Managing Millennials For Dummies E-Book

Hannah L. Ubl

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 695

Veröffentlichungsjahr: 2017

Beschreibung

Everything you need to harness Millennial potential Managing Millennials For Dummies is the field guide to people-management in the modern workplace. Packed with insight, advice, personal anecdotes, and practical guidance, this book shows you how to manage your Millennial workers and teach them how to manage themselves. You'll learn just what makes them tick--they're definitely not the workers of yesteryear--and how to uncover the deeply inspirational talent they have hiding not far below the surface. Best practices and proven strategies from Google, Netflix, LinkedIn, and other top employers provide real-world models for effective management, and new research on first-wave versus second-wave Millennials helps you parse the difference between your new hires and more experienced workers. You'll learn why flex time, social media, dress code, and organizational structure are shifting, and answer the all-important question: why won't they use the phone? Millennials are the product of a different time, with different values, different motivations, and different wants--and in the U.S., they now make up the majority of the workforce. This book shows you how to bring out their best and discover just how much they're really capable of. * Learn how Millennials are changing the way work gets done * Understand new motivations, attitudes, values, and drive * Recruit, motivate, engage, and retain incredible emerging talent * Discover the keys to optimal Millennial management The pop culture narrative would have us believe that Millennials are entitled, lazy, spoiled brats--but the that couldn't be further from the truth. They are the generation of change: highly adaptive, bright, and quick to take on a challenge. Like any generation of workers, performance lies in management--if you're not getting what you need from your Millennials, it's time to learn how to lead them the way they need to be led. Managing Millennials For Dummies is your handbook for allowing them to exceed your expectations.

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Managing Millennials For Dummies®

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Library of Congress Control Number: 2017936221

ISBN 978-1-119-31022-8 (pbk); ISBN 978-1-119-31024-2 (ebk); ISBN 978-1-119-31023-5 (ebk);

Managing Millennials For Dummies®

To view this book's Cheat Sheet, simply go to www.dummies.com and search for “Managing Millennials For Dummies Cheat Sheet” in the Search box.

Table of Contents

Cover

Introduction

About This Book

Foolish Assumptions

Conventions Used in This Book

Icons Used in This Book

Beyond the Book

Where to Go from Here

Part 1: Getting Started with Managing Millennials

Chapter 1: Confronting the Millennial Management Challenge

Pinpointing Millennials on the Generational Timeline

Spotting the Coming Sea of Change in the Workforce

Getting Grounded in Millennials 101

Identifying and Navigating Generational Clash Points

Discovering What Managers Love About Their Millennials

Paving the Path to the Workforce of the Future

Chapter 2: Harnessing Generational Theory to Guide Your Management Practice

Wrapping Your Brain around the Generations Topic

Overcoming the “Yea, Buts…”

Using Generational Theory to Build a Better Workplace

Chapter 3: Breaking into the Millennial Mind

Viewing Millennials as Whole Beings

Why You Are Who You Are: Taking a Look at the Formative Years

Checking Out the Messages that Mold Millennials

Exploring Millennial Values

Breaking the Mold: Rejecting Millennial Stereotypes

Chapter 4: Discovering How Millennials Differ from Boomers and Gen Xers

Breaking into the Baby Boomer Mind

Breaking into the Gen X Mind

Comparing Traits and Values Across Generations

Chapter 5: Managing through Your Generational Lens

The Parent Trap: What Happens When Boomers Manage Millennials

The Annoying Little Sibling: Why Xers Struggle to Manage Millennials

The Twin: Why Millennials Managing Millennials Is Not All Smooth Sailing

Part 2: Navigating Potential Clash Points

Chapter 6: Adapting to Changes in Organizational Structure … The World Is Flat

Transitioning from Hierarchy to Network

Looking at Transparency in a Networked Structure

Using Your Adapted Organizational Structure to Recruit, Retain, and Engage

Dealing with Special Circumstances

Chapter 7: Encouraging and Facilitating Collaboration — Go Team!

Shifting Your Perspective on Collaboration

Reconciling Differences: Independent Xers versus Collaborative Millennials

Onboarding Millennials

Training Millennials

Mentoring Millennials and Vice Versa

Building a Collaborative Infrastructure

Chapter 8: Supercharging Your Feedback Loop … Gold Stars Abound!

Giving Feedback in the Instantaneous Age

Rethinking the Review Session

Realizing that Feedback Is a Two-Way Street

Acting More Like a Coach Than a Boss

Common Feedback Troubleshooting

Chapter 9: Motivating Millennials — Generation “Why?”

Managing for Meaning

Compensating the Noncompensation Generation

Rewarding Millennials

Chapter 10: Dropping Workplace Formalities: Let’s Be Friends

Distinguishing Between Formality at Work and Work Ethic

Drawing the Fine Line Between Manager and Friend

Channeling Your Inner Emily Post: Communication Etiquette

Part 3: Accommodating Individual Differences Among the Millennial Masses

Chapter 11: Managing Millennials ’Round the World

Viewing Generational Theory through a Global Lens

Looking at Global Millennials’ Uniting Trends and Key Differentiators

Tapping into the Power of Generational Theory Around the Globe

Chapter 12: Adapting Your Management Style to Different Millennial Personas

Coping with the Needy Millennial

Hangin’ in There with the Hipster Millennial

Finding a Way to Deal with the Hidden Millennial

Dealing with Denial in the “I’m-Not-a-Millennial” Millennial

Preventing the Demise of the Millennial Martyr

Chapter 13: Making Adjustments for Ages and Life Stages

Meeting Cusper, the Friendly Ghost

Introducing the Xer/Millennial: The Oregon Trail Generation

Getting a Glimpse of the Millennial/Gen Edger: The Snapchat Generation

Modifying Your Style for Old Millennials versus Young Millennials

Meeting Millennial Parents

DINKs: Motivating the Dual Income No Kids Subset

Chapter 14: Tailoring Your Millennial Management Style to Different Work Settings

