I think millennials at work tend to take matters into their own hands a little bit more. If they have an idea, they are more likely to go for it.
Everything that we ever needed to know about an entire generation was fixed when most of us didn’t have Facebook, Twitter didn’t exist, few of us knew who Barack Obama was, no one except realtors and bankers knew what a subprime mortgage was.
Managing millennials gets a tremendous amount of attention, but Generation Z is a wave that is about to hit the leadership shore. We looked at 250,000 people, broken down by generation.
Millennials are more prepared than we think to design and lead successful organizations. The well-rehearsed script is that Millennials are a collection of entitled hipsters waiting to be praised rather than wanting to do any “real” work.
If you think about it, we drive cattle and cars; they have no say because “we’re in charge.” We steer them where we want them to go, but that’s the opposite of what a great leader does or is.
Millennials are the 19-35 year olds who have surpassed Baby Boomers as the largest living generation with 75.4 million. Next year 3.6 million Baby Boomers will retire and more than one-fourth of millennials will become managers.
Millennials see this new world as second nature. So how can you better harness the power of the Millennials — and, in fact, every employee — you lead?
Old-school leadership is just that, and what we do today is very different. To understand leadership, you need to be able to separate historic thought from current practice.
At Deloitte, Foutty aims to ensure that consultants’ work experiences coincide as much as possible with their interests and grow their potential.
As baby boomers retire and younger employees fill supervisory roles, the nature of leadership will evolve. Look for management best practices to swing towards more collaborative and less hierarchical.