Managing the Millennials

Discover the Core Competencies for Managing Today's Workforce

Wiley, 2010

15 min read

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Of course, you’re not old. But if you were born before 1978, you need some new management techniques.

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Those difficult 20-somethings in your workforce address the CEO by first name, talk out of turn in meetings, and show up late but gladly pull all-nighters. They bristle at your suggestions but thrive on complex challenges. They’re special – that’s what their parents and teachers always told them. They’re the Millennials, complex, multitasking, technologically savvy, exasperating, bright but entitled new employees entering the workforce by the millions. Consultants and professors Chip Espinoza, Mick Ukleja and Craig Rusch offer tactics and strategies for managers confused by this unpredictable generation. Though the authors don’t mind painting this or any other generations with a very broad brush, they still present much useful advice. getAbstract suggests throwing out the rule book and adopting the authors’ nine strategies for getting the most out of your youngest workers.

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Generation Traits and Gaps

Millennials form the “most educated and technologically savvy generation ever.” Their parents sheltered them and gave their lives structure. The US workforce now includes 31 million Millennials, and that number will increase steadily in the next five years. When people of the same age experience high-impact events, they develop a similar mind-set that shapes lifelong perspectives and values.

People born between 1925 and 1945 form the Builders generation and were shaped by The Great Depression, Roosevelt’s presidency, World War II and its aftermath. They respect authority, value a strong work ethic and expect to wait for rewards. Builders often worked for one company their entire careers.

Following the Builders came the Baby Boomers, the more than 80 million Americans born between 1946 and 1964. They experienced the emergence of television and rock and roll, the Vietnam conflict, the civil rights and the women’s movements. For Boomers, work is about accumulating material wealth and creating a professional identity.

Arriving between 1965 and 1977, Generation Xers – 38 million strong – bridge Baby Boomers and Millennials. They grew...

About the Authors

Chip Espinoza teaches leadership seminars and heads GeNext Consulting. Mick Ukleja is founder and president of LeadershipTraQ. Craig Rusch teaches anthropology at Vanguard University in California.

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J. H. 9 years ago

Great summary with some very good insight to how to lead a team of millennials! Get on board quickly or get run over.
W. G. 9 years ago

This book opens your eyes to the differences in personality and work ethics or the different generations. There is definitely a difference in management styles for the different generations. The Millennial do not need as much direction as the baby boomers. However, they are not as social in the team environments.
J. P. 10 years ago

I realize that this is a summary of a generalization about millennials, but I feel it is saying that millennials are people we hire to be our children at work. Fortunately, the millennials I work with exhibit the positive attributes expressed in the summary and not the negatives. It's interesting that in one of the other summaries for this month, Managing the Older Employee, Gen Xers are described in much the same way as millennials are in this summary. The other book was written in 2006 and this one in 2010. Interesting how focus has moved from one generation to the next in just a few years, but the views are similar.

Chip Espinoza, Mick Ukleja and Craig Rusch

Managing the Millennials

Discover the Core Competencies for Managing Today's Workforce

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