Managing in Silicon Valley versus Wall Street

Adjusting for Blue Collar versus White Collar

Adjusting Your Style in the Arts versus the Sciences

Part 4: Gearing Up for the Coming Changes

Chapter 15: Paving the Way for Millennial Leadership

Grooming the Leaders to Be

Bringing Out the Best Millennial Leadership Skills

Preparing Millennials to Manage Up

Getting Millennials Ready to Manage Across and Down

Chapter 16: Preparing for the Next Generation in the Workplace: Gen Edge

Warning: This Generation Is Still in the Works

Decoding What Gen Edge Events and Conditions Will Mean for Managers

Adapting Your Management Style to Accommodate Gen Edge Traits

Getting in Their Heads and Hearts: Gen Edge Values

Getting a Jump on Creating a Workplace that Works for Gen Edge

Predicting the Future: Potential Gen Edge Clash Points

Chapter 17: Forecasting the Great Unknown

Using History to Predict the Future

Keeping Watch on Technology, Economy, and Trends

What We Know We Don’t Know

Part 5: The Part of Tens

Chapter 18: Ten Things that Motivate Millennials Other than Money

Providing Exposure to Other People in the Organization

Giving a Good Old-Fashioned Thank-You

Tossing Out Tailored Treats

Having Fun with Co-Workers (Yes, That Means with You Too)

Showing a Path to Promotion

Giving More Responsibility

Utilizing Half-Day Fridays or Part-Time Tuesdays

Allocating Time for Passion Projects

Dressing Down the Dress Code

Offering Up Team Wins

Chapter 19: Ten Millennial Strengths to Capitalize On

Taking Advantage of Tech-Innate

Tuning in to Team-Focused

Motivating by Meaning

Embracing Diversity

Urging an Eagerness to Help

Capturing Innovation

Staying Networked

Recognizing a Fear of Failure

Showing Informality at Work

Being Ready for Fun

Chapter 20: Ten Millennial Stereotypes that Are Misinterpreted

Hating Face-to-Face Communication

Having the Attention Span of a Goldfish

Operating with No Work Ethic

Wanting to Have Fun All Day

Refusing to Do Work that Is “Beneath Them”

Being Young and Inexperienced

Fearing Going Solo

Thinking They’re All the Same

Having No Ambition

Relying on Mom and Dad for Everything

Chapter 21: Ten Tips on How to Become the #BestBossEver

Asking Them Questions — All the Time

Learning to Like Them, Genuinely

Individualizing Your Approach with Each Millennial

Giving Them an “A” for Effort (Even if the Results Are More Like a B+)

Challenging Them to Do More

Sharing Yourself with Them (Yes, This Means Beyond Your Work-Self)

Giving Some Good Ol’ Tough Love

Making Sure You Don’t Let Them Down

Setting Clear, Structured Expectations

Inviting Their Input

About the Authors

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End User License Agreement

Guide

Cover

Table of Contents

Begin Reading

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Introduction

If we were in the business of doling out participation awards, we’d give you a shiny red ribbon just for picking up this book. Sadly (or fortunately?) for you, we’re actually in the business of information — generational information to be specific. In this book, our focus — as you may have guessed by the not-so-subtle title — is Millennials. Prepare yourself for a meticulously crafted story about the generation everyone loves to hate, replete with tools, techniques, and strategies to help you better lead and manage this infamously unmanageable generation.

At its core, Managing Millennials For Dummies is intended to be a truth-teller and problem-solver for anyone who manages, leads, or works with Millennials. We won’t kid you (or ourselves) by claiming this book is the #1 solution or the be-all and end-all cure for your Millennial woes. Humans are complicated, and contrary to popular belief, Millennials are in fact human. As Millennials ourselves, trust us when we say we get the challenge. We feel your pain. We sympathize, we empathize, and we also know when to tell it like it is. As generational researchers and management consultants, we hear the good, bad, and ugly about Millennials, and we work tirelessly to dispel myths and shed light on truths. This book is a collection of all our best work around recruiting and retaining the Millennial generation. We hope that you’ll use this tool as suits you best to find out more about this slippery generation, cull actionable strategies to improve your Millennial management style, and maybe, just maybe, leave with a changed perception about this complicated generation (and by that we mean you’ll stop hating them).

Managing Millennials For Dummies is not intended to be read as a step-by-step manual. We get that as managers trying to lead four (and sometimes five) generations in the workforce, you’ve got more than enough on your plate. So instead, treat this book as a choose-your-own-adventure, but with more intellect and less redirection.

Side note: Though this book is all about unwrapping the layers behind the Millennials, we also strongly believe that they need to learn about you, their manager, and the other generations as well. That said, we can only cover so much in the span of one book. We’ve incorporated a few chapters on Baby Boomers, Gen Xers, and post-Millennials, but the majority of the content and strategy is focused around understanding and managing the Millennial generation.

About This Book

Although this book is called Managing Millennials For Dummies, you don’t need to be a manager to glean something valuable from these pages. Whether you’re a CEO; a retiree who’s curious about the “why” behind your Millennial children; a manager seeking to improve recruiting and retention efforts; or an entry-level, inquisitive Millennial who just wants to learn more about your own generation; this book is for you. All we ask is that when you turn to any given section, you come ready to take off your own generational lens and commit to seeing the world through Millennials’ eyes.

