Making generational differences work: What empirical research reveals about leading millennials

The elevated median score on the Structuring scale is the most dramatic feature. This scale measures the extent to which the individual enjoys working in a manner that is meticulous, precise and systematic. It also indicates that more clarity about process and “how to” is critical for this generation, and that there might be the first signs of more compulsive tendencies emanating from this underlying motivational characteristic. The graph also indicates less enjoyment from assuming command (Controlling) or from working in a more autonomous, self-reliant manner (Independence). These point strongly toward a preference for more democratic, inclusive decision-making processes and a facilitative approach to leadership.

Motivational measures in themselves describe what people find personally satisfying and rewarding, so they can appear to be a very positive type of construct. But motivational drivers can easily conflict with each other, and often do. For example, some people are motivated by success and security at the same time, so the desire to achieve comes with an elevated fear of failure. This newer generation wants significant achievement (Excelling) with less inherent risk (Stability), and wants to do so in a manner that requires less self-sufficiency (Independence). Previous generations, particularly those whose work ethic revolves around “serving one’s time” and earning the right to be successful, might not appreciate these characteristics.

Practical steps for working with Millennials

Comparatively speaking, Millennials have a more significant informational need than their predecessors. They clearly like to be kept in the loop, finding an ongoing flow of information reassuring as well as informative. They also like to understand the “how to,” reflecting their need for others to be granular and specific in their instructions. They are likely to feel uncomfortable in “last-minute” scenarios, preferring some degree of advance notice to an extent that might be underestimated by others. If previous generations are unaware of these variances, it makes it more difficult for them to make good behavioral choices and to calibrate the ways in which they keep newer generations informed (and vice versa).

The same approach can be applied to other themes such as expectations and sensitivities in relationships. For example, Millennials (and Gen Z even more so) are more likely to be sensitive to situations in which they feel unsupported (Receiving). Newer generations also appear to manifest a greater degree of caution (higher on Stability and Structuring, lower on Creating), which suggests that they will be more comfortable driving innovation when they can do so collectively and with input and validation from others.

This research, especially the empirical measurement that it is based upon, provides practical insights and objective evidence about how to lead, manage and motivate employees across generations. Leaders would do well to act on the following guidelines:

• Be aware that a faster pace of progression and learning is important. Millennials have very high expectations of achievement, both in extent and pace. Establishing a clear career path, developmental stages and criteria for progression helps in this process. Be tangible and specific, not conceptual.
• Foster a more inclusive and democratic environment. Newer generations work best when they collaborate and exchange information and ideas continually. They are likely to feel less secure when they have to work autonomously, and may hold off making a decision until they have satisfied their higher level of informational needs.
• Avoid a “command and control” approach to leadership – it doesn’t work. A more facilitative style is more likely to coax the best out of Millennials; they are a highly motivated group so there is a great deal of positive energy to tap into. Delegate ownership, not just task. Keep a supportive eye on progress and provide ongoing feedback. Develop your “leader as mentor/coach” skills.
• Set clear expectations from the outset. Providing context, explaining method and defining objectives will make a positive difference. As before, be tangible and specific, not conceptual. Leave the door open to allow Millennials to double-check things as they execute.
• Provide ongoing support. Although previous generations might interpret supervision as micromanagement, Millennials are more likely to interpret it as support. They also expect more immediate access to information and support. They might feel more comfortable finding out for themselves if they can use a technology platform to support their learning or to provide immediate access to critical information.
• Develop an understanding of motivational characteristics. By being aware of their own expectations and biases and using a methodical approach to measuring motivation, leaders can try to bring the best out in others irrespective of their generational origin.

Looking ahead to Generation Z (early 1990s to date)

The changing patterns of motivation described above are intriguing in themselves, but are they one-off variances, or do they represent a specific trajectory that continues into the post-Millennial generation? Generation Z represents a much smaller population, both in this research study and in organizations in general, but it is worth including, if only to see where the motivational direction is heading.

The purple line in Figure 3 represents Generation Z; these findings are quite extraordinary and provide an early indication that the variance observed between Millennials and previous generations is not simply random. Something more fundamental is changing in motivational dynamics. What the causal factors are remains an open question; these results, particularly their consistency, are unlikely to be arbitrary. Therefore, a reasonable assumption is that something is happening environmentally that is propagating an unprecedented degree of change in motivational drivers. Hence the need for leaders to keep the focus on understanding generational differences and to adopt a more nuanced and thoughtful leadership style in the quest to enhance the performance of both individuals and the organization.

Figure 3: Individual Directions Inventory for Baby Boomers, Gen X, Millennnials and Gen Z