projects and encourage traditionalists
and boomers to mentor them. This prac-tice;will;engage;the;staff;and;help;to;meet
critical knowledge management needs.
Millennials are apt to point out prob-lems;and;ask;lots;of;questions.;Don’t;mis-take;this;for;haughtiness;;it;isn’t.;It;is;just
about something and believe that people
are interested in them. Receive their in-put;gracefully,;dialogue;with;them;ear-nestly;about;their;ideas,;and;help;them
test their ideas.
Having watched their parents struggle
seat of their careers. They stay in a posi-tion;only;as;long;as;it;offers;them;learning
and a path forward. For this reason it is
essential to actively engage them. Enter-tain;their;questions,;give;them;feedback,
and teach them in the normal course of
business.;Involve;them;in;complex;chal-lenging work, but don’t leave them on
are they prepared for it.
Significance: Millennials have learned
a lot from their parents and are seeking
to live meaningful, well-balanced lives.
Work is an important component, but
it is not THE priority in life. While they
important, millennials readily sacrifice
money to live the life they want.
Accomplishment: Because of their
solve problems and make the world a bet-ter;place.;Consequently,;they;are;attracted
to organizations with a socially minded
mission who invest in good causes. Give
the company mission and its societal value prominence in any communications
More;than;other;generations,;millenni-als resent being treated “as children.” They
and want to be challenged. Many managers are reluctant to do this because they
have become accustomed to the Gen X
It would be unwise to apply Gen X values
practical hands-on know-how, and they
give them what they want: challenging
work along with coaching and leadership.
HannaH, an event planner,
demonstrated her commitment
to a meaningful life when she
took a week of unpaid leave
to go on a mission trip shortly
after starting a new job. “It
was important to me, and I
might not ever have had the
chance to do something like
that again. It may have bothered some of the people I work
with, but that’s okay. We could
use the money and my work
is important to me, but so are
Virtually all companies say “our people
are our greatest asset.” Most truly believe
it,;but;many;are;naïve;about;how;to;un-leash their employees’ inner zealotry.
Others fail to commit fully to changing
their culture and practicing what they
line manager who has zero sway over cor-porate;direction,;but;it;doesn’t;have;to;be.
There is good news.
Individual supervisors have more
power over employee engagement than
anything else. So they can change zombies into zealots by ensuring that team
are challenged and learning while doing
meaningful work, and are properly directed and resourced so they can accomplish what they set their minds to.
Michael Boyes is the president of Credo
Consulting, a coaching, consulting and
training firm dedicated to helping others build
healthy and productive workplaces. For more
information visit www.CredoConsulting.us.
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