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Tom Morley

By: Tom Morley on May 25th, 2016

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What makes the Millennials so scary?

Workforce & Human Capital

mailto:demo@example.com?Subject=HighRoad Solutions - interesting article

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Everybody’s got something to say about Millennials. To get into their heads is to break the code of effectively managing talent over the next decade, as they flood the workforce and disrupt the worlds of the Gen Xers and the Baby Boomers who haven’t yet walked out the door. People in those generations need to learn to co-exist with them, which is always hard when there are age gaps. The Millennials also have to be managed, though, and it is said that their… umm… “peculiarities” make this a particularly difficult challenge.


Why do people say this? What makes the Millennials so scary? I just attended a discussion at which the presenter said they were “good at not knowing.” In another conversation, a friend (a Millennial herself) confirmed for me that they “crave affirmation.” Reflecting on those points and the multitude of things other people have said, the thought occurs that a good portion of this group wants to be validated at all costs, including when they are wrong, and they will go to great lengths to achieve this. It strikes me that this is what we’re seeing on college campuses today.

Extrapolating, Millennials, like any group of young people, have opinions. They are not necessarily based on worldly experience. The difference between this generation and others when they were growing up is that a fair representation of Millennials appear be quite adamant about their positions, reluctant to consider that they might, in fact, be incorrect, and willing to take extraordinary measures to bring others around to their points of view. They don’t just want to be heard, they demand to be validated.

Passionate people are generally a benefit to the workforce. Passionately wrong people, however, are not good. We’ve all seen them. Convinced they are right, they don’t listen, and then they go off and do things their way. When pressed, they often shut down, becoming dead weight and a drag on morale. When the stars align (that is, when they agree with you) their work can be wonderful. When they don’t, it isn’t (assuming it even gets done), and they’re not going to be quiet about what they perceive as their managers’ stupidity.

Are Millennials as a whole a train wreck for us old folk? Not necessarily! Realize that everything I’ve just said is a huge generalization. The generational age range (currently 10 to 28) is wide, and the people at the top end likely aren’t the same as those at the bottom. There are differences thanks to geography, upbringing, experiences, etc. Take, for example, a large group of Millennials leaving military service and coming into the workforce. Their attitudes and perspectives will be different than many of their generational peers.

What does this mean for managing Millennials? I think we need to step away from the fear and turn back to tried-and-true talent management principles. Hire right, and hold people accountable. This means being selective not only for the skills you need, but also for the “intangibles,” the worldviews and motivations of job candidates. It also means putting aside “separation anxiety,” and taking action when a Millennial isn’t performing the way you need, all the way to… yes… cutting ties. In other words, you manage Millennials the way you manage anyone else.

You may be saying, “But… but… social media! Technology! Millennials are special and need special motivators!” Well, the truth is that you can’t motivate someone who’s primary motivation is having their positions affirmed, especially when those positions are off base. You motivate Millennials by finding Millennials whose motivations are to advance your mission whether it’s their way or yours. Don’t be a prisoner to stereotypes. They are out there and you can find them. You just need to know what characteristics are important, and you can’t compromise.

 

About Tom Morley

Tom Morley is Founder and President of Snowflake LLC, a consulting firm dedicated to helping organizations to work smarter, consistently deliver on their “essential outcomes”, and unleash their full potential. Tom has over 17 years of experience integrating business and market strategy, organization, workforce, workflows, and infrastructure to optimize contributions and costs across the enterprise and ensure sustainably cost-effective results. He has advised and supporting more than 40 non-profits, government agencies, and businesses in the US and abroad, including OPEC, Pan American Health Organization, Cascade Healthcare Community, US Forest Service, New York City Housing Authority, Federal Housing Administration, Moody’s Investor Services, Loudoun Habitat for Humanity, and many others. Prior to launching Snowflake LLC, Tom spent 13 years at BearingPoint, Inc. and Deloitte Consulting, LLP, and also worked as an organizational and human capital expert in the Federal government. Tom has an M. A. from the University of Maryland at College Park, and a B. A. with Distinction from the University of Delaware.