Nearly three quarters (73%) of senior leaders have multiple generations within their organisations. Millennial managers are now the largest cohort. Stereotypes are still a barrier to creating collaborative, engaged workplaces. This article explains the facts, and shares five tips for leveraging the unique potential of Millennial Managers. The Millennials are the first to have grown up in the new millennium, and they were the first digital natives. The oldest Millennials are now in their 40s and they represent the largest group of management, making them central to the success of any organisation.
The origins of the term “snowflake” are debated, but the label is used to denigrate this group, which is perceived as being overly sensitive, easily hurt, and inclined to seek special treatment. The’snowflake generation’ is viewed as lacking resilience and prone to censoring or suppressing viewpoints that are different from their own.
Facts about Millennial Managers in the Workplace
Labeling any group as having a set of predefined characteristics is not helpful if you want to put them in the ‘different than me’ box.
Since the late 1800s theories of personality have shown that we all possess certain characteristics to varying degrees. These traits influence our behavior and decision-making. The Big Five framework is widely used and helps us to understand how we see others through our own lens. Someone who likes to make last-minute decisions and enjoys the thrill of new ideas may see someone who is rigid and organised in a negative light.
This dynamic can be applied to the perceptions that older generations have of Millennials in management positions. It helps explain why there is still a’standoff’ between them and their younger counterparts. All of us are products of our environment and upbringing. This does not make one generation ‘right’ or the other a ‘wrong group’. A judgemental assessment of generations is quickly undermined by the fact that our worldview changes with age.
A global study conducted by Deloitte on more than 10,000 Millennials revealed that we share many traits. Researchers identified common traits among employees of all ages.
- They are just as committed to their work as their senior colleagues.
- Work that is interesting and maintain a healthy work-life balance are important.
- Consider that productivity should be the measure of success, and not hours spent at work.
- They want to feel appreciated and supported by their employers and managers.
- Find more opportunities to improve their skills.
Millennial managers have some distinct traits:
- The work they do is not worth the sacrifices made in their personal life.
- The majority of workers want to be able to work flexible hours, and they are willing forego pay raises and promotions in order for this.
- They are more loyal to companies that have strong ethical standards.
These are not the best traits to possess as a manager in today’s work environment. Maybe these are values and boundaries that we lacked as a generation (I am a Gen X leader), and wish we would have held on to more firmly during our careers.
What are the advantages of Millennial managers in the workplace?
Millennial managers have a unique opportunity to create an inclusive, engaging and productive workplace culture. This will attract and retain younger generations, as well as thrive in hybrid and remote environments.
They are more likely to adopt a collaborative style of leadership, and reject the traditional ‘command-and-control’ style. They are comfortable with vulnerability and openness in online communication and appreciate the importance regular touchpoints. They will not make decisions based on their gut instinct, but rather challenge the facts and seek out alternative perspectives. They empower their team – making sure that each member feels valued and appreciated for their skills and experiences.
Many Millennial Managers believe that individuals – and not employers – are responsible for maintaining their skills and adapting to changes in the industry. They encourage their team to do the exact same thing.
Money is not the most important thing for Millennial managers. They are more concerned with a greater sense of purpose. They want to be able to contribute beyond their paychecks, which puts them in a great position to bring meaning and purpose to their team’s efforts.
But there are also challenges. There are also challenges. A preference for teamwork and collaboration can lead to indecision, or a refusal to put ability before likability. It may be harder to have difficult conversations or resolve conflicts, so performance issues might not get addressed. These blind spots do not only affect this generation.
Five tips for leveraging the unique potential of Millennial Managers
Five practical ways to maximize the leadership potential of Millennial Managers:
1. Storytelling is a great way to get to know each other.
Storytelling sessions, whether planned or informal, give leaders of different generations the opportunity to reflect on their early experiences, regardless of age. Remembering historical or political events, and technological innovations of the time, can help highlight how expectations are shaped by social context. For example, Millennials’ chances of purchasing a house that offers long-term stability are lower than previous generations – it is therefore understandable that they may not settle for a career they do not enjoy.
2. Embed flexible work effectively
Many organisations offer flexible or hybrid working, giving employees greater control over their schedules and locations. Be sure that this flexibility is based on clear principles, which support team performance and organisational goals as well as the individual’s wellbeing. Regularly hold one-on-one meetings to discuss workload and work-life issues.
According Gallup, according to 44% of Millennials, they are more engaged when their manager meets with them regularly. Only 21% of managers meet with their employees weekly.
3. Understand their strengths and values
Leadership has always relied on knowing what motivates people, what their values are, and what strengths they have. It’s especially important to provide meaningful work and growth opportunity for Millennial managers. These are critical motivators for engagement and retention.
4. Investing in your professional development
The millennial managers expect their organisations to invest in the future proofing of their workforce. It is important to develop leadership skills in hybrid and remote contexts, especially for addressing the blind spots previously mentioned. It is also important to stay ahead of external change, such as the adoption of AI and the transition to a low carbon economy.
5. Identify the organization’s purpose and how it goes beyond profit
Millennials (and Gen Z employees) are known for their desire to tackle wider societal issues – beyond just making money.
Businesses that are driven by a purpose are more likely than others to retain and attract talent. Nearly 4 in 10 (37 Millennials, and 44 % of Gen Zs), have refused assignments because of ethical reasons. And 34%, and 39% respectively, have declined jobs with employers whose morals did not match their own.
Words alone are not sufficient. Senior leaders need to demonstrate, through their decisions and actions, that they’re willing to lead with integrity and take ethical positions.
McKinsey’s 2023 research reveals that companies with high-performing managers have significantly higher shareholder returns in five years than those with poor or average managers. Investing in Millennial Managers will pay off – both financially and culturally.
To get more ideas on how to use the talents of younger generations at work