Another thing we ask of you? If you can, set your preconceived doubts and skepticism aside. Trust us when we say that we know managing Millennials is no easy feat. We know this not only because we are Millennials, but also because we manage Millennials. Most importantly, we know because we’ve talked to thousands of managers on the front lines who are dealing with this newest addition to the workforce. Some are struggling and some are thriving, but all are just trying to do their very best. While we’ve seen Millennials get the short end of the stick (they certainly aren’t winning any popularity contests) and also praised as the best thing that’s ever happened to the modern world, the truth, as usual, lies somewhere in the middle. Within these pages, we’ve found ways to shed light on this truth. We celebrate the greatness of Millennials, show you how to manage the not-so-greatness away, and give you a road map for building a cohesive, collaborative, and connected cross-generational team.

Perhaps the most unique aspect about this piece of writing is that it’s a bit of a generational Russian nesting doll (stay with us here): It’s a book about Millennials written by a group of Millennials who work in a company that researches everything and anything Millennial, as well as all things generational. As a heads-up for the odd Millennial hater who may have picked up this book, we actually think Millennials are great. If you were hoping for some more Millennial bashing, you most definitely have not come to the right place. We believe that while Millennials may not have deserved all those participation trophies, they’re most certainly worthy of some understanding (plus, we didn’t give those trophies to ourselves, people!).

In true Millennial fashion, we ran with not “two heads are better than one,” but with three. Tapping into our collaborative spirit, your Millennial authors represent a three-pronged perspective on this generation: Hannah Ubl, a Young Millennial; Lisa X. Walden, an Old Millennial; and Debra Arbit, a Millennial/Gen X cusper.

Foolish Assumptions

We took the liberty of making a few assumptions about you, fair reader. Yes, we know what people say about assuming, but please forgive us! We assume that you

Are a leader, manager, or have a managerial mindset

Manage Millennials and find yourself struggling

Want to improve your multi-generational management skills

Think Millennials are gems, or at least cloudy gems, that need some buffing (if you are here to read about how terrible Millennials are, you’ll need to find another book)

Have a general curiosity about generations broadly, and Millennials in particular

If any of the above are a fit, then you’ve come to the right place. Please fill free to jump around and choose the sections that best fit your unique need.

Conventions Used in This Book

When writing, we skewed toward keeping it simple. In so doing, we adopted a few conventions to make reading an enjoyable and confusion-free experience:

When we refer to Millennials, we’re talking about the cohort born between 1980 and 1995.

Nearly all elements of the book are grounded in U.S. generational theory, so the Millennials we refer to work in the United States.

In our eyes, managing and leading are of equal importance, so we use both verbs throughout the book.

Icons Used in This Book

Throughout your exploration of this content, you’ll find a few markers along the way. Our approach calls out certain elements throughout the book. The images in the left-hand margin of the book are signs to pay attention. Here are what those icons look like and mean.

This icon alerts you to a tip or action that will make managing Millennials easier.

This icon serves as a flashing light to alert you to potential missteps and mishaps. Heeding the warning is a good idea.

If we want to remind you of previously stated knowledge, or just how capable of a manager you are, you’ll know it when you see this icon.

Beyond the Book

If you’re more of a bullet-point, “give me the a skimmed virtual version so I can read it on my phone while in line at the grocery store” kind of person, we’ve got you covered. To view this book’s Cheat Sheet, simply go to www.dummies.com and search for “Managing Millennials For Dummies Cheat Sheet” to find a handy electronic reference guide that answers the most common generational questions.

Where to Go from Here

Your adventure has only begun, and we look forward to where it takes you! Before exploring the wealth of knowledge these pages have to offer, remember to walk (or read) without judgment and be willing to change your perspective by donning different generational hats. This book is designed for you to choose the adventure, plot your course, and curate the information that is most useful to you and your endeavors.

If we could wave our magic wands and cast a spell, we’d have you read this entire book cover to cover. Alas, we are mere muggles, and aren’t imbued with such powers, so we’ll tell you this: Read what matters most to you. We know that time is of the essence, and we’ve written this content for busy people on the go. This book is “skippable,” crafted so you can jump around to any section of the book and pull bite-sized pieces of information that give you the most bang for your buck. Gray sidebars are intended to give you a dose of the interesting but slightly tangential (not the essential need-to-know) info that should be seen as extra spice, but certainly not your nourishing generational veggies. They’ll (hopefully) be fun to read, but not pivotal enough to change the course of your management approach.

The content within each chapter varies, and the title should very clearly point the way. Some chapters are focused on providing actionable strategies, while others raise awareness and start a dialogue. You may be inclined to skip the awareness chapters (Chapter 2, 3, 4) as unnecessary fluff, but we encourage you to take a look if/when time allows. Awareness is a huge piece of solving the generational management puzzle. If you’re well-versed in who Millennials are, skip ahead to the generational clash points in Part 2. If you want to know about a deeper, more nuanced dive into the Millennials you don’t usually hear about, skip to Part 3.

Our ultimate goal is for what you read in these pages to trigger an aha moment and inspire you to take a different approach. So, venture on, dear reader. Millennials aren’t half as bad or challenging as they may seem, and the information held herein will help you come to that realization, if you haven’t already. Turn the page. Your sojourn into the mind of the Millennial awaits you.

Part 1

Getting Started with Managing Millennials

IN THIS PART …

Uncover why managing Millennials can be so tough.

Orient yourself with generational birth years and key events and conditions that shape the people you live and work with.

Gain an understanding of where generational theory comes from and how to use it (and how not to!).

Take a deep dive into the Millennial psyche.

Decode who Millennials really are, how they got that way, and how they show up at work.

Distinguish fact from fiction when it comes to Millennial stereotypes.

Compare and contrast Millennials to Baby Boomers and Generation Xers.

Understand and eliminate your own generational biases when managing Millennials.

