Motivating the New Generation of Workers

Motivating the New Generation of Workers
Leveraging the Millennial Generation to Maximum Effectiveness

In today’s business landscape, there is a recurring challenge faced by business owners—finding and retaining reliable, talented individuals who deliver quality work. Simultaneously, social media platforms are often filled with complaints about “Millennials”. Often, they are labeled as entitled or lazy. In this article, we delve into the factors contributing to the motivation of our emerging workforce, and discuss strategies for building successful organizations around them.

Understanding Motivation and Addressing Entitlement:

To effectively motivate individuals and engage them in our projects, it is crucial to understand what drives them. By aligning their desires and aspirations with our objectives, we can lead them towards the desired outcomes.  More will be written on the subject of what really motivates people in an upcoming article.

General John R. Galvin was a close friend to my father, and on a brief meeting, he told me a story about his upbringing.  His father was a bricklayer who went on to run his own masonry business. He told General Galvin before he even graduated high school, that he would have to go elsewhere for work.  His father would never allow his son to work for him for even one day.  General Galvin went on to become known as one of the greatest generals in American history, a four–star general, supreme commander of NATO forces in the European theater and then on to dean of the Fletcher School at Tufts.  His father had taken the hard road, scraping out a living with sweat and hard work for one reason above all else; that his children would never have to do the same.  His objective was that the next generation would have the opportunity to become more than he was.  This message sent young ‘Jack Galvin’ to West Point and on from there.  It was the privilege of choice that cleared the path.  “Privilege” can make one ill-prepared for the world one came from and better prepared for the world to come.  

Personal Reflections:
My great grandparents arrived in the US one at a time.  Each one took work in the garment center, in what would later be known pejoratively as a “sweat shop”. To them, it was called a job.  They were not offended by the working conditions. They were grateful for the work.  They lived downtown in Manhattan tenements, often ten or fifteen to an apartment. They sent all their extra money back to Europe to fund the escape of each member of the family from conditions of deep poverty, where death at the hands of violent antisemites could occur at any time.  One by one, all the family members who wanted to come to the US, did.  The ones who did not were likely murdered. We do not know for sure.  None of these people told stories of the terrible burdens they bore. Instead, they were proud of the opportunities they found and they worked to create even greater opportunities for their children.  They succeeded.  By being garment center workers, machinists, tailors, etc., they cleared the way for their children to become established as Americans. Their kids all had jobs and pensions and families; most went to college and some beyond.  The subsequent generation all went to college, and became professionals; lawyers, accountants, business owners.  This shift from threat and subsistence to relative prosperity; in two generations, was made possible in by a work ethic born in the poverty and terror of the pogroms of Russia and then, the American, Great Depression.  Their children, my generation, were at a turning point.  We found ourselves with the feeling that we could do more than was done before, but with the expectation that we do it by following our parents.  For some of us, the path of following did not make sense and we had to find our own way.  We are the generation that gave birth to the generation commonly referred to as Millennials. We are the first “entitled” generation, wanting more for ourselves and needing to find a way to make it happen.

We want our kids to stand on our shoulders; to expect more.  We want them to work hard for what they want to achieve. As leaders, we also need a few things from them.  First we need to get a day’s work from them, we need to do what we hired them to do.  But they have more to offer.  They are more connected to the future than we are.  We need them to share their visions with us.  We need to be able to see what they see. This requires a new view for us and for the younger generation.    

The Millennial Perspective:
The Millennial generation was born in a time of great opportunity.  At the same time, that opportunity landscape looks different to them than it has for previous generations.  For the most part, the Millennial generation has never been in an environment where having enough to eat or struggling to pay the rent is a real concern.  Most have never known poverty. It is a generation of relative prosperity.  Having one’s needs met has a way of shifting perspective.  It might be understandable that for these young people hitting the job market, a salary alone is not going to be enough motivation to get them to bring their best effort to the table.  It may not even be enough to get them to work on time.  After all, they can log in to UBER whenever they feel like it and make as much money as any starting position is likely to pay them; working their own hours and controlling their own environment.  Additionally, what’s being offered by the typical employer today is not what it used to be.  It no longer includes paid retirement, sick days, vacation time and lifetime medical, dental, and other benefits that eliminate key concerns for the individual and family.  The offer that used to be;“Come to us and be loyal and in exchange we will take care of you and your family for life.”, has been replaced.  The new offer is; “Come to us and do what we tell you to and we will give you a check. Maybe we will let you pay for your own benefits through our system and if you stay long enough, you can watch as the people who hop from job to job make more money than you do.”  We have a generation of young people going out to market, being offered less substantial compensation than their parents were, while they are dreaming of a life far beyond what previous generations enjoyed.  This is a recipe for upset.

In contrast, the business owner today is expecting hard working, loyal employees who will do their job as they are instructed in exchange for a paycheck, and who will not leave for the first, better opportunity that show’s up.  Perhaps we should be looking at why the employers feel entitled to such loyalty when they are offering so little relative to the real life experience of their employees.  I say this not because the employers are wrong to have these expectations, but to begin to shift perspective.  If you want motivated people, you need to put what matters to them on the table.  If you find someone who is truly motivated by a simple paycheck for the long run, you are likely to have found either someone who has endured poverty, or someone who lacks creativity and inspiration.

