1
2
4
3
5
6
Keys
to
Developing Millennials
into Managers
M
2014 Issue 3 |
the
SCORE
20
illennials are also known as
Generation Y, Generation We,
the Boomerang Generation, the
Peter Pan Generation, Generation Waking Up. Refer to them as you
wish, but know this: Talented individuals
from this generation will be leading your
team in the not-so-distant future.
I know what you’re thinking,
Millennials as managers? Are you crazy?
Don’t be so quick to judge: What
those in today’s workforce with more
seniority seem to eagerly and fervently
choose to overlook is that members of
this often misunderstood and poorly
appreciated generation will soon move
into leadership roles that will eventually
affect the supervisory landscape as never
before—in a good way.
Believe it or not, you want millennials on your team. Despite the copious
by Patrick Proctor
amounts of disillusioning and negative
press about how millennials display
careless ways and undedicated principles
on the job, members of this generation
will eventually spur change in workplace
practices on a global scale.
Millennials bring a new set of
habits, values and expectations to
benefits, job processes and work-life
balance. But there is an upside to this
new thinking, too. No generation before
has had as much access to technology or
ability and willingness to collaborate and
share ideas.
You won’