Chapter 1

Confronting the Millennial Management Challenge

IN THIS CHAPTER

Introducing the generational timeline

Examining shifts in today’s multigenerational workplace

Meeting the Millennials: traits, insights, and subtleties among them

Recognizing clash points

Finding a lot to love about Millennials

If you felt the need to pick up this book, page through chapters, or scan a series of helpful lists, you must have a reason. You may love every Millennial you work with and want to learn more about them. You may scratch your head anytime a Millennial asks when he can move up the ladder. You may struggle to motivate a generation that wears headphones at work and longs to bond with you at happy hour over a local IPA. You may be a Millennial yourself who doesn’t understand your own generation. Whomever you are, we’re glad you’re here, because this whole “Millennial thing” isn’t made up, and we understand your interest to learn more.

It’s no secret that Millennials are winning the generational media popularity contest. In 2015 alone, approximately 44,000 articles featuring Millennials graced the digital newsstands, partly because they’re a massive generation, set to comprise 75 percent of the global workforce by 2025. This coverage, bordering on excessive, has given Millennials a pretty notorious PR problem, often slandered as lazy, narcissistic, entitled brats.

Once upon a recent decade marked by neon fashion and big hair, another young generation entered the work arena. They appeared apathetic, wore flannel, rocked out to Nirvana and Run DMC, and entered work determined to succeed and enforce balance. Bosses and colleagues welcomed them with (somewhat) open arms and chuckled with a profound sense of knowing: “Someday we’ll figure out these kids, but until then they’ll have to figure it out themselves.” Now these flannel-wearing kids are Gen X managers and leaders running organizations. The companies who welcomed them reaped the rewards. Others who hoped their few hires would magically turn into Baby Boomers are reeling. They missed out. Companies may face a similar fate if they look to the Millennial generation and wonder, “Do I have to pay attention to you? Do I have to change things just to meet your needs? Maybe we’ll wait for the next generation and skip these needy Millennials.” While we understand your thought process, fair reader, we know your plight if you gloss over the youngest generation making waves in the workplace.

This chapter will prove that the Millennial struggle is real — first, we’ll forecast the current and future generational demographic shifts and then introduce who the Millennial generation is and is not. You’ll discover the importance of not just knowing who Millennials are but why they are the way that they are. Next, we’ll pepper your palette with what happens when the next generation clashes with other generations at work before finishing the chapter with giving you a solid glimpse into the future.

Pinpointing Millennials on the Generational Timeline

Understanding the generations begins with acknowledging that the time you’re born into influences who you become. Table 1-1 gives a breakdown by generation.

TABLE 1-1 Generational Breakdown

Generation

Birth Years

Benchmark Fact

Traditionalists

Pre-1946

Got their news on the radio

Baby Boomers

1946–1964

Television started entering the home

Generation Xers

1965–1979

Grew up during the birth of cable TV

Millennials

1980–1995

Saw the Internet become social for the first time

Generation Edgers (aka: Gen Z)

1996–2010

Grew up on Wi-Fi and smartphones

While it’s easy to look at this breakdown and think, “You’re just putting people into boxes!” the truth is more complex. For decades, generational theorists have found that the end of one generation and the beginning of another stems from the experiences they have in their formative years. To get a glimpse into some of those major moments, take a nostalgic walk through the timeline of generations past in Figure 1-1.

BridgeWorks. Minneapolis, MN. (October, 2016)

FIGURE 1-1: Generational timeline.

These years are not static; they’re fluid. Here’s a brief FAQ:

These numbers are different than others I’ve seen — why is that?

Generational-year breakdowns are not fixed. They’re fluid because generational theory is a sociological science and therefore doesn’t follow hard rules. These years are determined by the researched truth that the events and conditions that you experience growing up shape who you are. For more about the distinction between sociology and psychology, see Chapter 2.

Before jumping to any conclusions about who generations are, an education in generational theory can set you straight. If you feel like becoming a generational expert who knows all things generational, take a dive into Chapter 3.

What happened to Gen Y?

If you are excited to read the passage on Gen Y and how different they are from Millennials, or if you’re a Millennial who is proud to be Gen Y and not a Millennial, we are sorry to disappoint you. “Gen Y” and “Millennial” are synonymous. When researchers were first puzzling out the youngest generation at work, they named them simply as the successor to Gen X and made fun with the play on words “generation why.” Super clever. However, as more research was done, “Millennial” stuck. You can use either moniker you want. Just know that they’re the same, and in this book, we mostly use the term “Millennial.” (Gen Y is more popular outside of the United States.)

What are their population sizes?

At their peaks:

Traditionalists — 75 million

Baby Boomers — 80 million

Generation Xers — 60 million

Millennials — 82 million

Note: Peak population indicates the highest population point of a generation. Information is taken from U.S. Census Data.

So how technologically savvy are Millennials really?

Here’s the truth — all Millennials are not technological geniuses. The oldest Millennials didn’t use cellphones until they got out of college, and the youngest of the generation used a cellphone for the first time in middle school. That being said, they’ve always known a world where they’re expected to have a technological know-how beyond the generations that came before them. With each young generation comes another wave of the most technologically adept.

How much of the workforce do they comprise?

It’s too hard to really pin this statistic down because it’s ever-changing, but just as generations before, the younger generation will continue to comprise more of the workforce than older generations. Many have estimated that Millennials will comprise 50 percent of the American workforce by 2020. In 2015, Pew Research Center updated the numbers as shown in Figure 1-2.

Note: Pew Research Center’s birth years are ever-so-slightly different from ours, but not so significantly that it impacts the data trends.

"Millennials Surpass Gen Xers as the Largest Generation in U.S. Labor Force" Pew Research Center, Washington, DC (May, 2015) http://www.pewresearch.org/fact;tank/2015/05/11/millennials-surpass-gen-xers-as-the-largest-generation-in-u-s-labor-force/ft_15-05-04_genlaborforcecompositionstacked-2/

FIGURE 1-2: Labor force generational composition.

