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LEADERSHIP isa Orrell is a hot property. The author of Millennials Incorporated is one of a handful of trainers and consultants who advise companies on leading the newest generation of workers. “I’ve had more calls for seminars for managing Millennials in the last two years than the previous five or six,” says Orrell, whose clients include Cisco, eBay, Johnson & Johnson and Blue Cross Blue Shield. Also known as Generation Y, the 80 million Americans born between the early 1980s and the early 2000s began entering the work force nearly 15 years ago. But now they’re taking it over, with experts saying they’ll comprise nearly half of U.S. employees by 2020. And leading them successfully is an altogether different proposition than leading previous generations. Today’s successful leader has a built-in awareness of the similarities and differences between generations, and how the various age groups prefer to be engaged. This is especially true when it comes to attracting, getting the most out of and retaining the outspoken Millennial group. Dan Epstein is CEO of ReSource Pro, a New York City-based company that provides outsourcing services for the insurance industry. He says his staff is roughly 90 percent Millennials. “I do see a culture clash between some managers and young employees,” he says. “With top-down management—‘Just do what I say’—there’s gonna be that clash.” Tammy Erickson, author of Plugged In: The Generation Y Guide to Thriving at Work and an executive fellow at the London Business School, co-directs a leadership program for senior executives. “I’d say 90 percent of the Gen X managers I work with are exasperated by Millennials,’’ she says. “They say, ‘I had to wait my turn; you need to wait yours. I had to follow rules. So do you. You’re asking for something quite different than what I had to go through.’” Those feelings are “very human, very normal,” she says, “but I tell them, ‘It’s not going to do you any good to feel that way. There’s no upside for you. If you want to keep them, then motivate them and make their work more meaningful and challenging than Boomers made it for you. That’s water over the dam.’” As a leader, Epstein attempts to satisfy the newer generation’s desire to be creative, to have important, interesting roles and to have a say in their company’s activities. “We’ve taken a hard look at our work process, to give people a better sense of where they fit in and how they’ll feel more engaged,” he says. To that end, he conducts annual employee engagement surveys that have led to significant changes at ReSource Pro. For example, in recent years he implemented budgets for employees to do social activities together. “They get to choose how they spend it,” he says. “Some decide to go on trips together. We want to create a culture where employees feel their values are respected.” He also adjusted his company’s compensation program to accommodate Millennials who want to move up the corporate ladder quickly. “They want forward progression,” he points out of his young work force. “Rather than infrequent promotions with large increases, we do more frequent with less increase. It lets people feel they’re moving forward.” Indeed, more than previous generations, Millennials are living for that immediate satisfaction. “The biggest, most important difference between Millennial workers and their Boomer or Gen X managers is that they really focus on characteristics of what they are doing in the moment,” Erickson says. PHOTO © GETTY IMAGES/BRAND NEW IMAGES 44 ENTREPRENEUR MARCH 2015
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