Contents
Why Read Millennials Who Manage?
Task- and Relationship-Oriented Leadership
Stereotypes and Generalizations
Chapter 2 Making the Transition into Management
What Do You See as Positive About Being Managed by Someone Under 35?
What Do You See as the Downside About Being Managed by Someone Under 35?
What Management Advice Would You Give to a Manager Who Is Under 35?
Chapter 3 Developing a Perspective
The Concept of Dignity as a Mind-Set
The Desire to Please Your Boss
It Is Inevitable That You Will Have a Disagreement with Your Manager
It Is Inevitable That Your Relationships with Peers Will Change When You Move into Management
The People Who Care About Us the Most Are the Ones Who Most Likely Will Hold Us Back
Organizations by Nature Exert a Powerful Force Against Self-Differentiation
It’s Okay to Identify with People Your Age
It’s Okay to Identify with People Older Than You
What Does It Mean to Be Authentic?
The Challenges of Being Authentic When Transitioning into a New Role
You Have to Be Believed to Be Heard
Chapter 6 Generational Differences: Fact or Fiction?
Chapter 7 Dynamics of a Multigenerational Workforce
Identifying Biases in the Conference Board Results
Something Else Going on Besides Just Overconfidence
Communicate, Communicate, Communicate!
Chapter 8 The Reasons You Will Be a Great Leader
Chapter 9 Managing Millennials
Some Advice About Giving Advice
Managers Who Get It and Managers Who Don’t
Manager Perceptions of Millennials
Managerial Leader Competencies Needed for Managing Millennials
The Biggest Challenges Millennials Report Facing in the Workplace
Miscommunication with Older Workers
Understanding Corporate Culture
Challenges Created by Perception
Coaching Millennials to Overcome Career Roadblocks
Chapter 10 Managing Boomers, Xers, and Silents
Recommendations for Managing Workers Older Than Yourself
Understand What Motivates Them
Seek Their Input, Learn from Them, and Encourage Mentoring
Be a Leader but Don’t Overdo the “Boss” Thing
Chapter 11 Getting to the Next Level
Avoiding the “Too Much, Too Soon” Mistake
Being Self-Giving Rather Than Self-Protecting
Leadership-Centric Rather Than Leader-Centric Thinking
The Over/Under on Communication
Most Problems Are Not Problems at All