Book Description

Millennials will be our next great generation of leaders. Today, however, as they move into management, they face difficult practical challenges. Millennials Who Manage is a complete, research-based guide to overcoming those challenges, delivering outstanding performance, and getting recognized for it.

Reflecting their extensive enterprise consulting and research experience, the authors show how to transition more smoothly into management. You will gain insight into earning the respect of peers and “elders” that you are now leading, as well as your manager. You will discover you can achieve success your way, without compromising who you are or becoming someone you are not.

You’ll learn management skills that arguably come naturally to Millennials. Prepare to explore what really motivates Boomers and Xers whose formative experiences were different from yours and how to guide them beyond today’s unhelpful stereotypes about Millennials. You’ll also master the specific management and leadership competencies you need most right now—whether you’re moving into frontline management or the CEO’s office!

Generational workplace differences: facts and fictions
Separating myth from reality in multi-generational workplaces

Overcoming reverse ageism and “stereotype threat”

Getting past the unfair generalizations that hold you back

Developing your personal leadership perspective…
…and successfully putting it into practice

Mastering the 7 toughest challenges that come with transitioning to management
Understand new relational dynamics, unlock motivation, take responsibility for the work of others, establish accountability, get heard, and be taken seriously

Table of Contents

  1. About This eBook
  2. Title Page
  3. Copyright Page
  4. Praise for Millennials Who Manage
  5. Contents
  6. Acknowledgments
  7. About the Authors
  8. 1. A Priori
    1. Why Read Millennials Who Manage?
    2. Learning as a Way of Being
    3. Managerial Leadership
    4. Task- and Relationship-Oriented Leadership
    5. Stereotypes and Generalizations
      1. Overcoming Stereotype Threat
    6. Endnotes
  9. 2. Making the Transition into Management
    1. Welcome to Management
    2. What Do You See as Positive About Being Managed by Someone Under 35?
    3. What Do You See as the Downside About Being Managed by Someone Under 35?
    4. What Management Advice Would You Give to a Manager Who Is Under 35?
    5. Endnotes
  10. 3. Developing a Perspective
    1. The Concept of Dignity as a Mind-Set
    2. Got Perspective?
    3. Endnotes
  11. 4. Be True to You
    1. The Desire to Please Your Boss
    2. It Is Inevitable That You Will Have a Disagreement with Your Manager
    3. It Is Inevitable That Your Relationships with Peers Will Change When You Move into Management
    4. The People Who Care About Us the Most Are the Ones Who Most Likely Will Hold Us Back
    5. Organizations by Nature Exert a Powerful Force Against Self-Differentiation
    6. Endnotes
  12. 5. Be True to Others
    1. It’s Okay to Identify with People Your Age
    2. It’s Okay to Identify with People Older Than You
    3. What Does It Mean to Be Authentic?
    4. Exploring Your Autobiography
    5. Returning to Your Roots
    6. Avoiding Comfort Zones
    7. Seeking Honest Feedback
    8. The Challenges of Being Authentic When Transitioning into a New Role
    9. You Have to Be Believed to Be Heard
    10. Endnotes
  13. 6. Generational Differences: Fact or Fiction?
    1. The Maturational Perspective
    2. The Life Course Perspective
      1. Generational Subcultures
    3. Defining the Generations
      1. The Silent Generation
      2. Baby Boomers
      3. Generation Xers
      4. Millennials
      5. All Together Now
    4. Endnotes
  14. 7. Dynamics of a Multigenerational Workforce
    1. Perceptual Biases
    2. Identifying Biases in the Conference Board Results
    3. Something Else Going on Besides Just Overconfidence
    4. Communicate, Communicate, Communicate!
    5. Endnotes
  15. 8. The Reasons You Will Be a Great Leader
    1. Millennial Manager Survey
    2. Endnotes
  16. 9. Managing Millennials
    1. Some Advice About Giving Advice
    2. Work Is Culture Shock
    3. Managers Who Get It and Managers Who Don’t
    4. Manager Perceptions of Millennials
    5. Managerial Leader Competencies Needed for Managing Millennials
      1. Be Flexible
      2. Create the Right Rewards
      3. Put Their Imagination to Work
      4. Build a Relationship
      5. Be Positive When Correcting
      6. Don’t Take Things Personally
      7. Show the Big Picture
      8. Include the Details
      9. Make It Matter to Them
    6. The Biggest Challenges Millennials Report Facing in the Workplace
      1. Lack of Experience
      2. Not Being Taken Seriously
      3. Not Getting Respect
      4. Being Perceived as “Entitled”
      5. Lack of Patience
      6. Getting Helpful Feedback
      7. Understanding Expectations
      8. Miscommunication with Older Workers
      9. Rigid Processes
      10. Proving Value
      11. Understanding Corporate Culture
    7. Challenges Created by Perception
    8. Coaching Millennials to Overcome Career Roadblocks
    9. Managing Millennial Teams
    10. Endnotes
  17. 10. Managing Boomers, Xers, and Silents
    1. Recommendations for Managing Workers Older Than Yourself
      1. Know What They Don’t Like
      2. Understand What Motivates Them
      3. Seek Their Input, Learn from Them, and Encourage Mentoring
      4. Communicate
      5. Be a Leader but Don’t Overdo the “Boss” Thing
    2. Generation X
    3. Baby Boomers
    4. Silent Generation
    5. Endnotes
  18. 11. Getting to the Next Level
    1. Back Where We Started
    2. Managing Your Impatience
    3. Avoiding the “Too Much, Too Soon” Mistake
    4. Being Self-Giving Rather Than Self-Protecting
    5. Embracing Resistance
    6. Contentment Breeds Discontent
    7. Recognizing Sabotage
    8. Leadership-Centric Rather Than Leader-Centric Thinking
    9. Following Your Followers
    10. Being an Empowering Leader
    11. The Over/Under on Communication
    12. Most Problems Are Not Problems at All
    13. Change Is Everyone’s Job
    14. Don’t Be Afraid of Conflict
      1. Stage 1: Tension Development
      2. Stage 2: Role Dilemma
      3. Stage 3: Injustice Collecting
      4. Stage 4: Confrontation
      5. Stage 5: Adjustments
    15. The Nature and Presence of the Leader
    16. Everybody Gets Stuck
    17. Endnotes
  19. Index