A key theme for some of my stakeholders currently is managing millennials. And, for me, an everyday challenge is recruiting high potential millennials. Last month, London-based publication Raconteur listed what millennial managers are looking for. There are two major points which I’ve responded to. In summary:

  • It was recognised that there’s a gap between the management style of millennials and those above them.

For example, a lack of trust and a tendency to be micro-managed by older managers. This reflects the experiences of my own stakeholders in both medium-sized and large corporations. However, in complex organisations the way one influences is crucial. An ongoing discussion point between my clients and I is, what support is there for a manager with great ideas but who, for one reason or another, lacks credibility? There aren’t always easy answers which is why a high level of resilience is always a requirement. Coincidentally, “Resilience in Leadership” is also a module which is increasingly being contracted in in the Leadership Development arm of our business.

  • Millennial managers can help shape company values

Millennial leaders can challenge a company’s values for the better, with their principles focusing more on engagement and transparency,” says John Williams, global marketing director at City & Guilds Group.

Indeed, according to Fyiona Yong, a Millennial Leadership Coach, they are the generation that feels free “to speak up and want to follow their purpose”. “If we consider the Maslow law of hierarchy, they are therefore striving for self-actualisation where work is not just about monetary rewards but rather purpose driven.”

This idea of self-actualising really struck a chord with me. I’ve had millennial candidates state that my proposition is broadly the same as the high potential scheme they’re currently progressing through but what makes the difference is the idea that they can “use their personality in acting as change agent culturally and behaviourally. It is also a great antidote to being repeatedly told to make allowances for the preferences of more conservative colleagues and stakeholders, which is often the case in large corporations.

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