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Why Articles On How To Manage Millennials Are A Waste Of Your Time

Why Articles On How To Manage Millennials Are A Waste Of Your Time

A staple of seemingly useful work-related articles is the “How to Manage Millennials” genre. Such articles are worse than useless — they are positively damaging. Here’s why you should not bother reading them and what you should do instead.

Groups Aren’t Coherent or Cohesive

Millennials, Gen X, Boomers — these are categories defined exclusively by age. This is one of the least-useful predictors of a person’s values, traits, or actions, with the sole exceptions of perhaps predicting whether or not they will have children (and how many), what their major purchases in life will be, and how they will die. For example, the vast majority of kids are born to parents between 20 and 40 years of age. Major purchases, like cars or houses, tend to occur around around certain ages.

If you were marketing to them, you’d be deeply interested in the fact that Millennials are more willing to make purchases on their smart phones, or which cultural references will resonate with them (the 9/11 attack but not the collapse of the Iron Curtain).

Other than that, what do Millennials have in common with each other that’s different enough to be useful as guidance for how you should manage them?

Absolutely nothing.

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Bait and Switch

When “How to Manage Millennials” articles do have useful guidance, it’s unrelated to the differences in the generations. Advice to managers like:

  • Create diverse teams
  • Realize different people are motivated differently
  • Celebrate small victories
  • Invest in training

These are all good ideas and are in no way connected to what generation someone is part of. Of course, people with more experience will value experience, while newcomers will want their talents to count for more. That’s true for every generation.

And seriously, do you really need to consult the Barclays 6-Generations Map to figure out that a person with less experience needs more training?

You Don’t Manage Groups

Marketing is a one-to-many activity, and we shouldn’t begrudge marketers their Millennial maunderings. For researchers and demographic planners, studying the generations makes sense. However, you do not manage groups. You manage individuals. The variance between individuals vastly outranks the variance between generations, let alone the similarities within a generation.

Remember, as a manager, you are responsible for making each person who reports to you as effective as possible.

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So, which of these pieces of information will help you better decide whether to give the task of managing the new SharePoint server to Alice or to Bob?

  1. Demographics: Alice is a female and Bob is a male.
  2. Generations: Alice is a Gen-Xer (who are supposed to be moderately tech-savvy) and Bob is a Millennial (reported to be “digital natives”).
  3. Goals: Alice told you in your last one-on-one that she wants to increase her technical expertise. Bob told you in your last one-on-one that he hopes to move into sales in a few years.
  4. Appreciations: Alice values being praised verbally. Bob is more moved by a thoughtful gift.

If you answered anything other than 3, you’re no manager.

Thinking You Manage Groups Distorts Your Thinking

As soon as you start to think you can, or should, manage groups rather than individuals, you’ll give yourself permission to not do the hard work of getting to know each of your direct reports as unique human beings.

When you think of managing groups as a single unit, you’ll start to generalize about motivation, information absorption style, active learning style, and communications style. That thinking will make you a lousy manager. Each of these things varies dramatically from one Millennial to the next, indeed from one human being to the next (also, replacing one set of stereotypes with another isn’t going to help you manage better either).

You don’t have to do appalling things to drive people away — just treat them like indistinguishable demographic entities and your indifference to their individuality will lead them to leave.

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What to Think About Instead

Remember that your job as a manager is to maximize the current and future effectiveness of each person reporting to you.

I teach my CEO and senior executive clients to create a Player Lineup Chart to help them look for and remember a wide range of personal attributes about their people.

As a manager, you should make your own Player Lineup Chart. Include these attributes:

Motivation

  • Personal Goals – helps you connect their personal goals to the team’s tasks. (Have Alice manage the SharePoint server.)
  • Values – helps you help them see how their values are served by the team’s work. (Write Alice a thank-you note, but buy Bob a gift, to show each your appreciation.)

Information Absorption Style

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  • Listener – give this person more verbal briefings. Expect to spend more time in dialog with them.
  • Reader – give this person more background reading. Expect them to read your emails closely.

Active Learning Style

You should be actively managing the growth of each of your directs. Use their innate active learning style to guide you. For example, suppose you’re giving your direct a stretch assignment, and they’ll be working outside their comfort zone. You’ll be checking in with them twice a week to keep them on track and help them succeed. In each case, you’ll get status updates and any open questions. How should you structure that check-in depending on the individual’s approach to learning?

  • Writer – They should give you a brief written summary of status and their questions.
  • Talker – They should give you a brief verbal update.
  • Drawer – They should give you an infographic or concept sketch, or share a one-person Scrum board.
  • Mover – You should go for a walk with them and talk about their status.
  • Silent Thinker – You should ask them to pick one of the above approaches.

