Managing the younger generations Tutorial

Curious about managing the younger generations at work? In 'Managing the Younger Generations,' discover how to bridge the gap between Baby Boomers, Generation X, Y, and Z. Uncover three essential tips: treat them like adults, be inspiring, and foster flexibility. Learn how these digital natives crave authentic dialogue, collaboration, and a meaningful work experience. Engage with insights that will transform your leadership style and help retain top talent.

11:33
3 views

Selected for you
New

Available in SoftSkills

00:00:08

2000 according to some experts.

00:00:10

They are called Generation Y.

00:00:13

Generation Z follows in their footsteps and enters the world of work.

00:00:18

The baby boomers and the Generation X are a bit helpless in the face of those

00:00:23

who will soon represent the majority of employees.

00:00:26

The good news is that their differences and

00:00:28

their demands are forcing managers to become excellent.

00:00:32

Not just good managers who deliver results,

00:00:35

but leaders who inspire,

00:00:37

listen,

00:00:38

develop,

00:00:39

take risks.

00:00:40

How to manage these new generations.

00:00:43

Here are 3 tips.

00:00:45

Treat them like adults.

00:00:47

Be inspiring,

00:00:48

and be flexible.

00:00:50

Do you want to keep the younger generation motivated?

00:00:54

Treat them like adults?

00:00:55

Yes,

00:00:56

if they have entered the job market,

00:00:57

it is because they are no longer children.

00:01:00

If you treat them like children,

00:01:02

they may react like children.

00:01:04

The education that most of them received has led them

00:01:07

to have confidence in themselves and to express themselves freely,

00:01:11

to even give their opinion on everything.

00:01:14

The company inherits this greater freedom of tone

00:01:18

and must establish a dialogue of equals where everyone is respected and heard.

00:01:24

The younger generations feel that just because they have less expertise

00:01:29

doesn't mean they should remain silent.

00:01:32

Their adult opinion deserves to be heard and carry as

00:01:35

much weight as that of an elder or leader.

00:01:39

I don't work for you,

00:01:41

I work with you.

00:01:43

In their view,

00:01:44

hierarchical status is not a reason to silence anyone.

00:01:48

Instead of giving them quick solutions and advice,

00:01:51

ask them constantly the two magic questions.

00:01:55

What do you think?

00:01:56

What do you suggest?

00:01:57

What do you think?

00:01:58

What do you suggest?

00:02:00

They thus claim a dialogue of equals with maximum authenticity.

00:02:05

They will be grateful

00:02:07

if you can talk about your successes as well as your failures.

00:02:11

Failure should in no way be an observation that they have made

00:02:15

a mistake like children who do not listen to their parents,

00:02:19

but more the positive observation that they

00:02:22

have experienced and learned from the experience.

00:02:25

They claim the right to make mistakes

00:02:28

in this relationship of equals.

00:02:30

The ys and zs seek a participatory management in which everyone is a winner,

00:02:35

win,

00:02:36

win,

00:02:36

otherwise work is not worth the effort.

00:02:40

They respect the expertise of those who respect them as digital natives.

00:02:45

It is true that they have at their disposal a technological

00:02:48

knowledge that is sometimes superior to that of their elders.

00:02:52

Their expertise

00:02:54

gives them the legitimacy to demand reciprocity

00:02:57

in every exchange and transfer of skills.

00:03:01

Indeed,

00:03:01

you can set up a voluntary and reciprocal

00:03:04

mentoring that will allow experts to transfer to them

00:03:07

the expertise and skills that they lack,

00:03:10

but

00:03:11

they will want to negotiate on how transmission and exchange is done,

00:03:16

relationship of equals.

00:03:18

You can also set up reverse mentoring,

00:03:21

which allows the transmission of knowledge from young people

00:03:24

to older ones.

00:03:26

In general,

00:03:27

in order to promote the integration of Generation Y and Z

00:03:32

without putting seniors aside,

00:03:34

I recommend

00:03:35

to mix project team members in an

00:03:38

intergenerational mode to promote team cohesion and

00:03:42

to organize knowledge transfer

00:03:45

between generations.

