With the influx of younger workers entering the workforce, it’s even more important today. We (those of us who aren't millennials) trained our younger colleagues to expect more from what they do each day than what most of our generation would have been content with 30 or 40 years ago. As children we taught them to ask questions and not accept anything at face value. Is it any wonder that they do it as young adults entering the workforce?
To be honest, I didn’t like it when my boss expected me to do what I was told to do just because I was told to do it anymore than today’s crop of young workers do. And, I don’t think my father really liked it either, it’s just what was expected in those days. What’s more, there was an education system and a workplace culture in most companies that validated it.
That isn’t the case today.
The last 12 or more years of my career I’ve had the opportunity to work with a lot of very bright and talented young people. Not only have I learned to accept the fact that respect isn’t a given, I like the atmosphere that allows organizations to tap into the energy and new ideas of the millennial generation.
A year or so ago a friend of mine at Gartner and I were discussing the topic of millennials in the workplace and decided that although they aren’t really that much different than we were when we started our careers, they are different in the sense that the technology, the culture, and their education allows them to look at problems and potential solutions from a different paradigm. As leaders (and I use that term intentionally instead of managers), we need to be brave enough to embrace that paradigm where it makes sense instead of continuing to rely on antiquated notions about command and control.
I’ll be the first to admit that it sometimes feels like I don’t get the same level of respect I gave as a younger worker, but I’m not sure my boss always deserved it in those days. It would be disingenuous to expect my team to fain respect simply to stroke my personal ego. We have a mission and objectives to accomplish—which come ahead of any personal aggrandizement.
Today, my CEO is close to 20 years my junior—and incredibly bright to boot. He definitely deserves (and has) my respect. He sees the value of fostering a productive work environment so everyone, millennial and geezer, can perform at their best.
Inspiring people to get their best work isn’t unique to our younger colleagues; it does the same thing for the rest of us too (unless we’ve done irreparable damager to them by how we’ve managed them over the last 30 or more years). Here are five tips that just might help you inspire your team:
- Lead, don’t manage: I know there’s a lot of debate about whether or not there’s a difference and what that difference is. I’m convinced that leading requires being at the front, rolling up one’s sleeves and showing that you’re willing to not only talk the talk, but are also willing to walk the walk. I don’t think you can lead by pushing from behind. The word “lead” doesn’t mean push. The millennial generation is looking for leaders who can inspire and motivate them. Lead, don’t manage.
- Don't discourage people from asking "Why?" Most people, including the millennials, want to contribute to something meaningful, something bigger than themselves. I remember when I was a young teenager, someone I considered a mentor asked me what I wanted to do as a profession. I wanted to do something important, so I said I was thinking of being a fireman or joining the military. One of my friend’s dad was a fireman and my father had served in the Navy. The thought of saving people’s lives and doing something meaningful for my country appealed to me. He acknowledged that they were both honorable professions but suggested there where other ways to contribute something meaningful to the world. I think what we do at Lendio is meaningful and I take pride in my personal contribution. People need to understand why what they are doing is important. Otherwise, you’ll never get their best efforts.
- Don’t depend on where you are within the organizational hierarchy: Of course this might change as the millennial generation gets older and starts to enjoy the perks associated with organizational hierarchy. I hope that doesn’t happen. It may be a pipe dream, but I hope the perks associated with leading an organization come more in line with the perks associated with working in an organization. There are CEOs, some I’ve really come to respect over the years, who claim that what they do is just a different role and not any more important than any other roll in the organization. However, earlier this month the Economist reported that the average compensation for the CEO of the top 350 companies in America was 231 times that of the average American worker. And, while the average worker’s compensation has remained relatively flat over the last several years, “…CEO pay has risen substantially, sometimes with little relation to company performance.” I’ve found that where you are on the org chart, or how much money you make, doesn’t matter much to the millennial generation if you don’t provide value to the effort (I’ve also observed that in most small businesses, you don’t see that much disparity). You might be a vice president or even a CEO, but if you’re a lazy slacker, you’ll never gain the respect of your employees. “Because I’m the boss and because I told you so,” always falls flat. Sure, you might get what you want now, but in the long run, that approach will cripple your ability to get their best.
- Visibility is a two-way street: Most of the time when the boss talks about visibility what they’re really saying is that they want to make sure what you’re doing is what they want you to be doing. For them, visibility only goes one way. Down. Successful organizations know that visibility needs to go both ways so everyone understands what they’re doing and why they’re doing it. Several years ago I started referring to this type of environment as transparent. Maybe we should all be thinking of it that way. Millennials thrive in transparent working environments.
- Givers and takers: My father always used to say, “There are two types of people in this world: givers and takers.” In his opinion there was nothing worse than a taker. “Selfish so-and-sos,” he would say. They contribute to nothing but their own pocket and don’t do anything to help the organization grow. Firmly ensconced in the command-and-control management methods of his generation, I’m sure he’s rolling over in his grave right now as I question the validity of that leadership style; he definitely hit the nail on the head with this one though. As a leader, if you are a taker and not a giver, you have failed before you’ve even started.
I think some of my generation tend to give millennials a bad rap. I don’t believe they’re anti-authority or lazy, they’re doing just what we’ve trained them to do—use their minds, question the status quo, and strive to make a difference. Shouldn’t those be attributes we try to encourage amongst all our employees?
