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The round pegs in the square holes. The ones who see things differently.

Brad Karsh

And they have no respect for the status quo. You can quote them, disagree with them, glorify or vilify them. Because they change things. You are ready to shake things up. The road less traveled—why not? The path never traveled—absolutely! When you think through the traditional rules of management, it can be a bleak picture. You think about:.

Millennials Rewrite the Rules of Management

When you think of modern day management and the values your generation is instilling, you think:. Even the individual words used in this list are brighter, more positive, and more inviting. This is the language of Millennial managers. You want your organization to make profits and progress, but you also put a priority on people and passions.

If there is a faster, quicker, easier, or more fun way to do something, the Millennial manager will find it and take that route. You grew up with change—in an environment where a six-month-old phone is outdated. This notion of connectedness greatly impacts how you perceive hierarchy in the workplace. With social networking, connections can be made like a spider web. In previous generations, a chain of command was just that—a chain. It started and ended at specific points, and movement up or down could only be made one link at a time.

Gladwell analyzed the traditional view of hierarchythrough a couple of prominent social movements. When you thinkabout the Civil Rights Movement of the s and s, that was ahierarchy.

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There was a clear leader—Martin Luther King, Jr. Who was the leader? Who drove those initiatives? No one really. They were inspired by social media and the powerof the collective. Again, a dramatic difference from other generationswith a powerful impact on what you will be like as a leader. For Millennials, that sounds exhausting and unfulfilling.

This book provides actionable advice and strategies around how to navigate that. The first few years of becoming a manager are really about focusing on learning, growing and developing. Millennial managers are characterized as having a management style that is collaborative, flexible, transparent, casual, and balanced.

Knowing how to manage your peers, manage, grow and develop others in an intergenerational workforce, and how to bring your strengths to the job are all key to developing in a successful career yourself. What does it truly mean to engage and empower our workforce now? But is that really what it is?

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Not according to the authors. Karsh and Templin suggest that the definition of engagement goes much deeper than that. If you want to understand what engages your millennial workforce, ask them.

Find ways to keep them engaged: provide stretch projects, job-shadowing opportunities, help find them a mentor or offer them training that will help them get to the next level in their career. When we make the time to engage our staff more intentionally, what is found is that engaged employees produce more, they are stronger team players, and the culture of the organization is more enjoyable.


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As was mentioned above, one of the best ways to engage your employees is to get to know them. Take the time to know them and to understand their preferred style of being managed. Not everyone appreciates being told exactly what to do when — but some do. Just like not all people appreciate being given little direction and boatloads of autonomy early in their careers.

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The point is, as managers, we need to better understand those we managed and lead and adapt to that. To start, Karsh and Templin provide some great questions that you can ask your team at your next meeting or during fun team-building events. Or do you prefer to ask questions?