Worksheet on Gen Y managerial competencies


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Worksheet on Gen Y managerial competencies

  1. 1. MANAGING THE MILLENIALS/a Worksheet for Today’s Managers“When  managers  properly  identify  the  points  of  tension,    disconnects  can  be  reframed  as  opportunities  to  connect    and  build  trust  rather  than  discord.”  –  Managing  The  Millenials/  Espinoza,  Ukeleja,  Rusch      9 Competencies for Managing Generation Y   Required Managerial Perceived Orientation Millenial Intrinsic Value Competency Autonomous Work-life balance Flexing Entitled Reward Incenting Imaginative Self-expression Cultivating Self-absorbed Attention Engaging Defensive Achievement Disarming Abrasive Informality Self-differentiating Myopic Simplicity Broadening Unfocused Multitasking Directing Indifferent Meaning Motivating    This  worksheet  was  directly  extracted  from  the  book:  Managing  The  Millenials:  Discover  the  core  competencies  for  managing  today’s  workforce  /  Chip  Espinoza,  Mick  Ukeleja,  Craig  Rusch.  Copyright  2010.  Published  by  John  Wiley  &  Sons,  Hoboken,  New  Jersey.  Pg.  1  
  2. 2. MANAGING THE MILLENIALS/a Worksheet for Today’s ManagersHow to Reframe Challenges into Great Management Skills   Perceived Orientation Of Millenials Generational Rapport Competencies Autonom ous Flexing Millenials express a desire to do what they want they The ability to modify workplace expectations and want when they want, have the schedule they want, behavior. It requires empathic listening and the and not worry about someone micromanaging them. willingness to adapt to different ways of doing things. They don’t feel they should have to conform to office processes as long as they complete their work. Entitled Incenting The attitude expressed in Millenials that they deserve Incenting involves recognizing the reward to be recognized and rewarded. They want to move up expectations of Millenials and designing a path that the ladder quickly but not always on manement’s reconciles it with performance expectations. It terms. They want a guarantee for their performance, requires identifying Millenial values and aligning not just the opportunity to perform. recognition and reward with those values. It calls for informing employees about advancement opportunities and frequent appraisal of their development. Imaginative Cultivating Millennial are recognized for having a great It is the ability to identify and encourage creativity in ‘imagination” and can offer a fresh perspective and others. It requires the capacity to create and facilitate unique insight into a myriad of situations. Their environments in which people can release their imagination can distract them from participating in an imagination at work and have fun. ordered or mechanistic process. Self-absorbed Engaging Miillenials are perceived to be primarily concerned The ability to reach out and relationally connect with with how they are treated rather than how they treat direct reports. It requires taking an interest in the others. Tasks are seen as a means to their ends. employees as a person and finding points of Millenials are often preoccupied by their own connection. personal need for trust, encouragement & praise.This  worksheet  was  directly  extracted  from  the  book:  Managing  The  Millenials:  Discover  the  core  competencies  for  managing  today’s  workforce  /  Chip  Espinoza,  Mick  Ukeleja,  Craig  Rusch.  Copyright  2010.  Published  by  John  Wiley  &  Sons,  Hoboken,  New  Jersey.  Pg.  2  
  3. 3. MANAGING THE MILLENIALS/a Worksheet for Today’s ManagersHow to Reframe Challenges into Great Management Skills   Defensive Disarm ing Millenials often experience anger, guardedness, A proactive response to conflict. It involves de- offense, resentment, and shift responsibility in escalating intense interactions, listening, being fair, response to critique and evaluation. They want to be and embracing resistance. told when they are doing well but not when they are doing poorly. Abrasive Self-Differentiating Perhaps due to technology, Millenials It is the ability to self-regulate and “not take communications style can be experience as curtness. personally” the comments, gestures, or actions of They are perceived to be inattentive to social others. It is being aware of the “trigger” events that courtesies like knowing when to say “please” and make you reactionary rather than responsive. “thank you.” Whether intentionally or not, their behavior is interpreted as disrespectful or usurping authority. M yopic Broadening Millenials struggle with cause & effect relationships. The ability to help Millenials connect the dots The struggle is perceived as a narrow-sightedness between everyday tasks and big picture objectives. guided by internal interests without and Emphasis is placed on teaching employees how to understanding of how others and the organization are recognize numerous options and potential impacted. consequences. It involves teaching organizational awareness. Unfocused Directing Millenials, as a cohort, are recognized for their The ability to clearly communicate what is expected. It intellectual ability but are often perceived to struggle entails avoiding ambiguity and not assuming you have with a lack of attention to details. They have a hard been understood. It requires both questioning and time staying focused on tasks for which they have no listening to ascertain the employee’s readiness level interest. for a task or goal. Indifferent M otivating Miillenials are perceived as careless, apathetic, or The ability to inspire Millenials to find meaning in the lacking commitment. everyday work they do and to see how their contribution matters.        This  worksheet  was  directly  extracted  from  the  book:  Managing  The  Millenials:  Discover  the  core  competencies  for  managing  today’s  workforce  /  Chip  Espinoza,  Mick  Ukeleja,  Craig  Rusch.  Copyright  2010.  Published  by  John  Wiley  &  Sons,  Hoboken,  New  Jersey.  Pg.  3