There’s lots of common folklore about Gen Y – some of it less than positive – i.e., that they have a highly cultivated sense of entitlement and need too much attention. In a knowledge-based workforce relying on effective collaboration, decoding and understanding generational types are vital to productive work environments.
Boomers, and even Gen X members came of age in an era where researching and finding information was an important component of competence, and required patience and focus. Despite 'hippie' stereotypes, fortitude and a strong work ethic characterize this generation.
But what are the characteristics of Gen Y in contrast, and what needs to be understood as they move into the workforce, and as they exert their consumer power?
At a Stanford Executive briefing today, Dr. Kit Yarrow, Professor of Psychology and Marketing at Golden Gate University offered tangible insight, based on her research, into how Gen Y is psychologically different from older generations, and laid out helpful tactics for managers and leaders to use to effectively manage and engage members of this 83 million strong population.
Gen Y – Who Are They?
The members of Gen Y are not just young, according to Yarrow, but different – raised in a child-centered culture of flattened family hierarchies, with abundant, pervasive access to technology since their early years. With 83% of them sleeping with their cellphones, and spending 11 hours a day consuming media, this generation of 13-33 year olds have different perspectives on the world. In fact, there’s even an intra-generational ‘gaplet’, according to Yarrow between the 13-19 year olds and 20+ members in terms of technology and internet engagement.
This Y generation is team-oriented, confident and proud, embraces diversity. They are daring and less fearful of change, and are innovative and open-minded.
Technology-The Third Hand and Second Brain
Technology, as Yarrow says, is this generation’s third hand and second brain, altering, through extended, daily use, their cognitive functioning, impacting their relationships, (for them attention, not money is a primary status factor) and facilitating their sense of personal power. The steady, constant engagement with technology influences and elevates the importance of innovation, and very importantly, drives them to active engagement, not passive learning.
Overload and Anxiety
The challenges for Gen Y is that they are often overloaded with options, uncomfortable with ambiguity, and expect frequent attention and feedback, personalized solutions and relevance. With a childhood that was high on attention by adults, and the concomitant stream of steady affirmations and awards for everyday behavior, this generation is the most anxious generation ever.
While they won’t necessarily automatically respect the authority or accomplishments of boomer or Gen X managers, they are unlike the boomers, who in their youth expressed the mantra of ‘don’t trust anyone over 30’. Gen Y’s members, in fact, tend to appreciate boomer managers.
Empathy and Boundaries
For boomer or Gen X managers, Yarrow offer keys to connecting well with Gen Y workers; show empathy (not anger) at their behaviors, engaging with a sense of humor. As they are a psychologically anxious generation, the antidote to their anxiety is clear boundary setting - clarifying responsibility, accountability the ‘club’ rules and clearly outlining the perimeters of the work community.
Relevance and Visibility
As Yarrow indicated, in surveying Gen Y members, 51% would take lower pay for more meaningful work, but no matter what the work environment, they value knowing the impact their work has on society, and how their work helps someone – whether it be their boss, peers, clients or customers.
For Gen Y, ‘being seen’ or noticed is a primary value for them, so successful managers and leaders would make sure they feel included (within boundaries) receive frequent feedback, more personal feedback and awards, and visible praise.
And what about Gen Y managing Gen X and boomers? That would be a topic for another hour-long discussion with Dr. Yarrow.
As she pointed out, successful boomer and Gen X leaders need to adapt and include an understanding of Gen Y, incorporating generationally relevant tactics in their management practice.
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