Spotting the Coming Sea of Change in the Workforce

The workplace is in the midst of a large transformation: Gregory is undergoing metamorphosis; Dr. Jekyll is becoming Mr. Hyde; the bud is blooming into a flower; the rain shower is becoming the thunderstorm. Needless to say, the generations are shifting quickly and making ripples at work as you read this sentence. It’s not enough to look at Millennials in a vacuum, because while you are working to figure out how to best manage them, the other generations are moving around at the same time. Maybe you’ve felt the shifting sea tides of the oncoming silver tsunami as Boomers leave the workplace en masse, the swells foretelling a perfect storm of Gen Xers surging into leadership, or the tidal wave of Millennials building to overtake the workplace.

We know you are here to read a book about managing Millennials. The next section focuses more on the other generations and where they currently stand in the workplace as it relates to retirement and leadership. While this may seem irrelevant, it is imperative to not look at Millennials in a vacuum. Understanding what’s going on with Boomers and Xers right now is a key component to understanding how to manage Millennials. However, if you are one of the very few people who do not work with any generation other than Millennials, feel free to skip this part and pick up at “Getting Grounded in Millennials 101.”

Why does the generational study of the masses even matter if what actually matters most is the individual? Understanding the individual person will always be an integral factor in becoming a good manager, but an education in impactful generational trends will make you a great manager. Instead of thinking of the focus on trends as a generalization or stereotyping, think of it as a necessary foundation to build upon.

Anticipating the silver tsunami: Baby Boomer retirement

Baby Boomers have been lauded for their leadership prowess over the past few decades. A large generation hailed for their level of work ethic is now reaching a pivotal moment in their career paths. Anticipating this massive change — Boomer retirement — in the workforce is critical.

As a manager, avoid viewing this generation as a group who plans to slow down, settle down, and move on quietly. At work, they are the generation who is looking to develop and change, despite what their age may say about them. To Boomers, age is just a state of mind, and they’re looking to managers to understand that. Don’t underestimate them and don’t dismiss them.

A smattering of startling statistics

As Boomers have redefined every life stage they have entered, retirement will be no exception. Here are the facts:

Ten thousand Boomers reach American retirement age every day (Pew Research, 2010).

One in four boomers plans to have an encore career (MetLife, 2011).

Sixty-six percent of all companies in the United States are owned by Baby Boomers (NextAvenue.org, 2015).

Thirty-three percent of Boomers are delaying the age at which they retire (AARP 2015).

Boomers report that age 62 is “middle-aged” (Forbes, 2014).

The industries that hurt the most when Boomers leave are aerospace and defense, government, and healthcare (multiple sources).

Though some Boomers will be retiring in the next decade, all of them won’t be. Remember to align yourself in the right time period — consider that Gen Xers are already in their 50s but so are the youngest Boomers. They have many years ahead of them and aren’t looking to retire anytime soon.

Some may anxiously anticipate the looming exodus of Boomers over the next decade, because it has the potential to leave a path marked by devastation. As Boomers leave, companies struggle to ensure that they’ve taken the proper steps to prepare: Is succession planning in place? Do employees fear the departure of Boomers and the consequential brain drain? Are Boomers still engaged as they approach retirement?

The Millennial management challenge

The time is upon you. As Boomers leave, open positions are waiting for the next generation of leaders. While some Gen Xers will seize the available opportunities to succeed, there won’t be enough of them to fill the Boomer vacancies. Millennials need to be targeted now as another generation of leaders.

Forecasting the perfect storm of Gen X

When Gen Xers entered the workplace, they had no reason to confidently plan their future careers. After all, as eager adolescents, they were told, “You’ll be the first generation who is not going to do as well as your parents.” Talk about a way to inspire and uplift a 20-something ambitious worker! If that weren’t enough, as they grew up and excelled in their careers, they saw not one, not two, but three recessions. Naturally, they seek a stable career, a secure path to success, and a work environment that fosters growth of middle-management. However, many Gen Xers are finding themselves trapped underneath the “gray ceiling.” Boomers are working longer than planned, and Xers are stuck with nowhere to go but side to side when all they want to do is move up.

Very few research houses, organizations, and members of leadership focus on how to retain the best Gen X talent. Gen Xers have been given a list of nicknames, including “the forgotten generation,” “the neglected middle-child generation,” and “the lost generation.” As a manager, view them as anything but those monikers! They are the current and future leadership of organizations and must be understood to create a dynamic multigenerational workforce.

A smattering of startling statistics

Want to impress your friends and co-workers with some facts about everyone’s favorite forgotten generation? See the following for some hard-to-believe facts about Gen X:

Fifty percent feel stalled in their careers (BBC, 2011).

Sixty-eight percent of all INC 500 CEOs are Gen Xers (

Time

, 2014).

Forty-four percent of Xers believe it is “useless to plan for retirement when everything is so uncertain” — versus 31 percent of Boomers (Allianz, 2015).

Sixty-eight percent of Gen Xers feel that they will “never have enough money to stop working” — versus 43 percent of Boomers (Allianz, 2015).

As you plot how to control the uncontrollable perfect storm of Gen Xers’ demographic shift, keep track of the two paths that Gen Xers can chart:

The path to senior level jobs.

Many Xers have been waiting patiently in the wings to fill the roles that Boomers will leave vacant. These Xers may likely view the large wave of Millennials eager for leadership as entitled and impatient. A Gen Xer may wonder, “Why should they — who have been working for less time — get a job similar to the level of the one that I’ve been working toward for 15 years?!”

The path more traveled.