Communications Style

Communications style consists of two variables — Introversion vs Extroversion and focus on People vs Tasks. Popularized by William Moulton Marston as the DISC profile, this gives you a quick guide to some common themes you’ll see in your direct reports. I call them the Dominant (task-focused extrovert), the Influencer (people-focused extrovert), the Steady (people-focused introvert) and the Compliant (task-focused introvert). Pay attention to the default style, and the style under stress, of each of your directs.

Conclusion

Never manage a person based on their generation — it’s absurd, impersonal, and demeaning. Manage each person as a unique human being, whose career you are privileged to influence for the better.

Featured photo credit: VIKTOR HANACEK via picjumbo.com

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Published on March 20, 2019

How to Write a Powerful Mission Statement for Your Business

How to Write a Powerful Mission Statement for Your Business

Have you ever felt lost in the minutia of your job?

As a business owner, I can relate to getting bogged down in the day to day operations of my business. Things like inventory, payroll, scheduling, purchasing and employee management take up the bulk of my day.

While these things are important and need to get done, focusing too much on the details can make you lose sight of the big picture. This is why having a good mission statement comes in handy.

What is a Mission Statement?

Put simply, a mission statement is an internal document that provides a clear purpose for the organization. It provides a common reference point for everyone in the organization to start from.

In other words, after reading your company’s mission statement, managers and employees should be able to answer the question “What are company’s main objectives?” For example, Southwest Airlines mission statement reads:[1]

“Southwest Airlines is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth.”

In this single statement, Southwest conveys the company’s goals of providing the highest level of customer service as well as providing a good working environment for their employees.

Mission Statement VS. Vision Statement

While the mission and vision statements are related, there are subtle but distinct differences the you should be aware of.

First of all, a mission statement is designed primarily as an internal company document. It provides clarity and direction for managers and employees.

While there’s nothing wrong with sharing your company’s mission statement with the outside world, its intended audience is within the company.

While a mission statement provides a general framework for the organization, the vision statement is usually a more inspirational statement designed to motivate employees and inspire customers. Going back to Southwest Airlines, their vision statement reads:[2]

“To become the world’s most loved, most flown, and most profitable airline.”

This statement inspires good feeling from the customer while motivating the employees to achieve that vision.

What Does a Good Mission Statement Look Like?

When coming up with a mission statement, it’s important to take your time and do it right. Too often, people (especially entrepreneurs) just write down the first thing that comes to mind and they end up with worthless or (worse yet) a generic mission statement that is utterly useless.

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Remember, a mission statement should provide a common framework for everyone in your organization.

When writing a mission statement, you should always try to incorporate the following;

  • What we do?
  • How we do it?
  • Whom do we do it for?
  • What value are we bringing?

Now, you can see how tempting it is to just come up with something generic that ticks off those four boxes. Something like “We provide the best widgets available online for the consumer.”

After all, that did check off all the boxes:

What we do? Provide widgets.

How we do it? Online.

Who do we do it for? The consumer.

What value we bring? The best widgets.

The problem with this mission statement is that it could apply to any number of companies producing the same widget. There is nothing to distinguish your company or its widgets from any of your competitors widgets.

Compare that mission statement to this one:

“We provide the highest quality widgets directly to the consumer at an affordable price backed up with a 100% satisfaction guarantee. If our clients aren’t 100% satisfied, we’ll make it right.”

What’s the difference?

Both mission statements answer all the same questions of what, how, whom and value. But in the second statement, they are differentiating their company from all other competitors by answering the question “what makes us unique”.

Another way to read that is, “Why you should buy from us.” In this example, it’s because our widgets are of the highest quality and we stand behind them 100%.

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You might have noticed the statement didn’t say that we sell widgets at the lowest possible price. That’s because we are emphasizing quality and satisfaction over price.

A different company’s mission statement may emphasize selling widgets at the lowest possible price with little to no mention of a guarantee.

Hallmarks of a Good Mission Statement

1. Keep It Brief

Your mission statement should be no longer than three sentences. This is not your company’s magnum opus.

You should be able to distill the what, how, who and why questions into a succinct message.

2. Have a Purpose

A company’s missions statement should include the reason it even exists.

Make clear exactly what the company does with statements like “We strive to provide our customers with …….”

3. Include a “How”

Take this as an opportunity to differentiate your company from its competitors.

How do you provide a product or service that’s different or better than how your competitor provides it?

4. Talk About the Value You Bring to the Table

This is where you can really set yourself apart from the competition. This is the “why” customers should buy from you.

