By allowing stereotypes to cloud judgement, employers are losing out on a potentially great asset that is able to achieve the fast-paced growth required in the region. A recent study shows that millennials constitute 43 percent of ‘work martyrs,’ a term used to describe people who struggle or refuse to take their vacation time because of how they think their work projects will suffer.
At least 24 percent of millennials forfeit their annual leave, compared to 17 percent of the baby-boomer generation. The study shows that if a company wants hard-working people with creative ideas who are willing to prioritize short-term growth over their personal lives, it should hire more millennials.
Negative workers can pull down the positive spirit of other people. The
key to defusing such situations and turning these people around is found
by acknowledging that they’re upset without, at first, worrying about why
or whether their complaints are justified. Accept them as they are, justified
or not. If you deny them, whether because of logic or defensiveness, they’re
just going to get more upset and will avoid you. All people are like this—we
all get upset one way or another.
Positive pressure on workers and coworkers engages an individual as an
integral part of team and therefore nurtures responsibility. You’re telling
the person working with you that you believe in him or her. And when you
ask the employee to perform some seemingly impossible task he or she will
be motivated to want to try, because the underlying message is that you
believe that he or she can do it. By vesting someone with such responsibility,
and treating him or her with respect, you’re saying that you put that
person on the team and surrounded them with capable people because
you believe that he or she can do it. They get it that you believe that they
will do their best not to fail.
An attitude of compassion, by the way, doesn’t mean looking down on
someone, or pitying them for their lack of business savvy or skills. Instead,
compassion is based on respect. Indeed what business needs today more
than ever—and what the Millennials, with their different way of looking at things, generally
bring to our business environments—is empathy. Empathy is the
ability to put ourselves in the shoes of our coworkers who are struggling,
to understand and share what they’re going through.
This develops true leadership ability and more productive and profitable company cultures.
If you don’t develop the courage add skills to sit down with someone who is unhappy or
troubled you’re going to pay a price. And more than talking, the bigger
part of effective communications is listening. If you fail to listen, you’ll
misapprehend the root cause of the problem—accordingly, whatever solution you come up
with will be either wrong or short term. And if that’s all you can do, then no one will see you as
a long-term future leader.
So how do we go about combining leadership and management skills
with interpersonal development? For that matter, what is leadership in a
business context? For one, leaders need to work harder than anyone else
and keep striving to develop themselves. People who work hard themselves
can appreciate the efforts and challenges of others and offer meaningful
If someone working is making mistakes, first ask why? Don’t just chase
what’s on the surface—rather, always go to the root cause first. A lot of
productivity issues result from a worker’s lack of knowledge or training.
A worker can’t let on because people will think they’re incompetent and
they’ll get into trouble or possibly be fired. But if you’ve built trust with
your respective workers, then they’ll feel free to admit when they’re stuck.
More than anything today, in our so-called Millennial age, people in
management positions, or in any corporate setting, will need to nurture
the abilities to listen to and empathize with coworkers, supervisors, and
employees. The old ways of managing—through fear and intimidation—
don’t work. Those prescriptions have expired. Strength in business, rather,
now derives more from self-control rather than the knack for creating terror
in others. Those with the highest emotional intelligence quotient (EQ)
insure the greatest productivity and growth.
If direct compensation is not enough to retain your Millennial talent,
then what is? The three major ingredients for a satisfied employee are
clear expectations, support, and appreciation. Setting out not only what
is expected, but also where they can expect to be in two years, provides
a clear path forward. This in turn means that Millennials looking for
growth and change can find that within your organization, not outside
I recently witnessed a working relationship filled with resentment and dislike between a Boomer manager and one of her Millennial employees. The employee was in the midst of handling a difficult problem that the employee was having with a contractor, and it became an opportunity for success. The manager was having difficulty with a presentation, and she made the first move by relying on the employee for their expertise. By swapping the manager's experience of conflict-resolution with the employee's knowledge of digital media, a mutually beneficial relationship was established and the employee felt respected for the first time in a year. A great lesson on bridging gaps between generations.
Many Boomer managers resent millennial workers for asking for quick promotions or raises without having paid the same dues as they had to.
However, resenting them for asking in the first place greatly reduces your credibility as a manager. Now you're acting out emotionally instead of taking the role of a leader and explaining in a logical way the reason they may not deserve, or be ready for the raise or the promotion. They won’t resent you if you treat them with respect instead of resentment.
Challenging yourself as a leader to keep personal feelings in check, (no matter how well founded) will pay long-term dividends with the people that you manage.
Of foremost importance are the people--not celebrities, the powerful, the rich, scholars or others whom society deems great or praiseworthy. The purpose of all things must be the happiness of the people. Everything else should be but a means to that end. Those who fail to recognize this fundamental point and look down on the people and exploit them are thoroughly vile and contemptible; they are a hindrance to people's happiness.
- Daisaku Ikeda, SGI President
"Resolving performance issues quickly and effectively.The quickest way to solve a performance problem is to use a simple, logical and most importantly, respectful process. Solving the problem side by side with the employee will result in better performance, improved skills, and save down time. Tactical Problem Solving is a simple straightforward technique to solve performance problems.
A common complaint we hear about Millennials is that many want to be promoted almost concurrent to their Hire Date . This can cause great frustration with their direct leaders, especially if they are older and came up "the hard way" in getting their promotions. However, we have great experience in turning this "Frustration" into a great "Opportunity."
If you would like to share in this opportunity, please join our Webinar on April 16th at 9AM PST. During this 30 minute event, we will share actual best practices you can use to create long lasting fulfillment , engagement and most importantly, productivity.
When we care for others our own strength to live increases. When we help people expand their state of life, our lives also expand. Actions to benefit others are not separate from actions to benefit oneself. Our lives and the lives of others are ultimately inseparable.
If you look up the definition of Emotional Intelligence you will find: "The capacity to be aware of, control, and express one's emotions, and handle interpersonal relationships judiciously and empathetically." And for Business Acumen ( Talent in this case) you will find: "Business acumen is keenness and quickness in understanding and dealing with a business situation in a manner that is likely to lead to a good outcome."
The problem with most leaders is with one, you rarely get the other and vice versa. People person vs. business person, there shouldn't be a difference!
We all have faced having an executive or manager who is incredibly talented, yet is clueless when it comes to dealing with others, constantly upsetting employees and cohorts. What do you do? You've sent them to leadership training, you've provided coaching, and still nothing seems to work! So How do you bridge the gap between their talent and their low EQ?
You need to specifically deal with the exact problems that they are currently facing. You then get the double benefit of teaching them the exact skills that they need to learn, and have them actually solve the problem at the same time.
As one of our clients recently said;
"The coaching works because it is specific, simple, and effective. Meaning, Instead of teaching a typical Leadership Model, Marc proactively works with the leader on an existing issue they are having within the context of their daily work. He then uses that issue as the backdrop to teach exact and specific skills to both increase their effectiveness as a leader in this area and more importantly, develop a practical solution to the problem while building their confidence in the process. One of the ways he has done this here at SpaceX is by combining the principles of Emotional Intelligence within the business acumen framework of a precise problem to provide immediate results within a management issue they are currently tackling. No models, or proprietary language to learn, just results! "