Managing Millenials: Getting What You Need From Gen Y
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The generational mix, defining issues at hand, expectations and how to message them, effectively managing Gen Y.
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Managing Millenials: Getting What You Need From Gen Y
- 1. Managing Millennials: Getting What You Need From Gen Y Sherri Petro 2013
- 2. The Generation Mix In 2013 ♦ Generation X ♦ Traditionalists – Born 1965-80 – 33-48 years – Born 1925-45 – 68-88 years ♦ Generation Y ♦ Baby Boomers – Born 1981-1995? – ~17-32 – Born 1946-64 – 49-67 years 2
- 4. The Objectives ♦ Define the issue at hand ♦ Revisit the generational mix ♦ Discuss expectations and how you can message them ♦ Share best practices to more effectively manage Gen Y 4
- 5. Hmmmm….. 5
- 6. Answers From Generational Work Work ethic differences Entitlement mentality Defy logic Not on same wavelength ♦ Delegation is not working ♦ Conflict resolution uncertainty ♦ ♦ ♦ ♦ 6 ♦ Performance review, career development discussions go south ♦ Reward & recognition expectations ♦ Learning style differences ♦ Disrespect for people and policy ♦ Odd team dynamics
- 8. Value-Creating Communication Adjust Act Align Understand Inspired by Communication Catalyst: Connolly/Rianoshek 8
- 10. The Intersection That Counts Relevant Facts Your View 10 Your Millennials’ View
- 11. Your View 11
- 12. Partner Discussion Let the understanding begin…. 12
- 13. Reflection 13
- 14. Gen Y as A Generation 14
- 16. Gen Y: What’s Important ♦ Think “C” – Cause – Community – Creativity – Connection – Collaboration – Consistency 16
- 17. Gen Y Work Style ♦ Menu-driven thinking ♦ Digital natives ♦ See mistakes as learning opportunities ♦ Think globally ♦ Have positive expectations ♦ Expect customization ♦ Expect interactivity ♦ Express -- not impress ♦ Loyalty to those that help them grow 17 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Flexibility Multi-taskers Desire mutual respect Ready for collaboration Want to make a difference Celebrate diversity Acknowledged for being here Looking for an experience Happiness
- 19. Gen Y Expectations of Managers ♦ Managers Who Drive Them Crazy – Are cynical and sarcastic – Treat them as if they are too young to be valuable – Are threatened by their technical savvy – Are condescending – Are inconsistent and disorganized 19
- 20. Ummmm – Why Not Ask? • Be sure to follow-up with “I may not be able to support you all those ways. I do need to understand your expectations” 20
- 22. Start Here 22
- 23. Exercise Time Think of 1 or 2 issues you want counsel on in relation to your own Gen Y(s)
- 24. Feedforward by Marshall Goldsmith ♦ YOUR ISSUE – Pick one of the issues you would like counsel on. It should have a positive impact in the workplace. – Describe this to your partner • I want ________________ – Ask for feedforward • Do you have any suggestions? – Listen and take notes but do NOT comment. – Thank the person, ask them for their information and offer suggestions ♦ YOUR COUNSEL – Think of everything you’ve just been exposed to in this class – What ideas do you have for this issue?
- 25. Activity Debrief ♦ ♦ Insights? What did you -♦ Notice? ♦ Hear? ♦ Learn? ♦ Take Away?
