AS THE WORLD TURNS

There are Millennials and then there are Millennials. Not all are alike, even though the term is used broadly to describe people born between 1980 and 2000 who seem to be:

1. Endlessly curious.
“Why shouldn’t I do what I do?” Read: They are purpose-seeking.
“Why should I follow you?” They demand competence.
“Why should I do it this way?” They don’t like to follow instructions.
“Why can’t I do it another way?” They challenge the status quo.

2. Endowed with the mindset of the entitled.
In Taiwan, they are termed the “Strawberry Generation”, meaning they bruise easily. They are typecast as being unable to withstand pressure or to work hard. The term also connotes spoiled, arrogant, sluggish people who are demanding yet unwilling to take responsibility.

One of the reasons put forth is that the Millennials have lived mostly with their parents and grown up over-protected in an environment of relative prosperity. Some sociologists and psychologists have attributed their lack of resilience to an upbringing that over- emphasized the nurture of self-esteem to improve chances of success.

They are projected to have the highest likelihood of unmet expectations and the lowest levels of satisfaction with their careers. As such, they don’t hold their jobs long. Surveys suggest they have an average of seven jobs by the time they hit age 26; 40% believe they should be promoted every two years regardless of performance.

3. Know-it-all.
They are self-confident to the point of being conceited. Whether it is the influence of a question-and-answer education system, or debate and bantering in school, this generation is strong-minded and opinionated. They also know more and have greater access to instant information: Ask any question, and Google will find the answer for you.

4. Emotionally stunted.
Consumed by technology and “digital relationships”, they spend too much time with their personal devices. The lack of face-to-face interaction with other humans has led to their inability to listen deeply. They lack empathy and have increased levels of narcissism.

Interaction with adults and parents are kept to a minimum. In comparison with previous generations, they are under constant influence of their friends.

JOHN’S TURN

If the preceding is to be believed, then it would seem that Millennials are a bunch of egotistical, stubborn, impatient brats to be disciplined and gotten rid of. On the contrary, I believe they are the biggest untapped resource for any organization.

Millennials are pragmatic and powerful individuals. They can become purposeful in their endeavors and be people of change. Perhaps if each of us does our part to engage one Millennial, that person can be a ripple of change for good. So how do we connect with them?

1. Establish your CREDIBILITY. They will not do what they are told if the leader is incompetent and lacks integrity. Credibility includes your ability to listen to and learn from them.

2. Embrace their CONTRIBUTION. Let them feel they are adding value to the organization. For instance, one of their major talents is their ability to use the latest technology and social media: Tap on their expertise.

3. Be or assign a COACH to them. Nurture them as a coach would. Start by asking the right sort of questions that identify problems or are solution-based, like: What are the key factors that have contributed to this problem? What would you do differently to get the outcome you want?

4. Build the CONNECTION. Millennials yearn for real friendships too. Help them to identify their strengths and complement one another’s weaknesses. Encourage peer affirmation. Celebrate successes. Share failures openly and encourage failure-ownership. In so doing, build strong ties and emotional engagement as a team. Teamwork is a natural outflow of good human friendship.

5. Encourage a ‘CAN DO’ SPIRIT. Give them challenging projects and welcome suggestions for innovation.

6. Support their COMMITMENTS. They will be making commitments to the organization and its leaders; in turn, we should be committed to them by making ourselves available, sharing resources, unblocking obstacles, maintaining confidence and keeping promises. All these will build trust.

Even though they may not stay with the organization for long, we would have contributed to their lives. Hopefully, they will practise these values in their future vocations.