Managing Millennials: Reflections from a recent training

By Kristen Lucas

Our identities impact the way we engage, lead, and manage others at work, particularly across lines of difference. Looking through the lens of our generational identity gives us an opportunity to consider how we can better work with our colleagues, managers, and direct reports. In our recent Managing Millennials training for managers and directors at Share Our Strength, we brought into clearer focus the generation born between 1980 and 2000, which will account for 75% of the workforce by 2025. Highlighting themes from ProInspire’s report, A Force for Impact:  Millennials in the Nonprofit Sector, the group learned about the influences that have shaped this generation and explored ways to encourage their growth and retention. Importantly, we acknowledged that while some preferences are unique to each generation, there are also themes that hold true across generations, as well as individual differences within them. While generalities can help us make sense of the world, our intent in sharing this information is to break down bias, not perpetuate it.

The forces that shaped Millennials
One of the biggest challenges in managing Millennials is that they may be more likely than previous generations to see jobs as short-term (one to two years) or expect frequent promotions with increased pay. Upon exploration, we determined that this may stem from a few social factors that have impacted Millennials:

• Financial Crisis. The collapse of markets has led to some distrust of “the establishment” and larger organizations. Millennials have experienced ill effects and now approach work differently, and they see other Millennials in positions of power in small organizations.
• Introduction of the Internet, Google, and the 24-Hour News Cycle. Millennials have had greater transparency and access to information, and they expect to quickly find whatever they need.
• Reality TV. Media has redefined what “success” looks like, and may encourage wants or desires that aren’t realistic.
• Travel. Gen Xers and Millennials have been able to travel more easily and more often than members of past generations, which has encouraged them to think about flexibility in their jobs.
• Social Media. Millennials are more networked and connected than any preceding generation, so they have access to greater opportunities and easily see the career trajectories of others.

Creative ways to retain Millennials
Retention in the social sector is a challenge across the board, and all staff members want promotions. How can you set other benchmarks to encourage and retain your staff, including Millennials, when promotions aren’t the right next step or aren’t possible? With the knowledge that Millennials may value transparency, feedback, and a combination of pay and purpose in their work, you can show them that you value them, and help them grow as professionals, even without job title changes or pay increases:

• Help Millennials take a big-picture and long-term perspective to find growth opportunities.
• Identify professional development goals with direct reports that are specific, and follow up on them. Show that you are invested in, tracking, and supporting their goals. Provide very specific feedback.
• Find opportunities to make a connection to someone else within or outside of your organization who your Millennial direct reports can shadow or have as a mentor.
• Identify cross-departmental opportunities or delegate projects that will encourage growth.
• Authentically and meaningfully celebrate small goals and achievements.
• Have a “stay interview” — be transparent about opportunities, regularly discuss job performance and satisfaction, and tell Millennials how much you value them in their role.
• Be honest that hitting goals means that you are meeting expectations of the job.
• Identify what else you can offer. What else do they want/value? For example, you could increase flexibility in their hours or add a work-from-home day to their schedule.

Often people say “Millennial” with a negative tone to describe behaviors in the workplace. Instead, we encourage you to see these traits as a difference and a preference. How can you adapt your management to their working style?

Kristen Lucas is a Senior Program Manager at ProInspire

Interested in a Managing Millennials training for your organization? Contact Talisha Rice, ProInspire’s Senior Program Manager, Leadership Development Programs.

Read ProInspire’s full report: A Force for Impact:  Millennials in the Nonprofit Sector

Download ProInspire’s infographic on Managing Millennials