Balance and expectations

Millennials in the house (or generation Y), 15:01

Generation Z

Put yourself authentically in the world : try to be open minded, positively critical, inspired, curious and constantly learning.

Where you stumble is where your greatest treasure is buried  (Joseph Campbell) ​

Simon Sinek on Millennials in the Workplace:

  • Growing uncertainty? Driving forces? Technology..
  • Crisis, threatening but possibly also promising?
  • Mindshift?
Millennials (generation Y)post-millennials (generation Z)
– anyone born between 1980/1985 – 1995
– most millennials have completed their studies – working life has begun
– they are digital natives
As a manager, you want to include them in your team, inspire and influence them.
What are their characteristics, qualities and what keeps them busy?
– anyone born between 1995-2010
– group of people that is marked by the Internet- like a part of their DNA (it storms into their homes, their education and their way of socializing)
– their mastery of technologies may make them neglect their interpersonal relationships to a greater extent, but they are the ones who give more of a voice to social causes on the Internet

Of course these people can’t be pigeonholed and of course you don’t want that either. Nevertheless, you can make a distinction between a number of characteristics. These young professionals are known to set the bar high on private and professional life. What keeps them busy, what is their future and are their expectations. Which issues are topical and relevant, such as climate control, freedom, application technology, working from home, family values.

Possibly many overlaps with older colleagues? The further digitalisation of work requires more and new skills, different (consultation) structures, flexible working relationships, blurring of boundaries (working from home, lifelong learning, informal care, … ) etc.

How can you facilitate as a leader/manager?

Have an eye for a healthy balance, mental and physical health. They often have a good relationship with their parents and it seems that they can work well together with older colleagues. Opportunities to integrate these new colleagues and business partners in your business operations and network.

Unfortunately, this general approach does not provide sufficient insight into what is important for the organization and/or your leadership style. Therefore, engage with this young professionals, colleagues to discover how you can really make a difference with them. (Future) work is characterized by a high degree of complexity and dynamics of developments. This can lead to tensions and a feeling of uncertainty. See the Corona crisis and its effect on the quality of life. How do you deal with this as a leader/manager? 

Meaning is not only related to existential or social goals (my contribution to the world or having meaningful work).  People also experience (unconsciously) ‘meaning’ when they feel connected with colleagues, when they  are appreciated and when they can develop competencies and skills.

How can you bring together and optimize the experience and qualities of your entire team in a sustainable way?

How do you think you can have an sustainable impact as a manager?