PART I
THE FIVE DISCIPLINES OF TEAM LEADERS
ONE
UNDERSTAND GENERATIONS
How to Engage Millennials, Gen Xers, and Boomers
Joan Kuhl describes herself as the Millennial Matchmaker. She runs the consultancy Why Millennials Matter and advises employers, including Goldman Sachs, Bristol-Myers Squibb, and Eli Lilly, on hiring and retaining recent college graduates. She believes that while managing Millennials presents a few distinctive challengesâfor instance, many see nothing wrong with oversharing information about their lives (and work lives) on social mediaâthere are also tons of positives. âWe tend to publicize the outrageous acts of defiance,â she says of the newest generation, but adds âthe majority that I work with are very mission-focused and value-based.â
Yet even this fan of the younger generation does grin when she thinks about some of the behavior of young people in her own office. She recalls one intern who ate a tuna-fish sandwich during a morning meeting with senior colleagues. When mildly rebuked after, the intern replied, âWell, you said to be myself, and I was hungry.â
So much has been written about this Millennial generation (also known as Gen Y). They are supposedly narcissistic, lazy, entitled; constantly Snapchatting or Tweeting with the person in the next cubical. They donât respect authority, but want hand-holding and praise. And theyâre ready to skip off to a new job in a heartbeat. A Time magazine cover story called them the âMe, Me, Me Generation.â
Our intention is not to bad-mouth Millennials. We personally think this generation has the creativity, drive, and technological aptitude to revolutionize our workplaces, and they absolutely should feel valued and rewarded for their contributions. Also note that we understand generalizations about generations always overstate differences, leading to grossly exaggerated caricatures. Thatâs not our intent either. There is, of course, no such thing as a typical Millennial, Boomer, Gen Xer, or even the soon-to-emerge Gen Z. The definitions of when each generation begins and ends arenât even universally agreed upon. History doesnât punctuate so neatly for us. For our purposes, weâll accept these as the most commonly accepted delineations: Boomers were born between 1946 and 1964; Gen Xers between 1965 and 1984. As for Millennials, two of the leading authorities on generations, researchers Neil Howe and William Strauss, authors of Generations: The History of Americaâs Future, say the last Millennial was born in 2004âand anyone coming thereafter will be Gen Z. You can find other dates to end the Millennialsâfrom the mid-1990s onâwith some saying Gen Z (or iGeneration) is already in the workplace in force. But Howe and Strauss are widely regarded as the experts on generations and we wonât argue with them. So that means new workers entering the job market will be Millennials for a while longer (unless your new IT director is twelve years old).
With that said, while Millennials may have been unfairly caricatured, like generations before them, they do demonstrate some strong commonalities. Many of these are unique strengths we have not seen before, while others are presenting serious challenges to managers. And the worst thing we can do is ignore the differences.
THE NEED FOR BETTER PRACTICES
Why should we care about all of this? Why do we have to learn how to manage Millennials any differently? The first big reason: Weâve reached a tipping point. Millennials have edged out Boomers and Gen X as the largest generation at work; and by 2020, more than half of working adults worldwide will be Millennials. Consider your own team: Is it a homogenized cluster of similar-thinking, similar-looking, similarly aged folks with identical backgrounds and biases, or is it a collection of diverse peopleâsome older, some youngerâwho come at work from different perspectives. And of your young workers, have you noticed a few differences? Scott Harner has.
Harner is team manager of Chip Ganassi Racing, which runs successful cars in NASCAR, the IndyCar Series, SportsCar Championship, and World Endurance Championship. His organization has teams of mechanics who keep cars running on the tracks, and noted that many Millennials bring an affinity for technology that is vital in racing today, but heâs also seen a change in the work ethic in some of the young guys he hires. âThis is hard workâtwelve-hour days turning around a car thatâs crashed then jumping on a plane for another city. And we do it for six months in a row. A lot of the young guys flame out pretty quick. I guess itâs the way we raised themâa participation trophy for everything. In our world, only first place gets a trophy.â
Harner has found success in helping his Millennials see that they are part of a team, and thatâs a good thing, something many younger workers spark to. âOur team is a family,â he told us. âSo, if they work hard to get a car back on the track it could mean one more point, and that could lead to a championship for the team. They learn that the team is going to be behind them, and thatâs really positive. In turn, they have to work their butts off, so they donât let their team down.â
In short, Harner has found that while managing younger workers may offer its unique challenges, heâs not about to give up because the better he becomes at leading Millennials now the more returns his team will reap as they come to dominate the workforce.
