gives you a guide to improve your management strategy. You’ll ground yourself in some of the fundamental concepts of the theory and find out what exactly defines a generation and why.
There’s a chance that some readers may skim or avoid this section entirely, and if that’s you, that’s fair. But in our work, we’ve found that perceptions around the parameters of the generations can vary widely, and that can impact how well someone can bridge a generational divide. Do you know what defines a Millennial? Is it the year she was born? Or is it a more nuanced definition? You’re probably catching this … it’s the latter. Before diving into the strategies of working with a different generation (we get to that in Part 2), it’s useful to have a solid grasp of the central building blocks of this topic first. So if you want to solidify your understanding of generational theory, read on. If you want to have ready responses for the skeptics (or quiet your inner naysayer), read on. If you want to see how generational theory can help not only improve your relationships with Millennial employees, but also positively impact the bottom line, read on. If you want to find out how to spin awareness into strategy, then read on, dear reader, read on.
Wrapping
