Multi-Unit Franchisee Magazine Issue II, 2016 | Page 98
People BY JASON CONRAD
Millennial Psychology
Bringing out the best in your up-and-comers
A
s I’m sure you’ve noticed in
your dealings with Millennials, there can be significant
differences between their attitudes and those of the Baby Boomers.
What makes Millennials tick? How do
their minds work, and how can we use that
understanding to increase productivity in
our businesses? Do Millennial leaders buy
into the cliché portrayal of their generation as self-entitled, impatient, and erratic
in the workplace? How do Gen Xers and
Baby Boomers view these individuals as
they rise within management ranks and
take on leadership roles?
Millennials have much higher levels of
perceived self-importance than their predecessors, typically brought on by the protection and emotional cheerleading of their
Boomer parents. They crave career growth
and progression and search not only for success, but also for meaning in their jobs and
everyday lives. That doesn’t mean they are
controlled by a sense of entitlement. It also
doesn’t mean they’re not willing to work
hard to achieve outcomes for their employers and to meet their own personal goals. It
just means they are intrinsically motivated
by different factors that require a slightly
different management style.
So, what’s the strategy? How do we play
to their (or our) differences and maximize
their true potential? Whether you’re managing Millennials or you are a Millennial
managing others, it’s no longer a question
of what makes this generation different—
it’s a question of how we maximize this
generation’s talent now that it’s becoming
the largest cohort in the workforce. Here
are five tips on how to make that happen.
1) Cultivate trust. Through their adoption of digital and mobile technologies, Millennials have become accustomed to having
access to information, and expect as much
from their superiors. They also expect to be
treated as an important part of the business,
regardless of age. Cultivate a sense of trust
by allowing greater data access, opening up
communication between your departments
and hierarchies, and wrapping your communication in respect. Consistently tying
94
the strategic agenda to projects, initiatives,
or tasks will also help drive a sense of trust
within this group.
2) Give them meaning. Remember,
Millennials want to feel meaning in their
work. For some, this means helping them
understand how their role affects the bigger
picture. For others, it’s letting them know,
“Millennials have
much higher levels
of perceived
self-importance than
their predecessors,
typically brought
on by the protection
and emotional
cheerleading of their
Boomer parents.”
sincerely, that they are valued members of
the team, and that their ideas are important.
Regular, company-wide meetings help ensure not only organizational transparency,
but also an opportunity for Millennials to
express their own ideas. Let them lead the
implementation of those (good) ideas and
you might be amazed at how productive
and inspired this “can-do” group will become. It’s worth noting that if they don’t
find workplace fulfillment with you, they
will look for it somewhere else.
3) Challenge them. Millennials are
problem-solvers and adept with newer technologies. As executives and managers, our
job is to keep our employees engaged. By
giving Millennials tasks and projects that
test their problem-solving ability, you will
inspire through enabling, and they will feel
they have a vested interest in the success
of their project. Layer this with companywide recognition of their efforts, and you
have a recipe for success.
4) Let them get distracted. Millennials
have an infamous reputation for being distractable, constantly seeking new challenges
and stimulation. This typically manifests in
their seeking employment elsewhere after
being with your company for just a short
time. Try indulging this distracted mindset. If they are successful employees with
an urge to move to a new city or industry,
encourage that growth and let them know
they’re welcome back if they decide to return. Closed-door policies are a thing of
the past, and companies that allow their
employees to test the waters elsewhere will
ultimately improve their retention through
loyalty. Millennials can be incredibly loyal. By
meeting them on their level, you will gain
their respect, hard work, and dedication.
5) Remember their work ethic is different. Maintaining the status quo because
“we have always done it this way” and the
concept of “paying your dues” feels like a
sign of disrespect to Millennials (justified
or not). They are willing and eager to break
the rules and take risks, and see this as a
learning opportunity. Also, the “work to live”
mentality abounds in this group. Balance is
important. If given a promotion throws off
their work/life balance, Millennials may turn
it down. They no longer believe in a work
day with success based on hours expended;
they want to be evaluated on output, not
input. That doesn’t mean they aren’t willing to invest the hours required to yield a
desired output. Nor does it mean they are
lazy, as the media tends to portray them.
It means they are focused on efficiency,
value, and the opportunity cost of lost time.
In simple terms, both Millennial and
non-Millennial managers should focus on
a few key areas with this group. Honor
their optimism, their collaborative nature,
and their desire for development. Realize
that they are willing to work hard for what
yields value; that they have an aversion for
time-wasting procedures; and that they are
the next generation of executives to lead
our organizations. Those who are the most
successful with shaping this generation into
future leaders will see the biggest return on
their talent investments.
Jason Conrad is vice
president of marketing for
PeopleMatter. Call him at
877-300-6222 or email to
[email protected].
MULTI-UNIT FRANCHISEE IS S UE II, 2016
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