For a business owner, this leaves a couple of possible solutions.  We need to either build an organization that can run on the work of unmotivated employees with little long-term commitment, or we need to build an organization that offers the sort of opportunity great employees value today.  Either one can be done, depending obviously on the work that we do and the objectives we seek.

If what we want is passionate employees who will bring creativity and inspiration to an organization, and we want an organization that will grow, change, innovate and inspire others; then we may well be looking in the right place with today’s young people.  But if we want young people to come on board, work as hard as we remember working, and do what we tell them to do in exchange for a paycheck; we may have a harder time filling these jobs from among the young and educated workforce.

In an oft misquoted letter to Abigail Adams, written, May 12, 1780, John Adams wrote: 

“I must study politics and war that my sons may have liberty to study mathematics and philosophy. My sons ought to study mathematics and philosophy, geography, natural history, naval architecture, navigation, commerce, and agriculture, in order to give their children a right to study painting, poetry, music, architecture, statuary, tapestry, and porcelain.” It is easier to expect our children’s generation to have the values and expectations we had, than it is to recognize that they are the product of our successes.  In my experience, they do not lack passion or a willingness to work hard.  They simply will not be inspired to commitment by the same things that inspired us.  I will also add, that being the grandchildren of opportunity may prepare one more for the opportunities that rest on top of success, than for the hardship of digging success out of the earth.

What young employees are looking for:
According to our research and experience, young people today often seek a particular style of leadership that aligns with their values and expectations. While individual preferences can vary, here are some leadership qualities that many millennials appreciate:

1. 1. Supportive and Mentoring Approach: Millennials value leaders who act as mentors and provide guidance and support. They appreciate leaders who are accessible, approachable, and willing to invest time and effort into their professional development.
   2. Transparent and Authentic Communication: Millennials appreciate leaders who practice open and transparent communication. They value leaders who are honest, genuine, and provide regular feedback. They want to understand the company’s vision, goals, and how their individual work contributes to the larger picture.
   3. Collaborative and Inclusive Leadership: Millennials appreciate leaders who foster a collaborative and inclusive work environment. They seek leaders who value diverse perspectives, encourage teamwork, and empower employees to contribute their ideas and opinions. They appreciate a leadership style that promotes active listening and values the input of all team members.
   4. Recognition and Feedback: Millennials appreciate leaders who recognize and appreciate their contributions. They value constructive feedback and opportunities for growth. Regular recognition and acknowledgment for a job well done motivate millennials to perform at their best.
   5. Flexibility and Adaptability: Leaders who demonstrate flexibility and adaptability are often well-regarded by millennials. They appreciate leaders who are open to new ideas, embrace change, and are willing to adjust strategies when necessary. A rigid and overly traditional leadership style may not resonate with millennials.

On the other hand, there are certain leadership approaches that millennials may be opposed to:

1. 1. Authoritarian Leadership: Millennials generally prefer leaders who promote collaboration and inclusivity rather than a strict hierarchical structure. Authoritarian leadership styles that emphasize control, micromanagement, and top-down decision-making may not resonate well with them.
   2. Lack of Transparency: Millennials value transparency and open communication. Leaders who withhold information, are secretive, or fail to provide clear direction may be viewed unfavorably.
   3. Lack of Feedback and Recognition: Millennials appreciate regular feedback and recognition for their efforts. Leaders who neglect to provide constructive feedback or fail to acknowledge their contributions may leave millennials feeling undervalued and unmotivated.
      
   4. Resistance to Change: Millennials often embrace change and innovation. Leaders who resist new ideas, discourage experimentation, or are resistant to adapting to evolving circumstances may face resistance from millennials.
   5. Lack of Work-Life Balance: As mentioned earlier, achieving work-life balance is important to millennials. Leaders who do not support flexible work arrangements or fail to recognize the importance of personal well-being may struggle to engage and retain millennial employees.

It’s important to note that these preferences and aversions may vary among individuals within the millennial generation. Leaders who can adapt their leadership styles, foster an inclusive and supportive environment, and demonstrate authenticity and transparency are more likely to resonate with millennials and create a positive work culture.  The results may be extraordinary.  

Young people today, for as much as they have high expectations of others, also expect a lot of themselves.  They are willing to work hard, think deeply and follow a leader who meets their expectations, and lets the reigns out so they can run a bit.  They make few assumptions about the limits of an organization, (see Background Conversations) and they are always looking for an opportunity to make things work more efficiently and effectively.  

Many years ago I was being mentored as a leader by an extraordinary man named David Helman.  He had been a leadership trainer for about 20 years and was volunteering his time to help me become effective leading a large project for a not for profit organization. He asked me the following question:

When you are training leaders, what sort of person should you choose?… Smart and hardworking? Dumb and hardworking? Dumb and lazy? or Smart and lazy?  I answered wrong.  His assertion was that a smart, lazy person(assuming a commitment to the project) would always make the best leader. He said, “A smart, lazy person who is committed to the project, will find an easier way.  He or she will delegate effectively and innovate to make it easier.  Beware the hard worker. They will do, rather than lead.”  I suggest that the new generation of career-oriented workers are much like that smart, lazy person David spoke of.  Learn to lead them and they are likely to expand your organization’s vision and produce unprecedented results.