Millennial managers and executives are confronted with an aging workforce that is well established in a performance status quo. New technologies are driving change in the workplace and many employees from the aging workforce are putting in time until they retire. What should the millennial manager/executive do to be effective and maintain and enhance productivity and efficiencies? The majority of the employees are older than the millennial managers and executives. There are always new projects that have to be completed and tasks delegated to others within the organization, and many times employees do not have a sense of urgency, or don't really listen to the project deliverables until the X or boomer director steps in and leads the project. Millennials have been placed in a precarious position since technology has thrust them into executive management roles. In the technologically driven workplace world, this is an increasing problem as younger yet experienced millennial managers come on to the scene. Millennial executives are not being disrespectful to anyone, but it's hard when they are trying to get the job done and no one will listen!

1. 8 Leadership Tips for Millennials
Rex Gatto Ph.D., BCC
Millennial managers and executives are confronted with an aging workforce that is well
established in a performance status quo. New technologies are driving change in the workplace
and many employees from the aging workforce are putting in time until they retire. What should
the millennial manager/executive do to be effective and maintain and enhance productivity and
efficiencies? The majority of the employees are older than the millennial managers and
executives. There are always new projects that have to be completed and tasks delegated to
others within the organization, and many times employees do not have a sense of urgency, or
don't really listen to the project deliverables until the X or boomer director steps in and leads the
project. Millennials have been placed in a precarious position since technology has thrust them
into executive management roles. In the technologically driven workplace world, this is an
increasing problem as younger yet experienced millennial managers come on to the
scene. Millennial executives are not being disrespectful to anyone, but it's hard when they are
trying to get the job done and no one will listen!
Following are tips for millennial leaders:
Let’s begin by looking at the work styles of Boomers, Xers, and Yers (please keep in mind these
are general comments for reflection)
Boomers:
• High Personal Expectations
• Democratic Workplace
• Willing to go the Extra Mile

2. • Want to Please
• Good Team Players
• Not Naturally “Budget Minded”
• Overly Sensitive to Feedback
Xers
• Willing to Transfer Jobs and Companies
• Balance Personal Life and Work
• Adaptable
• Techno-literate
• Not intimidated by Authority
• Impatient
• Lack People Skills
• Inexperienced
• Cynical
Yers
• Seek Immediate Feedback
• Like to Be Asked for Input
• Like Teamwork
• Tenacious
• Heroic Spirit
• Multi-Tasking Capabilities
• Technologically Savvy
• Need for Supervision and Structure
• Inexperienced, particularly with handling difficult people issues
The next question to consider is what Motivates Boomers, Xers, and Yers (please keep in mind
these are general comments for reflection)
Boomers:
• Perks
• Titles
• Messages that Motivate
• You’re important to our success
• You’re valued here
• Your contribution is unique and important
• We need you
• I approve of you
• You’re worthy
Xers

3. • More Control of Time
• Individual Recognition
• Challenges and Flexibility
• Messages that Motivate
• Do it your way
• We’ve got the newest hardware and software.
• There aren’t a lot of rules here
• We’re not very corporate
Yers
• Value Hardworking Coworkers
• Appreciated Concrete, Specific Recognition
• Messages that Motivate
• You’ll be working with other bright, creative people.
• Your boss is in his (or her) sixties.
• You and your coworkers can help turn this company around.
• You can be a hero here.
Keeping the work style and motivators in mind, there are methods to help you better collaborate
in the workplace. The following are suggestions for you:
• Present the Big Picture. Outline the goals, outcomes, or results you want to have
accomplished.
• Present yourself with confidence. Listen to what others have to say and think of at least
three questions people will have for you. Generating questions and listening to the
answers will help you to think like the people you want to influence.
• Indicate how and what people need to do help to meet the goal. Outline each person’s
role in accomplishing the big picture.
• Indicate the benefits. Benefits are a gain. Outline the benefits to the organization,
customer and department. Outline how each will benefit from this project. Furthermore,
outline how this will help meet the organization’s goals.
• Get input from all involved. Ask how they will get the job done; when they will get it
done; what they will do to get it done; who will be involved; and what obstacle/problems
they foresee that need to be overcome. Use visuals and outline an agenda so
communication is clear for responsibilities, due dates, and other issues.
• Meet with people one-on-one so they get to know you. Building a professional
relationship with people is very important. You need to get to know them, as they need to
get to know you.
• Be yourself. You work with people, not positions. Most people want to succeed at
work. Let people know how you will support them and help them to succeed. Focus on
what you agree on in getting the job done.
• Listening means: I hear what you say and I will follow-up with action. The employees
probably hear you but are not following-up. Why? You need to build professional
relationships, and realize that work is more than work, it is getting to know people and

4. letting them demonstrate their talents. Your presentation with people and relationships
are very important and should reflect the above points.
Try the above ideas to support your development and to see if your communication and influence
is accepted by the different generations (aka older employees).
Rex Gatto Ph.D., BCC
President
Gatto Associates LLC.
412 344-2277 (Office)
www.rexgatto.com
rex@rexgatto.com