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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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Last Updated on October 13, 2020

How to Get Promoted When You Feel Stuck in Your Current Position

How to Get Promoted When You Feel Stuck in Your Current Position

Have you been stuck in the same position for too long and don’t really know how to get promoted and advance your career?

Feeling stuck could be caused by a variety of things:

  • Taking a job for the money
  • Staying with an employer that no longer aligns with your values
  • Realizing that you landed yourself in the wrong career
  • Not feeling valued or feeling underutilized
  • Taking a position without a full understanding of the role

There are many other reasons why you may be feeling this way, but let’s focus instead on learning what to do now in order to get unstuck and get promoted

One of the best ways to get promoted is by showing how you add value to your organization. Did you make money, save money, improve a process, or do some other amazing thing? How else might you demonstrate added value?

Let’s dive right in to how to get promoted when you feel stuck in your current position.

1. Be a Mentor

When I supervised students, I used to warm them — tongue in cheek, of course — about getting really good at their job.

“Be careful not to get too good at this, or you’ll never get to do anything else.”

This was my way of pestering them to take on additional challenges or think outside the box, but there is definitely some truth in doing something so well that your manager doesn’t trust anyone else to do it.

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This can get you stuck.

Jo Miller of Be Leaderly shares this insight on when your boss thinks you’re too valuable in your current job:

“Think back to a time when you really enjoyed your current role…You became known for doing your job so well that you built up some strong ‘personal brand’ equity, and people know you as the go-to-person for this particular job. That’s what we call ‘a good problem to have’: you did a really good job of building a positive perception about your suitability for the role, but you may have done ‘too’ good of a job!”[1]

With this in mind, how do you prove to your employer that you can add value by being promoted?

From Miller’s insight, she talks about building your personal brand and becoming known for doing a particular job well. So how can you link that work with a position or project that will earn you a promotion?

Consider leveraging your strengths and skills.

Let’s say that the project you do so well is hiring and training new entry-level employees. You have to post the job listing, read and review resumes, schedule interviews, make hiring decisions, and create the training schedules. These tasks require skills such as employee relations, onboarding, human resources software, performance management, teamwork, collaboration, customer service, and project management. That’s a serious amount of skills!

Are there any team members who can perform these skills? Try delegating and training some of your staff or colleagues to learn your job. There are a number of reasons why this is a good idea:

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  1. Cross-training helps in any situation in the event that there’s an extended illness and the main performer of a certain task is out for a while.
  2. As a mentor to a supervisee or colleague, you empower them to increase their job skills.
  3. You are already beginning to demonstrate that added value to your employer by encouraging your team or peers to learn your job and creating team players.

Now that you’ve trained others to do that work for which you have been so valued, you can see about re-requesting that promotion. Explain how you have saved the company money, encouraged employees to increase their skills, or reinvented that project of yours.

2. Work on Your Mindset

Another reason you may feel stuck in a position is explained through this quote:

“If you feel stuck at a job you used to love, it’s normally you—not the job—who needs to change. The position you got hired for is probably the exact same one you have now. But if you start to dread the work routine, you’re going to focus on the negatives.”[2]

In this situation, you should pursue a conversation with your supervisor and share your thoughts and feelings to help you learn how to get promoted. You can probably get some advice on how to rediscover the aspects of that job you enjoyed, and negotiate either some additional duties or a chance to move up.

Don’t express frustration. Express a desire for more.

Present your case and show your boss or supervisor that you want to be challenged, and you want to move up. You want more responsibility in order to continue moving the company forward. Focus on how you can do that with the skills you have and the positive mindset you’ve cultivated.

3. Improve Your Soft Skills

When was the last time you put focus and effort into upping your game with those soft skills? I’m talking about those seemingly intangible things that make you the experienced professional in your specific job skills[3].

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Use soft skills when learning how to get promoted.

    According to research, improving soft skills can boost productivity and retention 12 percent and deliver a 250 percent return on investment based on higher productivity and retention[4]. Those are only some of the benefits for both you and your employer when you want to learn how to get promoted.

    You can hone these skills and increase your chances of promotion into a leadership role by taking courses or seminars.

    Furthermore, you don’t necessarily need to request funding from your supervisor. There are dozens of online courses being presented by entrepreneurs and authors about these very subjects. Udemy and Creative Live both feature online courses at very reasonable prices. And some come with completion certificates for your portfolio!

    Another way to improve your soft skills is by connecting with an employee at your organization who has a position similar to the one you want.

    Express your desire to move up in the organization, and ask to shadow that person or see if you can sit in on some of their meetings. Offer to take that individual out for coffee and ask what their secret is! Take copious notes, and then immerse yourself in the learning.

    The key here is not to copy your new mentor. Rather, you want to observe, learn, and then adapt according to your strengths.

    4. Develop Your Strategy

    Do you even know specifically why you want to learn how to get promoted? Do you see a future at this company? Do you have a one-year, five-year, or ten-year plan for your career path? How often do you consider your “why” and insure that it aligns with your “what”?

    Sit down and make an old-fashioned pro and con list.

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    Write down every positive aspect of your current job and then every negative one. Which list is longer? Are there any themes present?

    Look at your lists and choose the most exciting pros and the most frustrating cons. Do those two pros make the cons worth it? If you can’t answer that question with a “yes,” then getting promoted at your current organization may not be what you really want[5].

    The two most important days in your life are the day you are born and the day you find out why. —Mark Twain

    Here are some questions to ask yourself:

    • Why do you do what you do?
    • What thrills you about your current job role or career?
    • What does a great day look like?
    • What does success look and feel like beyond the paycheck?
    • How do you want to feel about your impact on the world when you retire?

    Define success to get promoted

      These questions would be great to reflect on in a journal or with your supervisor in your next one-on-one meeting. Or, bring it up with one of your work friends over coffee.

      Final Thoughts

      After considering all of these points and doing your best to learn how to get promoted, what you might find is that being stuck is your choice. Then, you can set yourself on the path of moving up where you are, or moving on to something different.

      Because sometimes the real promotion is finding your life’s purpose.

      More Tips on How to Get Promoted

      Featured photo credit: Razvan Chisu via unsplash.com

      Reference

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