Identifying and Navigating Generational Clash Points
If you’ve ever had a disagreement, frustration, or challenge moment with a Millennial, there’s a chance that you were in the midst of a clash point, or an area in which the generations are likely to collide but each has a valid point of view. The last part of this clash point definition is usually the most important but most often neglected point of generational differences – neither generation, when experiencing a clash, is wrong. In fact, most of the time, both are right. Part 2 of this book takes a deep dive into the following clash points:
❯❯ Adapting to changes in organizational structure (see Chapter 6).
A preview: In the past, a traditional organization flowed in one direction. If you wanted to move up the ladder or communicate up the ladder, there was only one way to go. Boomers mastered the art of navigating this structure, and Gen Xers learned how to adapt to it. Millennials ushered in the expectation that the organization flows in multiple directions, with no limit to the number of ways communication can flow. The misinterpretation of where each generation is coming from can lead to misunderstandings when it comes to a Millennial’s loyalty to an organization, expectations of speedy career progression, and respect for the chain of command.
❯❯ Encouraging and facilitating collaboration (see Chapter 7).
A preview: Millennials are known for being hyper-collaborative in school and at work – in their minds, work is best when it is done in teams. This can cause collisions with Boomers who, though they value collaboration, prefer it in a structured environment. Hyper-independent Xers who grew up with the motto, “If you want something done right, do it yourself” may find Millennials’ desire to collaborate annoying, inefficient, and laborious.
❯❯ Supercharging your feedback loop (see Chapter 8).
A preview: Giving feedback in such a way that another generation can hear it is no small task. Boomers, eager to receive feedback in their young professional days, ultimately designed the annual review session to illicit feedback, good or bad. Gen Xers loathe the timestamp of a review of feedback that should have happened in the moment, and Millennials opt for a less-formal, less-structured feedback process. Millennials, raised in the self-esteem movement, prefer regular feedback and are concerned not when they don’t receive good feedback, but when they don’t receive any feedback at all. These different mindsets can cause collisions, especially if you’re a manager who just wants the best for the person whom you manage.
❯❯ Motivating Millennials (see Chapter 9).
A preview: Compensation is a start to motivating Millennials, just like other generations, but it isn’t the golden ticket. They have varied motivation factors that can be boiled down to connecting work to a larger purpose, customizing their compensation structure, and giving them opportunities to give back at work. (Yes, some may even be motivated if they can bring their dogs to work.)
❯❯ Dropping workplace formalities (see Chapter 10).
A preview: Take a look at the change in workplace dress code since the 1960s and you’ll have a clear picture of how the formal work world has become informal. Millennials tend to embody multiple facets of the informal – whether dress, communication, body language, or the blend of work and personal life. This flair for the casual at work can turn off other generations, who take pride in the way formalities translate to education, a job, and respect for colleagues.
Discovering What Managers Love About Their Millennials
Millennials may get a bad rap, but what managers are finding out is that they are actually a huge benefit and even a boon to the workplace in many ways. It’s true! Hey, maybe you’re one of those people who’s thinking, “Gosh, you know what, I have so much respect for the Millennials I manage.” If you are one of those people, you may be in the minority, but we urge you to speak up. The more people who talk about their positive experiences with Millennials, the more likely Millennials are to continue to step up to the plate rather than feel defeated by the mountains of negative stereotypes about them. In truth, there are many qualities that managers love about Millennials they manage:
“I think they will raise their hands for anything; they get excited about any project as long as they see the impact they can make. My own experience [with Millennials] has been collaborative and understanding of team dynamics; [they are] extremely hard working. I have the privilege to office next to three Millennials, and I see them buck the stereotypes every day. They are co-workers and friends.” – Ann F., manager
Millennials are heralded for their innovative minds – they’re driven to look at how something is done and think, “There is a more efficient and inventive way that we can do this.” All generations are innovative in their own right; don’t misunderstand us. The difference is the way that Millennials have seen technology as the tool to innovative solutions from a young age. The only way that they could succeed growing up was if they had innovative approaches to work, so now they are quite a creative bunch!
“I see Millennials bringing fresh perspectives, new ideas, but yet at the same time I see them honoring the legacy in our business.” – Ann M., Manager
Though one of Millennials’ biggest stereotypes is how lazy they are, the majority have a work ethic similar to their Boomer parents’ (this is especially true of Early Millennials). Most Millennials really do want to show up, work hard, and get the job done.
“I believe our organization focuses on the value that our employees get from being who they are and what they bring to the relationship they have with [clients]. It’s about a relationship, not doing a task.” – Deb N., Manager
A side effect of Millennials’ desire to push corporate formalities out the window is their welcoming of all things authentic at work. Less intrigued by small talk and more inclined toward close relationships with colleagues, they may alienate some who prefer to keep their personal lives personal, and professional lives professional. Still others, as quoted in this section, may find this a breath of fresh air.
Paving the Path to the Workforce of the Future
Managers and leaders have a responsibility on their shoulders right now: to create a workforce that embraces both the current generations at work and the future cohort of workers. While generational differences can at times be frustrating, the best thing you can do is create as healthy a work environment as possible that includes diversity of thought.
If you’re thinking to yourself, “Why do I have to change everything for the young generation?!,” we hear your exasperated question. You don’t have to change everything because, truthfully, they need to change for you as well. However, consider the moments when you can change to pave a path for the future. It’s not very often that someone will look back and think: “Wow, I’m really glad I resisted change at every opportunity.” C’mon. Don’t be that guy (or gal).
To ensure that you are creating the right space for the future workforce, just stick to these basic rules:
❯❯