The second big reason to devote special attention to younger workers is that, overgeneralizations aside, Millennials really are distinctive in some important ways that managers need to understand, which our research clearly reveals (Hint: Itâs more than beards on the men and yoga pants on the women). Understanding this handful of key distinguishing features about how Millennials prefer to work and what they are expecting from their managers and work lives is vital to assuring they work in harmony with their teammates. This understanding can also lead to best practices for inspiring Millennial workersâ engagement and productivity, and even to convincing them to stay with the firm longer. Thatâs essential, considering the troubling finding that less than one-third of Millennials feel their organization makes the most of their skills, and 66 percent expect to leave their employer in the next few years.
That threat of attrition is not an idle one. Millennials do leave jobs much faster than prior generations. Weâve come to calling this the renter generation. Millennials tend to rent their living quarters versus assuming a mortgage (desire for homeownership is on a sharp decline); they lease cars versus buying. They even rent boyfriends and girlfriends. Not in that way, but a steadily increasing number of twenty-somethings are shying away from traditional marriage and instead engaging in multiple short-term relationships. When they do get married, if they do, itâs much laterânow thirty on average for men and twenty-seven for women, compared with average ages of twenty-six and twenty-three just fifteen years ago. Pew Research estimates one-quarter of Millennials will never get married; almost half, in a recent Time magazine survey, said they would support a new marriage model that involved a two-year trialâa beta test if you willâat which point the union could be formalized or dissolved by either side with no divorce or paperwork required.
Itâs important to understand that a good deal of research on Millennials has shown that they are distrustful of institutions, marriage being just one of them. Opting out of the traditional marriage model in greater numbers could very well be attributable to the record high divorce rate of their parents. Many of them experienced the effects of such separations on their families, and virtually all witnessed those effects on the lives of friends.
That distrust of institutions is extending to the workplace. Many Millennials watched their parents go through rounds of downsizing, restructuring, reengineering, and M&A, that virtually eliminated the concept of job security. As such, many younger workers entering our teams today consider themselves to be renting their jobs; they arenât looking to buy. If things donât work out, they are indeed quite content to move on.
Melissa Aquino, vice president of the science and technology giant Danaher, calls Millennials one of the biggest diversity issues her 62,000 person company faces. While she personally believes this latest generation rocks, and has the potential to be the most productive in history, she acknowledges that organizations face a challenge in getting some of them to commit. âMillennials are largely critical of corporate America. They donât know if they want to be attached,â she told us. More from Aquino in a moment.
Another reason for the fleet-footedness of Millennials: They were raised in an era of immediate gratification. Consider that this is the first generation to have grown up with such things as overnight deliveryâno waiting a week for the postman to bring a packageâand DVRsâthey skip right through pesky TV commercials. Most never had to do research for school without the Internetâno need to trudge to the library and ponderously look up information. Of course, the ultimate provider of instant gratification is the smart phone. Who doesnât love their phone? Some 83 percent of Millennials report sleeping with their devices within reach so they donât miss out on messages during the night. But many Millennials use phones in distinctive ways from previous generations. For instance, they make much fewer voice calls. We have been told by younger employees that they believe phone calls to be rudeâas if they are demanding a personâs time at that precise moment. Moreover, they add, they often feel trapped on a call, giving their full attention to a glacially slow form of synchronous conversation. As one Millennial told us in an interview, âIf I could disable the phone on my phone, I would.â (Paradoxically, we spoke with him while he worked at a retail phone store.)