00:03:46

Treating the Generation Y as adults does not mean saying yes to all their requests,

00:03:53

but at least listening to them and trying to understand them.

00:03:57

Do you want the younger generation to be motivated in their work?

00:04:00

Be inspiring.

00:04:02

Of course,

00:04:03

the models of inspiration change with each generation.

00:04:07

The vast majority of Ys and Zs believe that

00:04:10

it is human qualities that make for professional success.

00:04:14

They will mostly measure your legitimacy by these inspiring human qualities.

00:04:20

This is how the younger generation describes the ideal manager,

00:04:24

60% charisma,

00:04:26

30% experience,

00:04:28

and 10% institutional legitimacy.

00:04:31

As soon as you have established a dialogue with them

00:04:34

without getting caught up in stereotypes and prejudice about them,

00:04:38

they will want to collaborate.

00:04:40

If you treat them with the certainty that they are disloyal,

00:04:43

disrespectful,

00:04:44

lazy,

00:04:45

individualistic,

00:04:46

jaded,

00:04:47

they will not see you as a good leader.

00:04:49

Your hierarchical status is no longer sufficient to establish your legitimacy.

00:04:55

In a way,

00:04:56

they will only consider you legitimate if they feel it,

00:05:00

if you have proven it to them by your human qualities as a leader,

00:05:04

by your skills and achievements,

00:05:06

of course,

00:05:06

and by your influence.

00:05:09

They will look at how you inspire people in dialogue.

00:05:12

They will observe whether you are fulfilled in your work,

00:05:15

whether you find pleasure in it,

00:05:17

whether you know how to balance your personal and professional life.

00:05:21

For the younger generations,

00:05:23

work is a component of personal development.

00:05:27

What are they asking for?

00:05:28

succeeding at life and not succeeding in life.

00:05:32

Some experts say that September 11th

00:05:35

marked this shift in belief.

00:05:37

I may die tomorrow from an attack or later from cancer.

00:05:40

Either way,

00:05:41

I won't have a retirement,

00:05:42

so I'm going to enjoy my life throughout my life now.

00:05:47

Right now.

00:05:47

Not after retirement like my parents did,

00:05:50

and I'm going to find inspiration through those who know how to do it.

00:05:54

That's why a leader who doesn't seem fulfilled but just serious,

00:05:59

loyal,

00:06:00

and responsible is not a role model for them.

00:06:03

To inspire them and make them want to follow you and get more involved,

00:06:08

Generation Y and Z

00:06:10

also expect you to give meaning to their work.

00:06:14

Generation Y,

00:06:16

why,

00:06:16

what meaning does this project have?

00:06:18

What is my value in it?

00:06:20

What values does the company stand for?

00:06:22

What are the attractive perspectives of this new project?

00:06:25

Moreover,

00:06:26

the younger generation wants to feel that you are in the wind of change,

00:06:30

facing the future,

00:06:31

facing the inevitable transformations of the business model,

00:06:35

that you are not a has-been.

00:06:37

You are not a has-been because you attach importance to creativity,

00:06:41

innovation.

00:06:42

And to the ongoing digital transformation.

00:06:46

For many,

00:06:47

without always taking action,

00:06:49

they dream of being entrepreneurs,

00:06:51

or at least of working in a startup with innovative and moving projects.

00:06:56

Finally,

00:06:57

to crown the notion of human fulfillment in work,

00:07:00

the Y and Z need work to be a place where the atmosphere is positive,

00:07:06

friendly,

00:07:06

interactive,

00:07:08

collaborative,

00:07:08

and cross-functional,

00:07:10

where everyone can receive feedback and recognition.

00:07:14

Do you want to keep the younger generation motivated?

00:07:17

Be flexible.

00:07:18

The Y and Z claim this movement.

00:07:20

The Y stays an average of 3 years in their position,

00:07:24

1.5 years for the Zed.

00:07:26

And asked to be able to anticipate their next moves with you.

00:07:30

They see continuous training as a key to their professional

00:07:33

success and expect you to open these doors to them.