Many Xers are perfectly happy in their careers and don’t feel the urge to move up the ladder. These Xers will likely be managed by a Millennial someday, if not already. It’s important to understand how to groom Millennials to manage a generation other than their own.

The Millennial management challenge

Generation Xers are eager for their next move, so when you look to the next generation of leaders, consider that Millennials aren’t the only population to take the reins. Gen Xers are ready. As Xers and Millennials simultaneously move up the ladder, they’ll have to master working together. In your current role, strategize how you can seamlessly manage and lead this transition. Additionally, note that most of the people managing Millennials are and will be Gen Xers, not Boomers. The tides are shifting.

Tracking the tidal wave of Millennials in the workforce

We hope that you’re ahead of the Millennial wave, or at least riding it, because Millennials already make up the highest percentage of the American workforce. There is a reason that so many articles have been written about this giant generation in the past decade, and one of the biggest reasons is its sheer size.

A smattering of startling statistics

If you’ve somehow been able to avoid Millennials to date, you won’t be able to for long. Millennials are making major waves in today’s workforce:

Millennials will comprise 50 percent of the American workforce by 2020 (

Forbes,

2012).

Millennials will comprise 75 percent of the global workforce by 2025 (U.S. Census Bureau).

Millennials outpace other generations working, comprising 35 percent of the workforce in 2015, according to Pew Research Center, with Gen Xers 1 percent behind (Pew Research, 2015).

The majority of Millennials plan to stay in their next job for more than four years (BridgeWorks, 2017).

The Millennial management challenge

The aforementioned statistics don’t need a lot of explanation, because the management challenges they cause are likely the reason that you picked up this book. The youngest generation’s attitudes and behaviors at work often baffle and confuse leaders and managers into stereotyping them. In numerous chapters, we pick apart where those stereotypes come from and, in turn, why they are far from the truth.

Anticipating Gen Edgers on the horizon

As a sense of calm comes over you because you’re feeling a genuine connection managing Millennials, prepare yourself for another generation arriving on the workplace landscape. The oldest Generation Edger is almost done with college, so you’re likely working with them already if not preparing to recruit the best of their brightest. You can read much more about Generation Edge in Chapter 16.

A smattering of startling statistics

If you think Gen Edge will act and look just like mini-Millennials, these stats will tell you otherwise:

Ninety percent of Gen Edgers want to see more female leaders in the workplace (BridgeWorks, 2017).

Top concerns for Generation Edgers going into their careers are 1) financial instability, and 2) not enjoying their job (BridgeWorks, 2017).

Gen Z (another name for Gen Edge) is the most ethnically diverse generation in U.S. history, composed of 47 percent ethnic minorities (

Forbes,

2016).

Their attention span is estimated at just 8 seconds, compared to 12 seconds for Millennials (

Forbes,

2016).

The Millennial management challenge

If you are an Xer struggling to manage the Millennial generation, have hope. You’ll likely have an easier time managing Generation Edge because they’re going to be similar to your kids. Also keep in mind that Millennials will be managing a lot of this generation, and they’re going to be in for a bit of a rude awakening when they realize that they’re so unlike the younger generation. Managing across generations will continue to be a challenge for Millennials. So, you, as their manager, are going to be tasked with getting everyone properly trained to manage across the generations, even if the manager is a newbie.

Getting Grounded in Millennials 101

Welcome to your first lesson on Millennials, the generation that likely resulted in you picking up this book to help you navigate any pent-up generational frustrations. We know that Millennials can be a challenging, complex, even sensitive subject, and we aim to be the professors who drive you to think differently. This is Millennials 101, after all, and our mission is to give you “Understanding Millennials” CliffsNotes so you can better understand the later courses (or sections of the book). For this course, we start with the basics.

Our objectives are as follows:

To give you a cursory understanding of Millennials

To aid in your ability to bust stereotypes about the youngest generation at work

To highlight the need-to-know information about Millennials

To prepare for this course, start viewing the world through the eyes of Millennials. When you do, imagine the following:

You have never known a world without the Internet.

Whether at school computers or work computers, you learned how to master the search line and chat box from a young age. Since then, tech upgrades have been the norm. Your world is in a constant upgrade cycle.

You received participation awards and trophies from a young age

and now everyone makes fun of you about that. But you didn’t give them to yourself. And why should you feel ashamed for the celebratory fifth-place ribbon you got in pre-ballet at age 4?

Your teen years were marked with homeland violence,

whether watching 9/11 in eighth-grade homeroom or empathizing with every national and international shooting, riot, or terrorist attack since then.

You want to work hard, but everyone claims you’re lazy.

No matter what you do or say, most leaders and older adults have a Millennial lens on when they speak and work with you that is less rose-colored and more of a brown hue.

Can you see it? Are you truly imagining growing up in a world like the one we just described, while at the same time facing the harsh stereotypes of the other generations? If you have your Millennial lens firmly fastened, read on.

Identifying common traits

The Millennial generation, just like Boomers and Xers, has a long list of traits associated with them. In the nature of KISS (keep it simple, stupid), these are the traits most commonly associated with the generation born between 1980 and 1995. Note: We don’t think you’re stupid.

Collaborative

Millennials grew up with “There is no ‘I’ in ‘team’” posters in every classroom and teachers encouraging a group mentality to do great work. Social networking fostered informal group gatherings.

How it manifests:

Open workspaces, whiteboard walls, brainstorming sessions, working together in one room even if they’re working on different things, regular check-ins, and valuing team goals and team decisions over those of individuals.

How others view it negatively:

Other generations can view Millennials as needy, uncomfortable working independently (or unable to do so), constantly distracted, or unfocused.

