You may complain about how Millennials (and now Gen Z) are this or that. However, I believe such attitudes are more of an expression of how times are different than how you and I grew up. And, the bad leadership techniques and philosophies you learned from those before you, remnants of the past and ridiculed for decades, are being called out.
You better watch out and start making changes or else you will find yourself left behind wondering what happened. We Gen X'ers raised these Millennials and Gen Zs to value what they do. Get with the program. This trend was starting before COVID-19, but the reflection that was done by these generations (and all of us, for that matter), was only accelerated and amplified.
These generations have been called a lot of things. None of it is much different or worse than what my Generation X brethren were called when we got into the workplace. We were different than those that came before us. We were a product of our parents teaching us more about what was more important in life, but with still a foot into how things have been done in the past. They didn't like the work environments they were in, but still had the Depression and WWII prominently in the minds and stories of their families.
As Gen X grew up and gained more insight on poor leadership around them, work-related stress, health issues and the advent of mass layoffs around them, these Millennial and Z 'kids' were encouraged to strive for more from their lives, but to a different level. Companies demanding commitment and loyalty without a semblance of the reverse made a big impact on household conversations and the path parents laid for their kids.
These groups today demand more of their leaders and technical expertise is not at the top of their wish lists.
Employees want to know how they, and their roles, connect to the greater mission and they want to see how they can contribute more. Leaders, at all levels, are the conduits for that to happen.
So, what are you going to do about this? Just like with your predecessors, you'll need to change to your employee's needs, step aside, or watch your good talent leave, which will then push you aside at some point.
In The Four Fundamental Forces of Leadership, I talk about learning to lead across differences by communicating at other people's frequencies. However, as it pertains to working with these two generations, what are some of the bad habits, which Millennials and Gen Z HATE (we all hate them, but older people were conditioned to tolerate them), you need to change?
- Stop being late to meetings, not apologize, make excuses and then not be really present.
Such leaders, whether consciously or unconsciously believe their time is more valuable than others will be regularly late to meetings. They won't apologize and will have excuses for why they are late. Added onto this, they don't commit themselves to being a part of what's in front of them, like they'd rather be somewhere else.
This behavior shows an inability to manage time and to value others. Such leaders are more focused on putting out fires and checking off boxes than seeing forward. You lose credibility in employee's eyes. - Don't believe you're always right, argue against your team's comments and make certain they know you're right.
This leader sees himself as an expert in many areas. That's why he's the boss. It can come from a disrespect of the capabilities of those around him. There's an interesting article from the Institute of Coaching about the Expert's Dilemma.
This behavior occurs, generally, because the leader wants to move through things quickly, has an ego which has a hard time being questioned or is just clueless. Regardless, when employees don't feel valued or empowered. they will express their ideas less and search for ways out. - Start acknowledging that things could be YOUR fault and take action.
An interesting post from the head of Dale Carnegie in the Upper Midwest, Matt Norman, talks about having an external or internal locus of control. Those with an external locus act and talk as though outside factors are causes of certain events while an internally-focused person looks at oneself.
People are pretty perceptive and notice when someone can't acknowledge when they've made mistakes and need to adjust. These leaders are seen as egotistical and out of touch with reality. Growth stagnates under such leaders, but the poor leader will blame others rather than looking inward. - You need to connect with them on a real level.
Of the four items in this list, this is probably the least important. However, if leaders aren't proficient in the first three areas, this is a strong additive force against the leader. In fact, if the bad leader takes time to get to know an employee personally, but stinks at the other areas, the effort is seen as superficial - like this activity was something on their list to check off.
Good leaders that are solid in the other areas will naturally look to develop deep connections with employees so they can see how they can serve.
If you are really good, smart, aware and committed to success, you'd stop complaining and get to work on yourself and find the solution. You may need some help, and that's OK. In fact, it's encouraged. It will be hard to change your habits, but it is in you.
That's straight talk from a fellow Gen X'er.