00:07:37

Their career ambitions are much less linear

00:07:40

and vertical than those of their elders.

00:07:43

Rather,

00:07:44

their ambition is horizontal and cross-functional mobility

00:07:49

based on multidisciplinarity.

00:07:52

Their hyper connection on social networks is also a way

00:07:55

to maintain their level of information on multiple subjects,

00:07:59

stay connected to the latest technological advances,

00:08:02

and expand their network.

00:08:04

Time spent on social networks is not only a time for fun and sharing,

00:08:09

but also a time for opening up,

00:08:11

watching and learning.

00:08:13

Information comes to them,

00:08:16

especially through their devices.

00:08:18

That's how they grow up.

00:08:20

You can keep

00:08:21

Y and Z motivated

00:08:23

by maximizing work with them in project and cross-functional mode.

00:08:28

Project mode meets the wise criteria of pragmatism,

00:08:32

diversity,

00:08:33

short term,

00:08:34

and networking.

00:08:35

If their place is recognized and their opinion is heard,

00:08:39

they will be a true team player in these flexible projects.

00:08:43

If the company allows them to come up with ideas and bring them to fruition,

00:08:47

even if it means experiencing failure,

00:08:50

they will be less likely to leave the company after 3 years.

00:08:54

As a manager,

00:08:55

valuing and coaching their initiative will ensure better talent retention.

00:09:00

Some companies have also set up business incubators.

00:09:03

And other fab labs manufacturing laboratory

00:09:07

to facilitate the implementation of their ideas in project

00:09:11

mode along with skill sponsorship between juniors and experts.

00:09:16

The pragmatism,

00:09:17

the relationship with time,

00:09:18

and the virtuality of younger generations sometimes makes them very impatient.

00:09:24

As a manager,

00:09:25

it will be a good idea to encourage initiative and organizing and framing it.

00:09:31

Flexibility for generation Y and Z

00:09:34

is also the possibility of being in control

00:09:37

of their schedule and having easy access to teleworking

00:09:41

and third places.

00:09:43

They want to be in control of their own life balance.

00:09:47

Tomorrow's company will have more flexible boundaries

00:09:50

on workplace and working hours than before.

00:09:54

The COVID crisis made it more achievable.

00:09:56

Younger generations demand this freedom to organize time

00:10:00

and workspace which requires management through trust,

00:10:04

objectives,

00:10:05

and motivation.

00:10:07

Finally,

00:10:08

being a flexible manager means moving away from rigidity,

00:10:12

subordination and authority-based managerial modes

00:10:16

to accept shared leadership.

00:10:18

The values of freedom and personal development of juniors supersede

00:10:22

the old values of commitment and loyalty to the company.

00:10:26

Younger generations put the individual back at the

00:10:29

center of their personal and professional choices.

00:10:32

They are forcing us to rethink tomorrow's management towards

00:10:35

a less bureaucratic and hierarchical system that is,

00:10:39

in short,

00:10:40

more flexible.

00:10:42

One last piece of advice for the road.

00:10:45

The younger generations are fond of the expressions,

00:10:48

no big deal,

00:10:49

don't worry,

00:10:50

I'm managing.

00:10:51

Expressions are addressed first and foremost to their worried parents.

00:10:56

Some of them sometimes continue to carry this energy.

00:10:59

It's no big deal,

00:11:00

don't worry,

00:11:01

I'll manage.

00:11:01

At work.

00:11:02

This can be annoying.

00:11:04

I invite you to analyze on a case by case basis when you see them in this attitude.

00:11:10

Is it wisdom and perspective when they faced with people who are too stressed

00:11:14

sometimes.

00:11:16

Is it forced nonchalance displayed when they are lost

00:11:19

sometimes.

00:11:21

Is it rebellion

00:11:22

so that you give them more autonomy

00:11:25

sometimes.

00:11:26

And you,

00:11:27

do you ever say to the younger ones,

00:11:29

no big deal,

00:11:30

don't worry,

00:11:30

I'll manage.

Mandarine AI: WHAT YOU SHOULD KNOW