Millennials3 H 21 M

How do you effectively manage a team of millennials in the workforce? Learn some best practice with leaderships training for business professionals.

  • Millennials
    • Participation Was Enough
    • Music
    • Instant Gratification
    • Helicopter Parents
    • Optimistic
    • Experiences vs Possessions
    • Entrepreneurism is Sexy
    • Personal and Work Life Intertwined
    • Extremely Tech Dependent
    • Give My Work Meaning and Value
    • Acknowledge My Strengths and Successes
    • Provide Mentorship and Training
    • Collaborative Work Environments
    • Let Me Have Fun
    • Provide Leadership Not Management
    • Encourage an Entrepreneurial Spirit

Participation Was Enough

11 M

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  • Episode Description
  • Transcript

[MUSIC] Hello, and welcome to the show. I'm your host Peter VanRysdam, and today we're talking about understanding millennials and working with them in the workplace. And here to help us, we have the author of the new book, Millennial Workforce Javier Montes with us. Javier how are you doing? >> I'm doing fantastic, Peter. Very excited to be here. Very excited to talk about, some of the content in my book. So today we're gonna talk a lot about understanding the millennial mindset and trying to understand, what is it that shaped millennial in the workforce today? Like, their certain like experiences that they went through as they were growing up, as they were going through their younger years, their adolescent year that really shaped the way that this generation really thinks and acts and makes decisions. >> Fantastic, so for this episode, where are we starting? >> So let's start on participation was enough. So this is a topic that's very relevant and I know some of us have heard about this and this concept, and some of us have talked a little bit about it with some of our peers but let's jump right into why this was important and why millennials think that participation is enough. So as adolescents and as teenagers and as kids millenials were growing up in a time where their parents were watching the media and the parents were watching the news and everywhere they looked there was this concept coming up all over the place of protecting a child's self-esteem. And a child's self-esteem was the most important thing to these parents. Because the media kept telling and pushing down our throats, that a child's self-esteem, if it was hurt at a young age, then it led to higher chances of suicide when the children became adults. And this concept really drove home through millennials' parents. So parents became a little freaked out about this and they're like well, I don't want that to happen to my child, I mean no parent wants to think about that. When the media was pushing this down the parent's throats, what would happen is self esteem became a very important concept and protecting a child's self esteem was very important. So going forward what would happen is the parents of the millennials would go right into the millennials' personal lives, so in school, in their offside activities like sport teams, if they joined any particular like extra curricular activity, if they're in ballet, if they did any of those activities parents were very much watching over their kids to make sure their self-esteem was not being tarnished, to making sure that they were protecting that nobody really imposed on this child's self-esteem. Now what happened was that that put a lot of pressure on the teachers, that put a lot of pressure on coaches of teams, on instructors. And so much pressure came from the parents to the coaches that this led to the coaches having to recognize all the children equally so that one child didn't feel left out or one child didn't feel less important, less valuable, or less talented than the other children. >> Yeah I know I played popcorn or football growing up and I remember you had the rule where each player had to get in for a certain number of plays. And it kind of felt odd almost those players that only got in for two or three plays. You said well they're only putting them in because they have to not because they earned that spot. Kinda causes some conflict on the team. So that kinda has some adverse consequences for the kids. >> Yeah, so in theory this concept with the parents, it sounded like it made sense. And it said, well, we wanna protect our children and we wanna make sure that they're treated fairly. But the downside of that, which we didn't really see it at the time, but we're starting to see it today as these millennials now come into the workforce, as now they're put into real life. What happened was that these parents deprived their children of a very important life lesson. These parents took away this opportunity for children to learn that in life, if you want to win, you need to outwork the loser. You need to put in more effort if you want to be the best. If you wanna be recognized, you need to work harder than your counterparts. And unfortunately the millennials never learned that lesson. Millennials were taught, well if I show up, I'm gonna get an opportunity to play like you just mentioned and at the end of the season everybody's gonna get a trophy. Coaches were put in a very difficult position where coaches had to see how can I recognize each child? What am I gonna recognize this child for? And that's were you got most improved player, we got best effort, right? It wasn't just the MVP that got a trophy. It wasn't just the person who outperformed. And the first thing that happened was we taught these millennials that, you just show up and you're gonna get recognized just like everybody else. The second thing that happened, was that we were teaching the hard working students. We were teaching the actual students and kids that were outperforming. We were teaching them that that wasn't necessarily very valuable, because even though you worked hard and you put in more effort, guess what? Everybody else will also get recognized just like you. Maybe you might get a bigger trophy, but most of the time, everybody have the same size trophy. One would still say MVP. But the guy that got most improved, it was the same exact trophy. Because the parents were putting so much pressure on these coaches, right? And you could just imagine the coach's position and the teacher's position, right? They were put in a very ugly and nasty place we're they could not recognize a stellar performer because the pressure came from the parents. Don't hurt my child's self esteem even though he hasn't put in the extra effort to be the best. >> Sure so, what impact does that have on those kids that grew up and now today are in the workforce, are they coming to work with those same expectations? Is that something that as an employer or as a co-worker you want to help try to break