- 26. Recruiting Strategy ♦ Have a Gen Y from the organization be available for questions ♦ Text them with status updates to connect in ♦ Use words like – – – – Dynamic Creative Stimulating Growth 26
- 27. Onboarding Strategy ♦ Engage from the get-go – Have the technology set up for day one – If not possible, get them on a field ride or job shadow on day one ♦ Leverage technology during the orientation and training process ♦ Use a Baby Boomer mentor to help them navigate the social network ♦ Be the person that helps them grow 27
- 28. Learning Strategy ♦ Edutainment – Make learning fun ♦ Combine teamwork and technology ♦ Like discovery and the mystery of unanswered questions ♦ Use scenarios to help sharpen critical thinking skills ♦ Engage them to insure they retain ♦ Link learning to making a future (both making a difference and making money) 28
- 30. Delegation Strategy: Answer These 1. 2. 3. 4. 5. 6. 7. 8. 9. Why did you choose the Gen Y? Why are we doing this project/task? What is the goal? What’s the priority? How soon do you need it? What are the consequences of not meeting the deadline or completing this successfully? Where can we afford to make mistakes and where can’t we? Who and what are the resources available to them? When shall we have milestone checks? 30
- 31. Debriefing Strategy ♦ What went well? ♦ What could have been even better that we have control of? ♦ What would you have changed given our resources? ♦ What was missing that we can control? 31
- 32. Team Strategy ♦ Combine teamwork and technology – Teamlab ♦ Balance teams with different generations ♦ Define rules of engagement so Gen Y understands the limits ♦ Mentor one-to-many conversations ♦ Allow them to play different roles on the team to gain experience ♦ Explain impact of not getting work done on other team members 32
- 33. Conflict Resolution Strategy ♦ Take the “scary” out of conflict by sharing that our desired outcomes from conflict are: – Equitable and fair agreements – Stronger relationships that help us build bridges of goodwill and trust for the future – Learning about ourselves and creative problem-solving 33
- 34. Performance Review Strategy Start with the positive Tell them what makes you happy Be direct and clear Expect a collaborative approach to reviewing ♦ Learn about their career goals ♦ Align your requests with their career goals ♦ ♦ ♦ ♦ 34
- 35. Confidentiality Strategy ♦ Explain – Confidentiality does not negate transparency and authenticity – Consequences of sharing confidential information – Personal impacts of violating trust – Organizational impact on their friends – Differences in significance between confidentiality and secret-keeping 35
- 36. Communication Strategy ♦ Name it. – Be very clear on what you really want to happen. ♦ So What? – Share the facts and why you need it to happen. ♦ Now what? – Provide exactly what you need of them. 36
- 37. Communication Strategy Be positive and upbeat Commit to explaining the “why?” Make it safe for them to ask questions Connect the dots Leverage a supportive coaching philosophy: people are whole, resourceful and creative ♦ Be appreciative of their effort ♦ ♦ ♦ ♦ ♦ 37
- 38. Let’s Practice Think of one issue you would like to take address right now with your Gen Y
- 39. Pick a Partner ♦ What It’s Your Issue – Name it. • Be very clear on what you really want to happen. – So What? • Share the facts and why you need it to happen. – Now what? • Provide exactly what you need of them. ♦ When It’s Not – Be A Gen Y! 39
- 40. Activity Debrief Insights? ♦ What did you -♦ Notice? ♦ Hear? ♦ Learn? ♦ Take Away? ♦
- 41. For Fun! Pew Research’s How Millennial Are You? http://www.pewresearch.org/quiz/howmillennial-are-you/ 41
- 42. The Objectives Define the issue at hand Revisit the generational mix Discuss expectations and how you can message them Share best practices to more effectively manage Gen Y 42
- 44. Thank You! Your Facilitator: Sherri Petro VPI Strategies sherri@vpistrategies.com 858-583-3097 44
Editor's Notes
- Which of these have you experienced with the other generations you work with? What is the most important nugget you received during this discussion?
- For value-creation -- not value-destruction, it is better understanding that starts the chain. We need to have different thoughts to change behaviors. (Jen, see the Word doc for the graphic that goes here). Reflection: What would be different if we could have deep authentic, value-creating conversations?
- Note the direction of the arrow! Let’s reflect.What happens when we misunderstand a colleague? What is the basis of misunderstandings? How do we get to disagreements?How can you tell when someone gets defensive? How easy is it to come back from a destructive conversation?
- Relevance is a compelling communication and generational word. From a communication perspective, we need relevant facts. In fact, it is the foundation of good communication. Generationally, each generation is looking to make sure they are relevant! COMMUNICATIONWhole messages: incorporates the factual, airs assumptions, adds in the emotional and requests a specific action. A. I see …. (the facts or observations)B. I think….(surfacing my assumptions) C. I feel …. (my reaction to the facts or observations) D. I need …. (my request of the person)Most organizations use partial messages -- one or two 2 versus all phrases. Using A, B and C tend to get no action since a request has not been made and people ask, “So what?” Using B, C and D sound like opinion only as it cuts out the why behind the request. The combination of A and D or D only comes as dictorial. Combining C and D is seen as emotional and needy. It has no explanation. Use all four steps and communicate more effectively. (Jen, pls put in italics)
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- SAY: So now that everything is there on paper in front of you, you can begin to see which things are more important than others. The point of this section is essentially how to prioritize your work and your week so that you get the important things done …. Or at least get to work on them. We want to attempt to plan so that we are not always in a reactive mode (remember Habit 1?) In any case, when we talk about “prioritizing”, usually we divide tasks into critical and not-critical. There’s a better way.This section is where 80/20 + applying skill to students own schedule + doing more of what matters being strategic and focusedMore of what?Focus on value! THE TIME MATRIX You have all been through 7 Habits, so you know about Quads 1-4. Before we look at your actual work, let’s review that idea. Hand out blank “quad” forms to take notes on SHOW Covey VIDEO (9 minutes)
- Use You don’t know what you don’t know…Children watching scary movies are not prepared to handle everything they see