As leaders, we see younger and younger people coming into the workforce, creating what will eventually be the next generation of leaders. It’s essential that the seed of good management is planted early so they can flourish in future – but with learning methods and attitudes changed beyond recognition, this can be a challenge. So this month I’d like to weigh in on Generation Why (sorry – Y) and attempt to unravel some of the mystery surrounding effective leadership for them.
When I began my career in law enforcement three decades ago, my leaders were products of the 50s and 60s. Effective management courses were just coming into the forefront, but I’m fairly certain that none of the leaders I was exposed to had ever taken any such course. These were great learning times for me, as I was given some very good lessons in how not to lead.
Fast-forward to present day and those of us from baby-boomers to Generation X are now in leadership roles – and the base of our new employees are Generation Y, or Millennials. We need to effectively lead these folks, and it is not always easy. The Gen Y will approach you and announce how they would like to be chief, commissioner or CEO someday. And they are not kidding. So how do we channel this enthusiasm and arm them with the proper leadership skills while keeping them motivated to do a good job?
In my experience, it is fairly simple if you follow these steps – bearing in mind it takes time and patience.
I continue to be amazed in the life experiences that some of the Y’s possess. From MBAs to degrees in Microbiology, the level of education our typical Y is daunting. As leaders, we need to understand our Millennials in order to be able to motivate and lead them. You can’t do this if you don’t truly know them. So, when your newest Y employee arrives in your doorway, sit down with them and have a conversation about whom they are and where they’ve been. Turn off your computer and cell phone when you’re are doing this to give them your full attention (see July’s article for more on this). You’ll be amazed at what you’ll hear, as today’s graduates are highly accomplished and multi-faceted. The key, however, is absorbing what you hear and using the skill when it’s applicable. (You’ll have an epiphany when you get asked a question about microbiology and you just happen to have an expert on hand.)
The Gen Y tends to think a lot and ask many questions. They also put forth a lot of ideas and suggestions on how to make improvements or streamline antiquated processes. The Gen Y always has the best interests in mind when making suggestions and is usually not a card-carrying member of the “Good ideas Club” (see last month’s column).
So when your Gen Y approaches you with an idea that makes sense (which it will), embrace it and implement it. But you need to involve them. Either have them write out and map the change, or have them provide input as to how you are going to do this. If the new idea requires sign off from levels above yours, bring the Gen Y with you and have them present it if they are comfortable with that. Regardless, always acknowledge and thank them for their idea. It will pay off with huge dividends.
This is where your patience gene needs to kick in. The Gen Y may question things more than other employees from different generations – and certainly more than you would have questioned at the same level. They are not questioning because they are some sort of anarchist, but because it is likely something that does not correspond with their training or teachings. Take the time to explain things, and probe your Gen Y as to why they require further explanation. The worst thing you could do is to tell them to just do it because that’s how it is done. At the end of the day, the Gen Y is usually just looking for guidance due to lack of confidence or certainty. This is when they need good leadership.
Generation Y will make up the bulk of your workforce within the next 10 years, if they do not already. As leaders we need to embrace this generation and lead them effectively as they WILL be our future leaders. So why not provide them with the right tools to lead you? If you are an effective leader for Gen Ys, they will be exemplary followers and will emulate you as their role model. f you fail to take the time and effort that they require for their development, you had better hang on for a long bumpy ride.
Cam Kowalski is a career security professional who was in charge of aviation security control planning for both the 2010 Winter Olympic Games and the G8 and G20 summits for the RCMP. He is also president of Jetstream Management Group, a Vancouver-based leadership development and project management consulting company. Follow Cam on Twitter @jetstreamteam