Tech savvy

Millennials can’t remember a time without technological influence. Even if their computer or video game hours were limited, they still had time dictated by how many hours they could spend with a screen. They were the first generation to use the Internet when it went social and the first to get cellphones, and later smartphones, in their youth.

How it manifests:

Striving to use the latest digital devices; seeking tech solutions to streamline work; finding more comfort in text or instant message communication than the phone; and demanding upgrades in their work lives and personal lives, whether in the form of promotion, workspace, or process and procedure.

How others view it negatively:

Other generations can view Millennials as distracted, Facebook-obsessed, or unable to have a face-to-face conversation. They can also be intimidated by Millennials’ forceful request to use tech platforms that make other generations feel isolated, archaic, or uncomfortable.

Adaptable

Technology upgrades serve(d) as a catalyst for change. Since Millennials’ whole world growing up was constantly changing, they learned to be malleable with any future shift. To Millennials, change and disruption — in a broad sense — are critical to success.

How it manifests:

When change occurs at work, they are the most comfortable. In fact, most times, they embrace it or seek to make it happen themselves. In the social world, they are progressive like any young generation before them and fight for progressive societal changes.

How others view it negatively:

They have no loyalty to structure or tradition if they can so easily adapt to a new environment. Adapting is good, but demanding that others adapt at the same pace is not.

Identifying common values

Exploring what Millennials value (outside of family, friends, and fortune) can give you extra credit in your Millennial education. For any generation, values drive decision-making. For Millennials, the following three values drive it the most.

Purpose

Most Millennials believe that if you aren’t working to make the world a better place, then you aren’t an exceptional global citizen. Their parents told them to follow their passions, and the media highlighted what happens when your decisions aren’t motivated by those passions (corruption, lies, the disasters of Wall Street and big business, and so on). In purchases they make and places they work, they want to know that their decisions serve a higher purpose — not in a religious sense, but in a “make the world better for those who live in it” sense.

Authenticity

To gain respect with a Millennial, the worst thing to do is construct a façade of non-truths. What were pillars of business etiquette to one generation (three-piece suits, politically correct language, and hiding in an ivory tower) now alienate another generation. Given the media’s outreach and social media’s exposure of issues and psyches, the world is too transparent to hide behind a suit and tie.

Choice

The rise of customizable everything, from phone cases to sneakers to design-your-major undergrad programs, has instilled in Millennials the justified desire to choose their career paths, office environments, and work environment.

Gaining insight into what Millennials think of themselves

We’re going to let you in on a not-so-secret secret: Millennials hate being called Millennials. In 2015, Pew Research Center asked each generation how they felt about themselves. The result: Millennials were the least proud of belonging to their generation, with 60 percent not considering themselves part of the generation. You may wonder why, but ask yourself who would want to see themselves as a generation that is self-absorbed, wasteful, and greedy? (FYI, those were the top traits they used to describe themselves in the survey.)

This is just one survey, so if you’re wanting to challenge the report’s findings, we’re with you. It’s much more complex than one study. Over the years, we have always relied on qualitative research to support statistics, and writing this book is no exception. Throughout the rest of the pages, you’ll see quotes from managers of Millennials and Millennials themselves. To support this notion that Millennials are tired of their stereotypes, here’s a sample of what we heard:

“Everyone says we are lazy, entitled, we get bored and just switch jobs for the sake of switching jobs, and that we are impatient.”

—Michael S., Millennial

“We want to be CEO day one is the most obvious thing I hear about Millennials. We have a sense of entitlement and need to be in charge.”

—Kara F., Millennial and Manager

The good news? Millennials also view themselves as idealistic, tech savvy, and socially accepting. These are great traits they’ll bring with them as leaders who will have their own work to do accepting a younger generation of workers.

Ask the Millennials you manage whether they like being associated with their generation. Then keep asking questions to uncover the reasoning behind their answer. It’s also helpful to tell them what you have loved or admired about the Millennial generation. That may make them more likely to feel proud of the moniker rather than cower away from it. Remember that just because a generation sees themselves one way doesn’t mean that others view them with a similar lens.

GEN X AND BOOMERS HAVE OPINIONS ABOUT THEMSELVES, TOO

In Pew Research Center’s 2015 survey, the older the group, the more positively they saw themselves. Maybe you become more generationally proud with age. Maybe the younger generations are more self-critical (we hope this isn’t the only case). For your purposes, here are two things to know:

Fifty-eight percent of Gen Xers embrace their generational label. We find that if Gen Xers learn more about their generation, they are more willing and prouder to align themselves with their own cohort (Pew Research Center, 2015).Boomers love being Boomers. They did in their youth, and they continue to love it today. To them, Baby Boomer does not equal old or out of touch. Unfortunately, other generations can view them that way.

"Most Millennials Resist the 'Millennial' Label" Pew Research Center, Washington, DC (September, 2015) http://www.peoplepress.org/2015/09/03/most-millennials-resist-the-millennial-labe1/9-2-2015_01/

Steering clear of stereotypes

The Kryptonite of understanding generational differences is stereotyping. As best you can, avoid thinking about or focusing on any common stereotypes that Millennials are

Narcissistic

Lazy

Entitled

Trophy-obsessed

Needy

Impatient

Overly sensitive

Distracted

Don’t let us be the only voice; hear from some Millennials themselves about what they really think is true about their generation:

“I think our generation is so global. We study abroad, we travel, we grew up in a very global society with the Internet, so many things are at our fingertips. I think our perspective is open-minded.”

—Alexa S., Millennial

“[I think we’re] tech savvy [and] eager to do well. I think it’s naïve to say we want to be a manager without doing anything. We know what we want and … are more realistic than other generations.”

