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.

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. 

D.I.Y. – A Plan for Culture Change

What’s your company’s culture?  I’m not asking what you want it to be, or what you tell your customers or clients.  I mean what are the day to day behaviors that are encouraged, rewarded and repeated by members of your team?  Is success based in camaraderie or cut-throat attitudes?  Do your foster teamwork or territorial behaviors?  An organization’s culture is not about what you say, but what you do.

As we start the New Year, this may be the perfect time to begin looking at making change, building upon what works, eliminating what doesn’t, and creating the culture your organization needs to succeed.  This isn’t about making a statement or creating a Phantom Culture.  This is about making deep, meaningful change.  Identifying and developing the culture that you want requires vision, planning, and commitment.

Vision – Know what you want the culture to be.  You may not be able to define the specifics, but you know that behaviors, attitudes, or teamwork will be different.  Have a vision, for how work will flow, people will function, and how business will be conducted.  As you determine your ideal, you can begin identifying what does, and does not, currently support that ideal.  Find your dream-team – those who are dedicated to creating that ideal.  They are needed to move any vision forward.

Planning – The vision is your end-game.  Planning is where you begin the work to get there.  Assemble your dream team and support them with time, space, and any other necessary tools to begin working toward that goal.  This team will need to work collaboratively to identify the specific qualities, in terms of behavior and performance, which will support the vision.  They will more fully imagine the vision, while refining the needs that the vision identified, and breaking them down into action steps.

Commitment – Having the vision, and carry-through of developing a plan will not change your culture unless you are committed to implementing it in every way possible.  Creating a culture and standing behind it means addressing those behavioral and performance standards during routine feedback, annual performance reviews, and everything in between.  It means holding every employee, at every level of the organization, accountable to that same standard, and it means making hard decisions when someone doesn’t “fit” your culture. 

Creating a new company culture is not simple or easy, but it yields impressive results.  When you identify and support your top performers, loyalty and productivity rise.  When you eliminate those on your staff who don’t demonstrate competency or accountability, you remove errors and stagnation.  A new culture allows you to promote the skills your organization needs to be its best, while removing the human hurdles that limit success.  The result - You create a dynamic team that can accomplish great things.  And who doesn’t want, and need, that? 

State of the...Company

Every January our Commander in Chief presents a State of the Union or Inaugural Address.  Setting your own political ideologies aside, business leaders should take note of the address and the purpose behind it.  This address is a leadership strategy – one that can be implemented within any company, team, or organization.   The Inaugural Address or State of the Union inspires, explains, motivates, and builds enthusiasm for what is both desired and possible. 

Translate that to a business model, and you are offering your staff a glimpse into your views on the recent past and your goals for the coming year.  You are building a sense of unity, a feeling of pride, and a desire to give the best of oneself in those who hear your own address.  Do you acknowledge the hard times?  Yes.  Will you sometimes have to acknowledge that there may be more hard times to come?  Yes.  But you also have this forum to explain what you can/will do to lessen the impact of these hard times and to plant seeds of hope for the positive changes that are on the way.

The “State of the Company” address may be the one time each year you address your staff or team in this manner, so make it count.  Be sure to include:

1.     Gratitude for their commitment to your company, team, or organization.
2.     Recognition for their hard work and effort to reach goals.
3.     Awareness of any difficulties of the past year (or more if this is your first such address).
4.     Appreciation for the success and accomplishments of the past year (or longer).
5.     Goals and/or changes to come in the year ahead.
6.     An acknowledgement of what it will take to reach those goals (of them and you).
7.     A request for their commitment to making those goals or changes happen.
8.     Repeat of Gratitude – this time with a focus on moving forward.

Strong leadership requires communication, inspiration, a vision for the future, and a building of trust – both up the corporate ladder and down.  As you craft and deliver your “State of the Company” keep these ideals in mind.

If we can be of help in addressing these and other leadership challenges, through executive coaching, training, or other services, please contact us.