that or work with them on that. Where do we do from there? >> Yeah, so what's happening is, as employers, first thing we need to understand is that when we start labeling millennials as entitled. Right, this word Word is tossed around a lot. A millennial shows up to work and all of a sudden they're entitled. They think they're deserving of promotions, of higher salaries, or they're deserving of corner offices. And we have to understand, to a certain extent, this is no fault of their own. This is just the hand they were dealt. This is the world they were brought up in. This is the world that their parents actually were the ones that raised them in this manner. Because that's what was going on at the time. So, as employers, the first thing we need to do is start to recognize and be a little more patient. We've got to understand and explain to them and create the culture in our organizations that they can fit into. That will actually help them understand that if you want to be recognized, you need to outwork your counterparts, right? So what do we do as employers to really create that culture? Number one that I always recommend to all of the entrepreneurs I talk to and all the managers and CEOs of companies, is create a very clear scoreboard in your company. So teach your team very clearly what it is to win. Right, define winning. Don't just say, okay well great, we had a great year this year and sales were up. But that's not really relevant, we need to be very specific. And we want to get a scoreboard for every single position in the company, every single department, and find a way to measure what the production looks like. Find a way to measure what winning looks like. Sometimes it could be customer service scores. Sometimes it could be number of leaves that came in. Sometimes it could be maybe our marketing department is measuring the social media traffic. Maybe it could be number of episodes recorded, I mean there could be a number of things that really affect what that person is doing and if you have a very clear scoreboard, when a millennial comes on board, the millennial will learn and say okay, I want to be at the top of that scoreboard. And when my name is constantly showing up at the bottom or at the middle of the scoreboard, I understand and I know what activities I need to engage in to therefore become better. >> And that sounds like maybe giving some clear expectations of not just hey, we want you here on the top, but when you are on the bottom here are some things you can do to work your way back up so we know what's expected of you and help them achieve those goals. >> Exactly, exactly. I mean that couldn't be exactly better said because most of the time, the organizations that I work with, the companies that I talk to, the entrepreneurs, we have a definition in our mind of what success looks like for our company. We know, we have a very clear vision in our head of what we want the organization to accomplish. Where most entrepreneurs, managers and organizational leaders fail is clearly articulating that vision and that definition of success to our team. If we don't pull that information out of our head and give it out to our team, either through a painted picture of where we're trying to go, scoreboards, KPIs, dashboards, these kind of tools need to be put into your organization to clearly articulate to your team what success looks like, what does winning look like? And typically, if a company's doing it, they typically do it on a very global scale. It's very few companies, and this is only the highest performing companies that I've seen that do this well are the ones that break it down to a granular level, down to each different department and each different role, right? And that's where we need to get really clear. So create a dashboard for every single role in your company, so that every role knows exactly what the definition of success in that role is. And as a millennial coming into that type of culture, into that type of organization, they will quickly assimilate because they understand this is how I am being measured, this is how I'm being rewarded, and this is what success looks like. so when I walk into a company as a millennial, there's no obscure sense of who's winning, who's losing, who's putting in the effort, who's out working. And I know that participation in this workplace is not enough. So if I just showed up to work, that doesn't mean I'm guaranteed my paycheck. I need to earn my place to be here and if I'm not putting in the work, I'm not putting in the effort, one of my counterparts can outperform me, and I can either possibly lose my job or I'm not gonna be entitled to the bonuses, rewards, or higher commissions. >> And that's a great point you just brought up that maybe participation is enough to keep your job but if your compensation is tied to that if it's a sales position and you're on commission or there are those bonus programs. That's maybe how we kind of get that message across that participation might have been enough when you were a kid but it's not enough here in the workforce today. But are there any other topics you'd like to cover in this episode? >> No, that's pretty much the main gist. I just really want to be clear and explain to the entrepreneurs and the leaders and the organizational leaders that just labeling the millennials and telling them, you're entitled. And I'm not gonna hire a millennial, or just letting them go. We need to turn around and really start to look in the mirror. And say, well what are we doing as an organization? What are we doing as a team to really align everybody in our organization, and teach our millennials, and everybody in the workforce, because right now we're talking specifically about millennials, but there's not one single generational person on your team that will not appreciate this kind of clarity. There's not one single person in your company right now that will not get value and prove their performance if we can be extremely clear about measurements. So let's not be so quick to label them as entitled. But let's take a look in the mirror and really think. What are we doing and how are we adding to this in our culture? Are we creating a culture by default that things just happen because I expect everybody to know what success looks like? Or are we creating a purposeful culture that creates and empowers our team to be leaders and be winners. >> All right, great Javier, that's a lot of fantastic information. It'll help us out, and it'll get a lot more information on working with millennials and understanding the nuances of that. We're gonna have to save that for future episodes. So going ahead and signing off, I've been your host Peter VanRysdam. >> And I'm Javier Montes, the millennial expert. >> And we'll see you next time. [MUSIC]

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