—Kara F., Millennial and manager

Combating Millennial fatigue

Millennials are a hot topic. Google the word “Millennial” and 12 articles will pop up from the past hour — or at least it’ll feel like it. The challenge is that the media hasn’t really decided how it feels about Millennials. Does it hate them? Love them? Think they’re the corporate plague? Or the corporate miracle? Regardless, the word “Millennial” has oversaturated media’s conversation.

Have you fallen victim to the Millennial fatigue epidemic? Take this quiz:

Do you cringe every time someone says the word “Millennial”?

Do you groan when you see your organization has decided to conduct a generational training?

Are you tired of reading information about Millennials that doesn’t align with the people you work with?

Would you rather hear nails on a chalkboard for 5 minutes than sit through a 90-minute presentation on Millennials?

Are you wondering when you’re going to hear any information about Generation Xers or Baby Boomers?

If you answered yes to any of the preceding questions, we feel your plight. Consider how you can cure your fatigue:

Seek out information and articles that avoid negativity, lack bias, and tell the story behind the statistics.

Ask the Millennials you manage to lead the Millennial conversation.

Spread your generational reading to Gen Xers and Boomers.

Hire BridgeWorks to do a generational training that’s actually entertaining and helpful (a little self-promotion never hurt anyone, right?).

Read this book in chunks, as it’s intended to be read.

Recognizing that not all Millennials are the same

Sociology is a powerful way of viewing the world, if you can find the right moments to separate sociology from psychology. There are usually two reactions to studying Millennials:

“People all must be looked at as individuals, not as the masses.”

Rebuttal: That is true! That’s why there are millions of people dedicated to the study of the individual. However, studying the masses in turn can influence the masses. Arguably, you will have a broader reach and more sustainable lens with which to view the world if you have a scope of how a mass demographic acts and reacts at work or in times of change. It’s not the be-all and end-all, but it is the foundation with which to view those around you.

“This doesn’t describe me or the Millennials I work with.”

Right. As the previous point mentions, generational theory is a study of the masses. Furthermore, we don’t believe that all Millennials are the same. Segmentation is at times critical to understand the generation for certain purposes — see Chapter 13 where we split the Millennial cohort into two: Old Millennials and Young Millennials. Further segmentation can be done for whatever market information you’re attempting to uncover, but this is a good start. Mass trends are still a helpful tool to serve as your control in the science experiment of “What kind of Millennial are you?”

Differentiating a bad employee from a Millennial

Are you sitting down? We have some big news … sometimes, Millennials aren’t good employees. Just like every other generation, there are good eggs and rotten ones, but the challenge at times can be separating your own bias and stereotyping from the truth about the Millennial employee whom you work alongside. If you answer yes to two or more of the following questions, there’s a good chance that you are dealing with a bad employee, not just a Millennial:

Yes/No

Do you keep making excuses to keep him there?

Yes/No

Do you find your greatest challenges to be with just one Millennial versus many of them?

Yes/No

Do his Millennial colleagues struggle to work with him?

Yes/No

Does he fulfill one too many stereotypes of the Millennial generation?

Yes/No

Is he oblivious to the way that he fulfills those stereotypes? Even after you’ve spoken to him about it?

Yes/No

Has he been given the honest conversations and tools to change, but you still don’t see a difference?

If you circled yes to two or more of the questions in the list, it may be time to put a plan in place and have a tough conversation.

The key here is that just because you have one bad Millennial, it may not say anything about the generation as a whole. Resist the urge to take one bad egg’s bad behavior out on all of your young employees.

Identifying and Navigating Generational Clash Points

If you’ve ever had a disagreement, frustration, or challenge moment with a Millennial, there’s a chance that you were in the midst of a clash point, or an area in which the generations are likely to collide but each has a valid point of view. The last part of this clash point definition is usually the most important but most often neglected point of generational differences — neither generation, when experiencing a clash, is wrong. In fact, most of the time, both are right. Part 2 of this book takes a deep dive into the following clash points:

Adapting to changes in organizational structure (see Chapter6).

A preview: In the past, a traditional organization flowed in one direction. If you wanted to move up the ladder or communicate up the ladder, there was only one way to go. Boomers mastered the art of navigating this structure, and Gen Xers learned how to adapt to it. Millennials ushered in the expectation that the organization flows in multiple directions, with no limit to the number of ways communication can flow. The misinterpretation of where each generation is coming from can lead to misunderstandings when it comes to a Millennial’s loyalty to an organization, expectations of speedy career progression, and respect for the chain of command.

Encouraging and facilitating collaboration (see Chapter7).

A preview: Millennials are known for being hyper-collaborative in school and at work — in their minds, work is best when it is done in teams. This can cause collisions with Boomers who, though they value collaboration, prefer it in a structured environment. Hyper-independent Xers who grew up with the motto, “If you want something done right, do it yourself” may find Millennials’ desire to collaborate annoying, inefficient, and laborious.

Supercharging your feedback loop (see Chapter8).

A preview: Giving feedback in such a way that another generation can hear it is no small task. Boomers, eager to receive feedback in their young professional days, ultimately designed the annual review session to illicit feedback, good or bad. Gen Xers loathe the timestamp of a review of feedback that should have happened in the moment, and Millennials opt for a less-formal, less-structured feedback process. Millennials, raised in the self-esteem movement, prefer regular feedback and are concerned not when they don’t receive good feedback, but when they don’t receive any feedback at all. These different mindsets can cause collisions, especially if you’re a manager who just wants the best for the person whom you manage.

Motivating Millennials (see Chapter9).

A preview: Compensation is a start to motivating Millennials, just like other generations, but it isn’t the golden ticket. They have varied motivation factors that can be boiled down to connecting work to a larger purpose, customizing their compensation structure, and giving them opportunities to give back at work. (Yes, some may even be motivated if they can bring their dogs to work.)

Dropping workplace formalities (see Chapter10).

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