Do you offer the lowest prices? Fastest delivery? Exceptional customer service? Whatever it is that sets you apart and gives your particular products, services or company an advantage talk about it in the mission statement.

5. Make Sure It’s Plausible

It’s okay to shoot for the stars just to settle for the moon, but not in a mission statement.

Being overly ambitious will only set you and your employees up for failure, hurt morale and make you lose credibility. You will also scare away potential investors if they think that you are not being realistic in your mission statement.

6. Make It Unique and Distinctive

Imagine if someone who knew nothing about your business walked in and saw how it was operating, then they read your mission statement. Would they be able to recognize that mission statement was attached to that business? If not re-work it.

7. Think Long Term

A mission statement should be narrow enough so that it provides a common framework for the existing business, but open enough to allow for longer term goals. It should be able to grow as the business grows.

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8. Get Feedback

This is very important, especially from managers and employees.

Getting their input can clarify how they currently see the company and their role within the organization. It’s also a good way to get people “on-board,” as studies show that people are more likely to go along with an idea if they feel included in the decision making process beforehand.

9. Review Often and Revise as Necessary

You should review the missions statement often for two reasons.

First, as a reminder of what the essence of the company is. It’s easy to forget when you are in the day to day grind of the business.

And two, to make sure that the mission statement is still relevant. Things change, and not everything can be anticipated at the time a mission statement was written.

For example, if a mission statement was written before the advent of the internet, a company that use to sell things door to door now probably has a website that people order from. You should always update the mission statement to reflect these changes.

The Value of Mission Statements: Why Go Through All of These in the First Place?

It may seem like a lot of work just for a few sentences that describe a company, but the value of a well written mission statement should not be discounted.

First of all, if you are an entrepreneur, crystallizing the what, how, whom and value questions will keep you focused on the core business and its values.

If you are a manager or other employee, knowing the company’s basic tenants will help inform your interactions with both customers and colleagues alike.

Strategic Planning

A relevant mission statement acts as a framework for strategic planning. It provides guidance and parameters for making strategic decisions for the future of the company.

Measuring Performance

By having the company’s mission in a concrete form, it also allows for an objective measurement of how well the organization is meeting its stated goals at any one time.

Management can identify strengths and weaknesses in the organization based on the criteria set forth in the mission statement and make decisions accordingly.

Solidifying the Company’s Goals and Values for Employees

Part of a well run organization is nurturing happy and productive employees.

As humans, we all have an innate need for both purpose and to be part of something larger than ourselves. Providing employees with a clearly defined mission statement helps to define their role in the larger organization. Thus, fulfilling both of these needs.

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Now I’m not saying that a mission statement can overcome low pay and poor working conditions, but with everything else being equal, it can contribute to a happier and more productive workforce.

To Hold Management Accountable

By creating a mission statement, a company is publicly stating its highest values and goals for the world to see. By doing so, you are inviting both the public and your employees to to scrutinize how well the company lives up to its ideals.

So if you state that you only provide the highest quality products, and then offer something less, it’s fair for both the public and the employees to question, and even call for a change in management.

If management doesn’t take the mission statement seriously, no one else will either; and the legitimate authority that management rely’s on will be diminished.

To Serve as an Example

This is the opposite side of the coin from the previous statement. If the highest levels of management are seen taking the mission statement seriously and actively managing within the framework of the statement, that attitude filters down throughout the organization.

After all, a good employee knows what’s important to their boss and will take the steps necessary to curry favor with them.

Finally, use the company’s mission statement as a way to define roles within the company. You can do this by giving each division in the company a copy of the mission statement and challenge the head of each division to create a mission statement for their respective departments.

Their individual mission statements should focus on how each department fits in and ultimately contributes to the success of the company’s overall mission statement. This serves as both a clarifying and a team building exercise for all parts of the organization.

Final Thoughts

Developing a mission statement is too often just an after-thought, especially for entrepreneurs. We tend to prioritize things that we perceive will give us the biggest “bang for our buck.”

Somehow, taking the time and effort to sit down and think seriously about the what, whom, how and value of our business seems like a waste of time. After all, we got in the business to make money and become successful, isn’t that all we need to know?

That mindset will probably get you started okay, but if you find yourself having any success at all, you’ll find that there really is such a thing as growing pains.

By putting in the time and effort to create a mission statement, you are laying the groundwork that will give you a path to follow in your growth. And isn’t building long term success what we are really after?

More Resources About Achieving Business Success

Featured photo credit: Fab Lentz via unsplash.com

Reference

[1] Southwest Airlines: About Page
[2] Fit Small Business: 10 Vision Statement Examples To Spark Your Imagination

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