Leading and working with the millennial generation

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The document discusses managing the millennial generation in the workplace. It begins by defining millennials as those born between 1980-2000. It then outlines some of the uniqueness of millennials, such as their preference for autonomy over micromanagement, passion over obligation, and diversity and technology use. The document provides tips for managing millennials, such as answering their questions about "why", empowering them, providing feedback, listening to them, and giving them freedom. It discusses coaching millennials based on their skills and experience. Finally, it discusses developing coaching skills including belief, humility, emotional intelligence, and being a lifelong learner.

Direction et management

the millennial generation
Leading with
An exclusive Center for Organizational Leadership Development Presentation
@work series
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and working

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I worked for a very long time

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Understand the uniqueness of the
millennials
by the end of this presentation you will be able to:
Know how to effectively
manage them
1
2

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Who is a millennial?

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A person reaching adulthood by the year 2000
Those who are born after 1980…

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Greatest Generation – Before 1928
Silent Generation – 1928 – 1945
Baby Boomers – 1946 – 1964
Generation X – 1965 – 1980
Millennials – 1980 – 2000
Generation Z – 1995 - 2012

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Uniqueness of Millennials
Part - 1

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Let’s get to know them a little more
first…

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Millennials just start
companies because they are
too lazy

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Millennials are so bothered
about ‘I’

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Millennials are socially
obsessed

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Millennials are natural rebels

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They see work differently

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Micromanaging vs Autonomy
What they do
When they do it
How they do it
Whom they do the work with

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Money vs Meaning
Passion rather obligation
More risk taker

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Similarity vs Diversity
Range
Sensitive
Acceptance

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Tech-savy vs Tech-dependent
Range
Sensitive
Acceptance

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Bothersome vs Curious
Need to know why
Explore
No boundaries

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Think of a millennial who you really believe is a great
performer…
What makes this person great?

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Think of a millennial who you really believe is a mediocre
performer…
What makes this person mediocre?

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Managing Millennials
Part - 2

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Answer their ‘Why’
Involve them, Set context and meaning

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Ensure you Empower
Increase the stakes, let them be owners

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Provide instant Feedback
Don’t miss the moment

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Make time for listening
They want you to know them

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Give them Freedom
Learning and Approach

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Expect them to Go
Remember they are exploring

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©All rights reserved
When to coach
Direct Delegate
Develop
Low skills and competence
 New in a Role
 New to the company
 New to a client/partner
 New way of working
Show – What, How, When and Provide specifics
 Some experience in the role
 Track record of competence
 Confidence in their abilities
 Similar ways of working
Moderate to High competence
Flow – Set expectations but allow own approach
High Competence and Commitment to Task
 Extensive Experience
 Demonstrated evidence of competence
 Growing new competencies
 Tried new approaches and is successful
Grow – What, How, When and Provide specifics

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©All rights reserved
Developing as a coach

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©All rights reserved
1. Belief
2. Ready to help as well seek help
3. Humility & Patience
4. High degree of personal ethics
5. Emotional Intelligence
6. Inner satisfaction
7. Consistent learner
1. Understanding Human Behavior
2. Interpersonal Sensitivity
3. Powerful Questioning
4. Active Listening
5. Goal Setting and tracking
Great Heart Great Mind

www.cfold.org
©All rights reserved
Your Questions Matter!Joseph Abraham
joseph@cfold.org
+91 98400 79377

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Leading and working with the millennial generation

1. the millennial generation Leading with An exclusive Center for Organizational Leadership Development Presentation @work series www.cfold.org and working

7. www.cfold.org ©All rights reserved Greatest Generation – Before 1928 Silent Generation – 1928 – 1945 Baby Boomers – 1946 – 1964 Generation X – 1965 – 1980 Millennials – 1980 – 2000 Generation Z – 1995 - 2012

29. www.cfold.org ©All rights reserved When to coach Direct Delegate Develop Low skills and competence  New in a Role  New to the company  New to a client/partner  New way of working Show – What, How, When and Provide specifics  Some experience in the role  Track record of competence  Confidence in their abilities  Similar ways of working Moderate to High competence Flow – Set expectations but allow own approach High Competence and Commitment to Task  Extensive Experience  Demonstrated evidence of competence  Growing new competencies  Tried new approaches and is successful Grow – What, How, When and Provide specifics

31. www.cfold.org ©All rights reserved 1. Belief 2. Ready to help as well seek help 3. Humility & Patience 4. High degree of personal ethics 5. Emotional Intelligence 6. Inner satisfaction 7. Consistent learner 1. Understanding Human Behavior 2. Interpersonal Sensitivity 3. Powerful Questioning 4. Active Listening 5. Goal Setting and tracking Great Heart Great Mind

Leading and working with the millennial generation

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