Leading the New Generation

Each generation of employees has their defining values. Volumes of research have been compiled that help organizations identify the work ethics and characteristics of the Baby Boomers and Generation X.

For example, we know that Baby Boomers are often workaholics, primarily loyal to one industry, value money for the experience and freedom it affords, and show strong commitment and effort to their jobs. On the other hand, Generation X-ers, those born from 1965 to 1978, are often more loyal to themselves than they are to their organization, see work as a means to afford the nicer things in life, and value a life that is well-balanced between work and outside interests.

But what do we know about the work ethic of our newest cohort of employees - the group we refer to as the Millennial or Y generation? And just as important as what we know about them, how do we guide them to become effective leaders in our organizations?

New Values

Today’s senior leaders have to know how to bring out the best in a generation that questions authority, but works hard for high values. These employees are often disinterested in climbing the corporate ladder, but are hard wired to find more efficient and better ways of doing things. They integrate work and personal lives and view money as necessary for maintaining a life style that provides a degree of luxury not demanded by older generations. While there are some similarities between today’s up and coming leaders and older generations, within those similarities distinct differences exist.

Like those who came before them, Generation Y employees want to be recognized and respected for their workplace contributions. The primary characteristic that differentiates them from their older peers is their attitude when they don’t receive the recognition they feel is deserved. Unlike past generations that often stayed with a company for the better part of their professional careers, albeit frustrated and disappointed as they were passed over for promotions or their ideas disregarded, members of the Millennial generation are willing to leave if they feel they are not actively valued by their employer. 

The Good News

Notwithstanding a reputation that identifies Generation Y-ers as “high maintenance,” these future leaders demonstrate some amazing characteristics:

• They are racially and ethnically diverse
• They are extremely independent because of changing family values
• They feel empowered and are optimistic about the future
• They are blunt and expressive, valuing self expression over self control
• They are younger than they seem
• They are extremely adaptable 
• They are technologically savvy and learning oriented
• They are multi-taskers
• They are the most well educated generation in our history
• They bring fresh ideas and are enthusiastic and motivated

Most importantly, they want to do good work - and they want to work “smart.”  

How CLG Helps You Lead the New Generation

So what do you do when your idea-filled younger employees want flexibility in their work schedules, see long work weeks as a failure of your ability to manage the workload, or want to work at home now and then? How do you handle a clash of values with your existing (older) senior management, while still effectively extracting this generation’s ideas and enthusiasm to fuel your company’s progress?

To gain the most from the Millennial generation, your senior leaders must evolve in the way they manage people and organizational processes. Less importance must be placed on relationships and more on performance, flexibility, creativity, and short-term as well as long-term orientation.

Change Behavior - Get Results

Leading the new generation means not leaving behavior to chance. You have to lead from a position of understanding:

• Why people do what they do
• What influences their behavior
• What is your company doing to influence behaviors
• What you are doing as a leader
• What you are willing to do to help others achieve

CLG helps your leaders and your organization evolve to a place that embraces and effectively motivates and retains this younger generation, while also retaining and harmonizing the culture with other (older) generations who often desire stability and consistency. We enable you to assess and adjust the organizational levers that are so important to your company’s success — and are so key to this new generation of employees, in particular.

CLG coaches and guides your leaders in the process of implementing desired changes in their own behavior to proactively motivate and retain this new generation. Steps include:

• Encourage their values. Show appreciation for their individuality and let them be expressive
• Develop and mentor them
• Show them how their work will contribute to the bottom line
• Provide full disclosure
• Create customized career paths
• Provide access to technology

Great leadership matters to Millennials – they expect and need to have good relationships with their bosses. A good leader will be in touch with employee performance and new opportunities for this generation’s growth and development. Behavioral science provides the framework for understanding any generation. Learning it and applying the science to leadership continues to be the differentiator between good and great leaders, and CLG can help.