How to Get the Best Out of Younger Managers on Your Team

It's estimated that by 2025 Millennials and Gen Z will make up as much as 75% of the workforce. Leaders across organisations have realised that they need to adapt and embrace the changes occurring because of this.

Let's dispel the myths about Millennials. Whilst they are often termed "entitled," "lazy," "narcissistic," and "disloyal job-hoppers" research from Gallup indicates that millennials are not so different from previous generations of young people, including Baby Boomers.

So what is important to millennials in a job and how can you lead and inspire them more effectively? Effective managing of millennials requires a shift from traditional command-and-control styles to approaches like servant leadership and transformational leadership. Here is how you can adapt.

Millennials and Gen Z Are Not Identical: Start With the Differences

Before adapting your approach, it helps to understand what these generations actually have in common and where they diverge. Millennials and Gen Z are not the same, and treating them as one homogeneous block is a mistake. That said, three expectations show up consistently across both groups.

1. Career pathways: They do not want to climb a single ladder. They want to explore the whole building. Both generations thrive on diverse experiences and crave roles that offer broad learning opportunities. Think beyond the traditional career ladder and offer stretch projects and cross-functional assignments that build new skills.
2. Purpose over paycheck: They are not just looking for a job. They are looking for a mission. Organisations that align with their values and demonstrate clear social impact earn their loyalty. Make your company's mission visible and show them how their work contributes to something bigger.
3. Instant feedback loop: Forget annual reviews. These generations want to know where they stand and what is next. Regular check-ins, open dialogues and clear expectations are not optional. They are essential.

1. Career Development Is Their Number One Priority

The careers of millennials will be more like webs than ladders, so offering diverse and broadening experiences will give them new perspectives and keep them engaged. Aim to offer them experiences across your business so they can expand their networks based on their interests and contribute to the wider cause.

On-the-job experiences are the most effective (and cost-effective) method of development. When there's real challenge involved, if you think a team member is ready to try something new, let them try their hand. Let them know you have confidence in them and are willing to step in to help if they need you to. This fosters a strong mentorship environment.

The opportunity to shadow you and others around them in action can be as effective as formal training, and also helps team members gain additional skills to step in and help when pressure ramps up.

Create an environment where they can throw ambitious ideas at the wall and see what sticks. Let them lead projects, experiment and even fail. This is not just about creativity. It is about giving them genuine ownership of their work, allowing them to graze their knees without breaking their legs.

This approach to career growth and innovation is highly valued by companies like Google and HubSpot.

2. Help Them Connect to the Purpose of Your Organisation Through Their Work

Millennials don't just work for their salary. They want to be a part of an organisation that they feel is making a difference in the world. They value social responsibility and are loyal to organisations that are providing specific solutions to social issues.

Position work linked to the values and purpose of your organisation. More than 50% of millennials say they would take a pay cut to find work that matches their values, according to a Fast Company article. In a study by PWC, millennials who have a strong connection to the purpose of their organisation are 5.3 times more likely to stay. Embracing purpose-driven work is essential for driving employee engagement.

Millennials who have a strong connection to the purpose of their organisation are 5.3 times more likely to stay.

3. Be Transparent With Them

There are still plenty of leaders out there who believe that information is power. Millennials seek information and context. Not communicating with them erodes their trust and makes them more likely to look elsewhere for transparency. When dealing with millennials, open communication is non-negotiable.

Involve them in discussions about their future in the organisation. If they are able to openly discuss their desired career path and feel you are working to enable that, they are much more likely to stay.

Be clear on expectations and be prepared to offer help. Share with millennials what outcome you are looking for and ask them how they believe they can achieve that. Then ask what help you can offer and what they need from you to be successful. This transparency supports a strong corporate culture and diversity and inclusion efforts.

4. Be Prepared to Let Them Know How They're Doing, Regularly

The Millennial generation is defined by heavy debt and uncertainty. Never has a generation entered the workforce with such debt already incurred from university education, only to find out that the average house costs nearly 10x the average family salary, where they will be, on average, 36 before they can afford their first home.

They also endured the Global Financial Crisis and many will have experienced the stress of parents being made redundant and things being tight at home. This adds to stress levels about performance but also steels them to be more determined to succeed.

Use Strengths-Focused Micro-Coaching

Use strengths-focused micro-coaching and mentoring (not the same as constructive feedback). According to Gallup, workgroups that receive strengths-based development see a 14% to 29% increase in profit.

They grew up in a world of social media likes and comments. They were educated using frequent assessments and provided with regular course corrections. Building a strong feedback culture requires emotional intelligence to navigate these conversations effectively.

5. Embrace Flexibility and Technology

Flexible work is no longer a unique selling proposition or a fad in the recruitment process. It is an expectation. If you have a remote team, your management style will need to change from facetime management to performance-driven management. Learn to manage without being able to see them in person. 77% of millennials say flexible work hours would make the workplace more productive and enjoyable. Remote work is now a standard expectation for the millennial workforce.

If you are not comfortable leading people remotely, that is worth examining honestly. The discomfort is usually about trust and visibility, and both can be addressed by shifting your focus firmly onto outputs and agreed ways of working rather than hours logged.

Leverage Their Tech Skills to Upskill Your Organisation

10% of millennials would rather permanently give up a body part than their smartphone, according to research carried out by mobile app developer Tappable. Growing up with so much technology has made millennials the pros at mastering new tech quickly, and they love to work through issues and improve efficiency with the use of tech.

Leverage their skills to upskill yourself. Millennials love to share what they know. One successful company initiative involved inviting new graduates to tour the company for a week showing workers how to set up and use Instagram, WhatsApp and other apps, quickly upskilling executives and senior leaders who had previously avoided technology through fear and ignorance. It also allowed the millennials to meet a lot of the staff and form relationships as part of their new network.

Use cutting-edge collaborative platforms that let them work smarter, not harder. Harnessing their natural comfort with technology to streamline workflows is one of the quickest wins available to any senior leader willing to ask rather than instruct.

Your Challenge as a Senior Leader

If you are still leading like it is 2010, you are missing the boat. The old playbook does not work anymore. Younger managers demand purpose, flexibility and innovation, and it is on you to deliver. The next generation of leaders is not just asking for change. They are demanding it.

Ultimately, getting the best out of younger managers is not about catering to stereotypes. It is about adapting your own leadership style to meet a genuinely different set of expectations. By focusing on the following, you can successfully lead and inspire this growing portion of your workforce.

• Purpose and meaningful work
• Transparency and open communication
• Regular, strengths-focused feedback
• Genuine career stretch and cross-functional experience
• Embracing remote work and technology