UNIT II: LEADING EDGE MANAGEMENT

Lesson 1: Management Competencies for Today’s World

Learning the Next Generations

Generation X: Those born between 1965 and 1977 witnessed the divorce rate triple and both
parents worked. Computers, MTV, and video games have all made their mark. They became
acclimated to mobility and independence, and they employed technology to preserve a healthy
work-life balance. They could easily do their jobs on the beach or anywhere as long as there is
a technology.

The Millennials (Generation Y): They make up more than a quarter of the population and were
born between 1978 and 1996. They have been influenced by social media, smart phones, and
terrorism. They rely largely on technology and seek instant fulfillment. They work well in groups,
appreciate variety, are used to receiving praise from their parents, and are more likely than
Generation X to avoid drugs and sex.

The Study Done by the Authors

To gather the information for this book, the writers undertook a two-year study. They questioned
hundreds of managers and employees from various workplaces. They used gathered data to
create models of each generation, the problematic behavior of Millennial employees, and the
behaviors of individuals who hold those values. They sought out places of conflict caused by
competing value systems in a cross-generational management framework. Following a
description of the issues, they offer solutions for overcoming the friction that impedes the
success of both managers and Millennials.
How to be a Good Manager with Regards to Millennials

1. According to the study, the majority of managers who were adept at managing Millennial
staff had volunteered in a youth group. To be effective with adolescents, you must: 1)
establish relationships with them; and 2) be patient in setting expectations based on
where the adolescent's development is rather than where you want them to be. These
abilities are easily transferable to the workplace. Good managers should overcome the
preconceived notions of their own experience. They should begin with the Millennials'
experiences, not their own. The book's core idea is that those with the most
responsibility must adjust first in order to create an environment in which the less mature
can thrive by Manager’s first setting a good example. It’s also a well-established fact that
employees more often leave managers and not organizations.
2. Autonomy. Giving Millennial employees job autonomy communicates that you trust them.
They despise micromanagement. Other generations may criticize a micromanager as
controlling, but they take it personally because it implies a lack of trust or confidence.
Furthermore, being flexible reduces insecurity and builds trust. Consider flexing a
constant discussion about "How can we do our best work together?" because
Millennials want to have a say and are willing to be challenged. They want to find
significance in their work and gain experience, but they also want to maintain a work-life
balance.
3. Incentives. What Millennials value is not what you value! Before you give them a reward,
make sure you ask them what they want. You must ensure that your intended outcomes
are conveyed clearly. Use their favorite mode of communication without hesitation. You
must give praise in a variety of ways, but you must avoid cookie-cutter employee-of-the-
month initiatives. Include them in the development of incentive schemes. People tend to
support what they contribute to.
4. Understanding. Millennials were raised by parents who were more nurturing than their
own. They have thus posed a challenge to society by ensuring that their children
experience no negative repercussions as a result of the environment of their own
conduct. As a result, Millennials want special treatment since they believe they are
unique. Their parents had informed them of this. You must cultivate relationships and
show an interest in them. Empathy and genuine concern are really valuable. But don't
make the mistake of attempting to imitate them. Telling them about your own mistakes
and experiences will aid in the development of trust. If you must critique, do so in a way
that shows you care.
 5. Millennials are notoriously short-sighted. It is your responsibility to extend their horizons.
Make time for them to participate in their learning and inform them about the
organization's findings. It is an excellent technique to foster trust and collaboration. By
becoming a storyteller, and as a manager, you can help in spreading this culture of your
organization.
6. Another ability you should develop is consequential thinking. When faced with a
dilemma, have them generate many potential outcomes for their each contributed
feasible solution to the problem at hand.
7. They despise ambiguity more than they despise being micromanaged. They frequently
demonstrate a lack of attention, indecisiveness, and uneasiness when given little
direction. Just don't be arrogant of your position!
8. Help them find meaning. Millennials are not apathetic; rather, they are apathetic until
they discover a reason to care about something. They are easy to motivate in this
regard. They want to know why before they know what. Make an effort to persuade them
that the organization's goals are an extension of their personal aspirations.

Management Competencies that should be Incorporated in Today’s World Managers

Adaptability: Today’s managers should talk and think about their need to quickly adapt to
changes.

Self-Efficacy: Today’s managers should believe that they can do something about a situation.

Confidence: Today’s managers should allow subordinates to challenge their ways.

Power: Today’s managers should use the power of relationship rather than their power of
position.

Energy: Today’s managers should feel energized when they work with younger people.

Success: Today’s managers should see themselves and their young workforce as the key to
their success.

Cool Quotes

“Simplicity is the ultimate sophistication.” Leonardo ad Vinci

“Before you ask men to gather lumber to build a ship, let them acquire a love of the sea.”
Old proverb

Bibliography
Espinoza, C., & Ukleja, M. (2016). Managing the Millennials: Discover the Core Competencies
for Managing Today's Workforce. Wiley.