Re-thinking the Millennial Puzzle

Millennials.  The business world has spent the last decade fixated on this growing part of the workforce, and still seems to be getting it wrong.  Armed with a belief that this population requires flexibility, fringe benefits, and fun to be happy at work, businesses are bending over backwards to make that possible.  Engagement efforts range from telecommuting to meditation rooms and are being offered whether they make sense to the business or not.  And guess what?  Retention rates remain low among Millennials.  Worse still, the effort to cater to them has led to resentment and frustration from older generations.

The problem is, we keep trying to engage Millennials based on beliefs that just don’t hold true.  Of course Millennials want high pay, loads of benefits, flexibility, and a full assortment of other goodies.  Who doesn’t?  Those perks may lead to placement, but they don’t build loyalty.  Loyalty is a by-product of motivation and has differed with each generation.  For Traditionalists of the Great Generation, loyalty was connected to fears of unemployment and the hope of a pension.  Workers didn’t qualify until they’d held their job for 20 years.   Boomers were enticed with health benefits and, as they were commonly the sole breadwinner of their family, job security led to loyalty.   Gen X’ers who often came from broken homes or latch-key childhoods, wanted security for themselves and their children – more loyalty.  Things are different today in ways that have nothing to do with coddling our youth.  Motivating factors just aren’t built from what they used to be.

To understand what Millennials want, consider how they are different from us – including how their up-bringing differed from that of any prior generation.  More Millennials come from families where both parents were actively involved.  Both at home and in extra-curricular activities (which with two involved parents was the norm) their egos were protected.  They routinely enjoyed heavy encouragement and received “participation” awards from coaches regardless of their skill or prowess.  The outcomes of this have both benefits and drawbacks.

An advantage of being raised with a high degree of familial security and a low sense of competition, Millennials matured in an environment that was highly inclusive and accepting.  As adults, they are far more equality based than any preceding generation.  Millennials are the first to see the LGBT community, mixed race and blended families, as normal and healthy parts of our society.  The disadvantage, as we often see it, they don’t recognize corporate and hierarchical structures in traditional terms.  Millennials are likely to have an inflated sense of self-worth and they are apt to over-step their authority or feel restricted by supervisors who try to reign them in.

But Millennials aren’t merely a product of high egos and doting parents.  Along with the feel-good environment Millennials experienced through their coming of age, they were also exposed to a world paralyzed by fears stemming from terrorism and a global financial crisis.  Through the internet, they possessed greater access to news and information, both local and international, than any prior generation.  These challenges and freedoms impacted Millennials in their development as well.  On the up-side, their awareness of global issues and needs reduced their egos and caused many to strive to find ways to make a difference.  On the down-side (for the business community), rather than finding security in long-term employment, they find it through social connectedness.  As such, Millennials are not likely to consider long hours and working over-time as respectable priorities.

So yes, Millennials are different.  But not in the selfish, self-centered way that they are often depicted.  Like every generation before, they look at life through their own lens.  To motivate them and build loyalty, you’ll need to call to their sense of purpose and their desire to bring positive change.  This may be environmental causes, local initiatives, human rights or global concerns.  Find out what inspires and encourages them (and other members of your workforce) and help them find a path where – through your company – they can make a difference.    

If you are looking to build loyalty from a Millennial, match perks to their vision of the future.  Hint – they aren’t really in it for themselves.

We Must Connect – (Let’s make it our New Year’s Resolution)

I am frustrated.  We’re all frustrated.  And sad.  And angry.  And feeling so painfully helpless.  We point our angry, helpless finger at seemingly responsible aspects of our society:  Gun legislation, mental health issues, and violence in the media.  We point a finger and place blame, all the while neglecting to notice the bigger issue, the one in which we are all responsible and can all make an impact – the need to foster and heal our own relationships.

We are losing our ability to make profound and important connections, even with those we love most.   Most concerningly, with the youngest members of our society - children.  Where does this void lead them?  Isolation, depression, acting out?   And in some sad situations, it has the ability to lead to extreme behaviors as well.  This may not mean picking up a gun…but it might mean finding ways to “connect” that involve illicit drugs, or joining fringe groups that fill a missing sense of belonging.  It may mean suicidal behaviors.

We see children of all ages detached from their families – playing on handheld devices of various forms.  Parents, grandparents, and other caregivers do the same as they text and connect with others while their children shout, “Watch me! Watch me!”  And these children get older, having never fully adopted healthy skills of social interaction.  Their fractured ability to connect is evident as they fail to interact with their peers – often texting in lieu of face to face interactions.  I fail to see any upside to this.

Are we – collectively - raising a generation of detached children?  A generation who are profoundly more detached that any previous one due to our behaviors and choices.  “I don’t have kids” you say.  But no doubt you grew up making eye contact with people other than your parents.  You still do this today, though probably not as routinely, because you learned how.  We all need to get back to this.  We all have a stake in the game when we too are at risk of experiencing violent or deadly behaviors.

An FBI study of shooter incidents in the United States from 2000 – 2013 shows an alarming trend of an increased frequency of such incidents.  What else has changed drastically in that time period?  Not gun ownership, not mental health issues.  What has changed is our use of and reliance on social media.  In fact it has grown with exponential force. 

As a society we need to bring change.  None of us can excuse our own behavior when it involves using our smart phone while in the company of others.  Whether we know the people we are with or not.  We must realize that we are a part of the problem and a part of the solution.  Failing to do so is damaging the fabric of our society, and with each new act of violence, we feel our safety compromised, and the rug being ripped out from underneath us a bit more.  We must connect.

