Millennials at Home and at Work.

By January 16, 2017Coaching, Real life
An insight into the new age of Millennials. Millennials are different to Gen X, as Gen X’s are to Boomers. There are numerous articles that focus on the perceived negatives of Millennials. However, if we were to listen and observe them, we may just gain an insight as to why they act in the manner they do. As a coach I have spent a considerable amount of time around Millennials, my son and his mates are Millennials. You might say I have lived and breathed this generation since 1980. Initially I tried to impose my values and beliefs on them, which did not work. Changing Teenagers Behaviour I liken it to going to another country and imposing my way of doing things as an Australian, only to find out that their customs and way of doing business may be very different and that I should be accepting of this. We all need to adapt as the rate of change in technology far outpaces the speed in which we can teach it. Yet Millennials are far more connected to the world than any other generation before. The way in which we lead has also changed. Hierarchy has given way to flatter and more collaborative structures and roles are not so defined as the collective intelligence of the team effort has evolved. Alignment of employees to their individual Clifton Strengths has to be one of the fastest game changers for all generations and one of the fastest ways to identify natural talent in individuals. The way in which we manage has also changed. Managers need to become and act like coaches.
  • Managers need to coach employees on:
  • clear expectations
  • priorities
  • performance goals
Expectations need to be developed collaboratively, articulated clearly, aimed at excellence and individualised to strengths. Managers need to help Millennials understand the expectations of others around them and how their work matters in relation to those people, to the mission and, ultimately, to their customers. Millennials also want to understand the big picture, and be involved in all the decision-making. Managers are not the only ones who can offer feedback to Millennials. The way managers lead as a Coach is far different from traditional management and leadership. The conversations are more collaborative and the frequency of these has also changed. Traditional performance reviews do not work- most specifically with Millennials. Feedback is not something that comes in a sandwich, it is presented in a way the Millennials can learn from it so you can win. *Millennials who have a manager who holds regular meetings with them are 2.2 times more likely to be engaged in the workplace. Millennials as Job - Hoppers 6/10 are open to different job opportunities 21% have changed jobs in the last year 50% plan to be with their company one year from now There is very little difference in levels of active engagement between, Millennials, Gen X and Baby Boomers. Millennials are: Unattached. More than generations before them, Millennials are a group without attachments. They do not feel close ties to their jobs or the brands they give their money to. Millennials are waiting longer to get married and they are less likely than other generations to feel pride in their community or to identify with a specific religious affiliation or traditional political party. None of this implies that Millennials don’t want to get married or find groups they can relate to. However, it does reveal that Millennials view certain institutions differently than their predecessors and those views have shaped their decisions to engage – or not to engage – with those institutions. Unconstrained. Millennials are pushing for change in the world, marketplace and workplace. They don’t accept “that’s the way it’s always been done” as a viable answer. Millennials are continuing to encourage new definitions of “family” and breakdown social divides. They are demanding that businesses approach them differently and they adjust their customer experience to meet their needs. The same goes for employers: Millennials want to be free of old workplace policies and performance management standards and expect leaders and team leaders to adapt to what they want. Idealistic. Millennials are a largely optimistic group who are prone to take a positive view of their life. They believe that life and work should be worthwhile and have meaning. They want to learn and grow and understand how they fit in their job, team and company. Millennials look for work that fuels their sense of purpose and makes them feel important. As a highly educated and technology connected group, they get to approach the workplace with a “what’s in it for me” mentality. Millennials want more out of life and believe they can achieve it. Connected. While Millennials have generally been hesitant or reluctant to embrace brands, employers, their local communities and clash with institutions, they are highly connected to the world around them. The introduction and evolution of the internet, Wi-Fi, laptops and smartphones has enabled Millennials to be instantly and consistently linked to entertainment, news, friends, strangers and nearly everything else. Their hyper-connectedness has helped Millennials gain a unique global perspective and transformed the way they interact, consume, shop and work. Millennials are a generation that needs to be understood, embraced and used as a platform to educate us all. The sooner we can engage with them the better prepared for the future we shall be. We must do this while keeping in mind, that the arrival of Gen-i into the workplace is just around the corner. Statistics provided courtesy of Gallup*   Warwick Hood’s long and diverse business career has carried one common theme. Success. He’s a builder of businesses – a person with the confidence and vision to take his entrepreneurial ideas to the start-up stage and beyond. Warwick’s also held senior executive roles in the corporate world, where his foresight, people skills, and gift for strategy have been some of the keys to his achievements. Warwick’s business journey has taken him through the infrastructure, construction and mining industries in Australia, Hong Kong, Vietnam and the Pacific. His role as CEO and founder of Momentum Performance is a reflection of everything he’s learned along the way. That, and a passion for helping people achieve their true potential. Warwick is a Gallup certified Strengths Coach and is a Master NLP Practitioner.

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