Transcript Is There an App for That? Beau Johnson. HDS Training 1.5.2010

Working with Millennials
Copyright © Beau Johnson, 2011
300,000 + apps
7 Billion downloads
3 x more than 1 year ago
20 x more than 2 years ago
From people who manage Millennials
“If you correct them, they quit”
“They think there is always an excuse that can
make being late okay”
“They want a trophy for just showing up”
“They assume it is okay to call me by my first
name like we are buddies. I am their boss”
“Anything extra nice I do, they act as if I owed
it to them”
From Millennials about work
“We are not defined by our job.”
“We want to have a say about when/how we
work.”
“We do not expect you to be our best friend,
but when you evaluate or critique us, we want
you to do it in a friendly way”
“Give us directions, and then get out of our
way”
The question is not whether this is a difficult generation – but whether you
are a good leader.
Common theme among good managers of
Millennials – they volunteer with youth
-Ability to initiate a relationship
-Set expectations from where they are
In any relationship – the person who sees
themselves as the most mature adapt first.
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“They need to change to make it in the real world”
“I’m the victim, I can’t do anything about
Millennials”
Punish subordinates for challenging them
Feel their only power is in their title
“Millennials make me feel old”
“They hinder my success – they make me look
bad”
“I need to change to manage in today’s world”
“I can do something about these problems”
Allow people to challenge them
Use the power of relationship more than the
power of position
 “Millennials make me feel younger”
 “I am the key to their success”
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Special
Sheltered
Confident
Team-oriented
Conventional
Pressured
Achieving
“I can expect this unique thing from you”
They don’t want to let anyone down
Doing something “wrong” is hard
Include mom and dad
Recognize them, use their unique strengths
“Help me help you”
Get rid of unnecessary red-tape and hierarchy
Increase accountability
Small communities (i.e. RLCs) breed success
“This will help you reach your big dreams”
Stress the positive outcomes of _______
Develop professionals
Encourage personal progress plans
“Who can you work with to make this successful?”
Over-connected group hug
Used to and accepting of diverse groups
Show off your team’s accomplishments
Allow time for the group to connect
“What do you think we should do?”
Not rebels, they have conventional goals
May recognize the failure of parents’ rebellion
Create milestones to celebrate achievements
Seek to create consensus
“This is what I expect you to do,
it’s okay that you aren’t perfect”
High stress academics, want to relax at work
Need structure, even during “free time”
Have long-term goals and are frustrated by
what gets in the way (i.e. Gen eds)
“What are your goals and how can I help you reach them”
You are what you can prove you can do
Expectation of quality and customer service
Pad the resume and application (sacrifice quality)
Perception
Autonomous
Entitled
Imaginative
Self-Absorbed
Defensive
Abrasive
Myopic
Unfocused
Indifferent
Value
Manager Competency
Perception
Value
Autonomous
Entitled
Imaginative
Self-Absorbed
Defensive
Abrasive
Myopic
Unfocused
Indifferent
Work-life balance
Reward
Self-Expression
Attention
Achievement
Informality
Simplicity
Multitasking
Meaning
Manager Competency
Perception
Value
Manager Competency
Autonomous
Work-life balance
Flexing
Entitled
Imaginative
Self-Absorbed
Defensive
Reward
Self-Expression
Attention
Achievement
Incenting
Cultivating
Engaging
Disarming
Abrasive
Informality
Myopic
Simplicity
SelfDifferentiating
Broadening
Unfocused
Indifferent
Multitasking
Meaning
Directing
Motivating
Red areas
-Possible crisis if not addressed
Yellow
-Managerial concern
Green
- Managerial strength
Generational Rapport Inventory
Graph, from Managing the
Millennials, Espinoza, et al (2010).
and themes among Millennials
• The battle for self-esteem
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Special me vs. what I can do
• Friends = family
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Support and team vs. flying solo
• Experts, Authority, and Bosses
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No “wrong” vs. do it right and fast
and communicate
Say thank you
Coaching v. bossing
Explicitly clear directions
and things we can do to get them there
•Move from independence to interdependence
•Self-authorship and responsibility
•Recognize support and others strengths
•Improve balance, set goals
•Involvement vs. overcommitment
•Develop worldview
•Compass for integrity, life decisions, purpose
Develop and communicate clear expectations
with defined progress
Say thank you, celebrate milestones, value
individual strengths
Have patience, recognize high pressure,
develop professionals
any questions?
Copyright © Beau Johnson, 2010