What if?

Today, in our latest experience of terrorist threats, I am compelled to ask….

What if the threat is real?

What if we are in danger?

What if we can’t do anything about it?

What if we had a choice?

What if we looked at our options?

What if we looked at each other?

What if we looked to each other?

What if we looked each other in the eyes?

What if we did that for a moment longer?

What if we joined hands?

What if we held hands?

What if we banded together?

What if we could bond together?

What if what’s missing, is connecting? 

What if you could take steps to change that?

What if we could feel safe?

What if it only took making an effort?
What if you did make that effort?
What if we all did?

We feel safe when we are with others.  Even, especially, when we are in danger.  We need to stop isolating.  We need to stop connecting in a superficial way and begin doing it in a meaningful way.  With our children, our parents, our neighbors, our friends, our co-workers, the waitress, the store clerk, the stranger we pass in the hall, or on the street.  We need to start.  We need to take control of the life we want to lead.

Be A Leader Worth Following

Before I begin any workplace engagement, I ask the person informing me of the problem one important question:          

“If I determine that you are at the core of some of these issues, how do you want me to tell you?”  I ask this because problems do not happen in isolation.  Very commonly, they trickle down from the top.  From leadership missteps to flaws in the organizational structure.  My role, as I see it, is not just helping the individuals, but the company as a whole.

 

          From this vantage point, I have learned a lot about the characteristics that make a good leader, and about those well-intentioned qualities that sometimes undermine growth and success.

Here is what all leaders should know:

Leaders should be visionaries – Look ahead at what is coming, determine where the organization is heading; Great leaders must be reflexive and able to pivot and adjust as situations emerge – both internally and externally.  Whether it is adjusting to market fluctuations or acknowledging a gap in training or technology, a great leader takes swift action to rectify a problem and funds a budget that can support unforeseen demands. 

Leave people issues to your managers – Nothing undermines organizational stability more than a leader who inserts him/herself into staffing issues.  It undermines the authority of your managers, disrupts the process of addressing behavioral issues, and leads to claims of favoritism and unfair work practices.

Keep connected with your staff – on a macro-level.  Instead of having an “open-door” policy (which invites complaints that belong at the manager level) make a habit of walking through your office, getting to know your staff, and learning what is/isn’t helping them to get the job done.  Your focus is on the organization, and your staff is the first to know if an initiative isn’t working.  Engage with them for the purpose of making the company better.

Recognize the impact of employee morale – While leaders need to stay out of the fray, they must also support initiatives that help or engage their employees.  If employees are championing a measure – do what you can to support it.  This may mean investing in training, supporting team development, or bringing in a consultant to resolve conflicts that are undermining communication or productivity.  Be aware that budget constraints are rarely seen by employees as an acceptable reason for stalling on these efforts. They will quickly look to other expenditures that should be cut.  Address their concerns in a fashion that demonstrates their value to you and the organization – the return on your investment will be palpable. 

Set a positive and inspirational tone – for the whole team.  At regular intervals (preferably at an all-staff meeting) share the direction of the company, and what is expected of them to make the vision a reality.  Every member of your team should recognize their importance and contribution to the company’s success, and should feel motivated to help the company get there.

Model honesty – Owning mistakes and taking responsibility for making things better is vital to long-term success.  Modeling this behavior – whether acknowledging a venture didn’t go as planned, or that lay-offs will be necessary – isn’t easy, but it goes a very long way toward creating accountability and shared responsibility for success.  By humbly owning your mistakes, you demonstrate the importance of this virtue while also silently encouraging your team to inform you if they foresee problems on the horizon. 

Need a Conflict Resolution Quick Fix? Say Please.

In my work with organizations I frequently hear employees echo the same complaint about their co-workers, supervisors, and even underlings.  The complaint?  A lack of courtesy. 

“Please keep me up to date on that.”  “Thank you for completing that project on time.”  And, of course, “You’re welcome.”  Why are these basic courtesies missing?  Haven’t our parents/caregivers instilled these basic manners into us?  Have we really become demanding and rude while at work?  My thought is that we have not become thoughtless - but we are in a constant hurry.  We don’t mean to treat others in a manner that offends or upsets them; we just simply get caught up in getting the work done.  No, the added word or two doesn’t take up much time.  But, to demonstrate the genuine courtesy that goes with those words does requires us to slow down in a more complete way.  It means we need to look the other person in the eye and to connect with them on some level.

So while the complaint may be a lack of courtesy, the reality is that there is a lack of a connection between those who work together.  And as that connection erodes or fails to be established, problems arise.  Problems which can lead to misunderstandings and interpersonal conflict, and which likewise lead to lowered morale, diminished productivity and higher turnover.

On the flip side - imagine the impact of slowing down and connecting with your co-workers, subordinates or supervisor.  Such behavior is likely to build a lot of good will and positive vibes.  Why?  Connecting allows us to develop a better understanding of one another, which in turn yields better interpersonal relationships.  People who have a positive connection to their co-workers typically are happier, work harder and are more loyal and productive employees.   Why does this matter?  As multiple studies reflect, there is a strong correlation between employee happiness and productivity.  By changing the mood of your employees – you’re likely to change the company’s ability to succeed.

So if you’re looking for a quick conflict resolution fix, slow down, look your co-worker in the eye and say “please”.