Here's our final part of this interesting article on "managing Generation Y"...I hope it's been helpful!
Give Them The Remote Control
We’ve heard Generation Yers described as know-it-alls and being
“too big for their britches.” They often come to their managers with a problem and a solution. Some managers can be threatened by this problem-solving ability and the audacity to tell the manager what they think should be done.
But, we must understand that this behavior does not stem from a place of arrogance; rather, Generation Yers are hardwired this way. They are products of their environment where they were home alone or alone with an older sibling and had to learn to solve problems on their own. This breeds fierce independence.
Generation Yers also often come to the workplace with higher education and work experience from volunteer opportunities or internships, so they don’t view themselves as newbies in the organization. When Generation Yers are given the space to explore and, of course, make mistakes, they learn—just like employees of every age. But this generation expects to be given the space to try new things.
As a result of this upbringing, they want autonomy in their work. They have little tolerance for the dues-paying concept in organizations. They recognize authority but do not succumb to it automatically. They instead respect credibility, which is established through pitching in, sharing experiences, being consistent with stated values and mentoring.
You may be frustrated by Generation Y’s approach to work, but we have learned it is a mistake to spend time judging this behavior. Instead, whenever possible, give them the remote control on decisions such as training and development options. It appeals to their sense of not wanting to be micromanaged and of being independent.
We understand that this is not always possible, but when it is possible give them the reins—in the form of spending limits, time frames, political consideration, names of people to check with, etc. It costs you nothing; in fact, it frees up time for you to engage in other activities. Just give them parameters if you are worried about their decisions.
Where you can, give them some authority. It will pay off in loyalty and make them better decision-makers and future managers in the end.
Embrace the Inevitable
After reading these strategies, you’re probably wondering why it’s you that has to do the adjusting to them. It is our experience, based on numerous workshops, presentations and coaching sessions, that complaining gets you nowhere. It brings resentment and turnover.
Put an end to your pain and don’t get caught up in the power struggle. They know you are in charge. They don’t care. You can accomplish more for your organization when you make nice with Generation Y, an enormously optimistic, educated, energetic and compassionate generation.
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