Skanska USA CEO Rich Cavallaro explained that one way his company has appealed to people raised in a world of instant gratification is to ensure they have greater flexibility. âThereâs no question you have to manage this generation differently,â he said. âWe found forty-six percent of incoming employees from college say a flexible workplace is the most important thing for them.â Yet, he admits, thatâs a challenge in a project-based business with 11,000 employees, but the company is striving hard to make it happen. âI come from a generation that if you werenât sitting at your desk, you werenât working: twelve hours a day, six days a week. That world is over. If we believe that we can tell Millennials to go sit at their desk all day, every day, weâll be here by ourselves.â
As such, the company has launched the Skanska USA Flexible Work Program: finding ways to offer job sharing, flexible work time, telecommuting, a compressed work week, and part-time employment. And remember, this is a construction and development company, one that helped build the Oculus train station in New York City and is renovating LaGuardia Airport.
Leaders like Cavallaro teach us that we canât stick our fingers in our ears about generational disagreements anymore. This is reinforced by a study by the Society for Human Resource Management (SHRM), which found that nearly three quarters of HR professionals have reported not just differences but intergenerational conflicts in their organizations. We hear about them all the time in our consulting work: Managers and older workers complain about their younger colleaguesâ seemingly odd habits; including a lack of commitment; and what they perceive as whiny demands for coaching, feedback, and praise. Millennials, in turn, have plenty of complaints about their bosses and older colleagues. The HR professionals surveyed by SHRM described the following most common negative perceptions:
MILLENNIALS TOP 3 COMPLAINTS ABOUT OLDER WORKERS
⢠Resistant to change
⢠Lack of recognition of my efforts
⢠Micromanage me
OLDER WORKERS TOP 3 COMPLAINTS ABOUT MILLENNIALS
⢠Poor work ethic
⢠Informal behavior and language
⢠Inappropriate dress
Melissa Aquino gets a chuckle out of that last complaint, the one about attire, but says itâs something she considered when running an operating company at Danaher. âWhether right or wrong, Millennials are skeptical of older folks who dress too fancy,â she said. So, as a nod to help her younger associates feel more included, and to help older workers loosen up, she presented company hoodies to everyone. âI handed one to our sixty-four-year-old finance guy who was wearing his tie. âThis is delightful,â he said, âwhat am I supposed to do with it?â â
Overall, the good news we have about managing Millennials is twofold. First, we have identified a couple of key differences in what motivates them most strongly at work versus older workers, and we provide methods here for taking account of those motivators with specific management tactics that can dramatically boost their engagement. Weâve also found that Millennials share a particular set of strong motivators with older workers. In fact, the set of the top three motivators is fairly consistent across age groups, while the set of the lowest motivators has some similarities as well. So, as much as the differences in Millennialsâ preferences and behaviors are real and must be addressed, there also is a great deal of common ground with which to manage teams in ways that will bond younger workers and their older colleagues better to their teams, and also bond them more strongly with the organization overall.
THE BIG DIFFERENCES
One recent scholarly review concluded that there has been âlimited research to guide managers on how to better incorporate the Millennial generation into the workplace.â We are happy to step in. Let us dig a little deeper for you into our 50,000 person database. Respondents are employees of all ages, and are from the United States, Canada, Mexico, throughout Europe, Central and South America, Asia, Australia, the Middle East, and Africa. The database allows us unprecedented insight into what most motivates people at work, and what doesnât. Our Motivators Assessment ranks the twenty-three motivatorsâshown by our research to be most widely motivating for employeesâall the way from the strongest to weakest for each person. We developed the Motivators Assessment with Drs. Jean Greaves and Travis Bradberry, creators of the Emotional Intelligence 2.0 bestselling book and its accompanying assessment. These psychologists and their team of behavioral scientists helped us create a scientifically valid way of assessing peopleâs underlying drivers at work.
For those curious about the complete set of twenty-three, here they are. You might want to see if you can guess which of them are most important to Millennials versus older generations.
Autonomy
Challenge
Creativity
Developing Others
Empathy
Excelling
Excitement
Family
Friendship
Fun
Impact
Learning
Money
Ownership
Pressure
Prestige
Problem Solving
Purpose
Recognition
Service
Social Responsibility
Teamwork
Variety
Now, what did we find were the biggest differences? Thatâs where we go next.
WHO WANTS TO WORK ALONE?
While autonomy ranks near the top set of motivators for older generations in the workplace, itâs near the bottom of motivators for most younger workers. In fact, when we combined all answers from respondents in the Millennial generation, we found that autonomy ranked twenty-first overall (out of twenty-three motivat...