Dennis Ahrens, M.Sdennis.ahrens@comcast.net

Developing Millennials as Leaders

Wood’s Creek Consulting CompanyExecutive Peer GroupSeptember 24, 2009

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Generations in the Workplace

Matures / Traditionalists / Veterans (1947 & earlier)

Boomers (~1948 – 1964 Generation X (~1965 – 1980) Generation Y (~1981 – present)

Demographics

Largest generation in history (30% of world’s 6 billion inhabitants)

Most racially and ethnically diverse US generation ever

Digital natives

Key Messages

Consistent and compelling messages driven into this generation:

You are special Leave no one behind Connect 24/7 Achieve now Serve your community

The Downside

Lacking Critical Traits & Skills

Work ethic Discretion Independence Realistic

Expectations The Basics Soft Skills (e.g.,

conflict resolution)

The Incredible Upside

Brighter than previous generations, scoring 15 points higher in terms of raw intelligence than kids 50 years ago

Work collaboratively, gathering information quickly and sharing it readily

Possibly the next hero generation

Characteristics

Confident and Goal Oriented Connected and Interdependent Optimistic and Hopeful Inclusive and Team Oriented Equitable and diverse Impatient Conventional

Tremendous Leadership Potential ?Distinctive Traits of Leaders

Drive Honesty and integrity Self-confidence Cognitive ability Knowledge of the business Desire to lead

Hesitant to Lead?

Top down / command and control leadership not important

Resistant to accepting traditional role-based leadership positions

Work / Life balance is a priority

Successful Leadership Development Efforts

1. Individual learner characteristics 2. The quality and nature of the

leadership development program 3. Genuine support for behavioral

change from the leader's supervisor

1. Individual learner characteristics

Motivation to learn High achievement drive Openness to experience Internal locus of control Self-monitoring

2. Quality and nature of the leadership development program

Self-paced e-learning On-the-job Job aids Role Plays and Group Simulations Case Studies Project-Based Leadership

Project Based Leadership

Millennials with effective skills that include leadership abilities will emerge as leaders in projects despite aversion to a long-term management as a career. Create environment in which leaders will emerge Define the mission Remain flexible enough to refine and redefine it Embrace the emergent behavior of communities. Take advantage of the skills of multiple leaders

3. Genuine support for behavioral change from the leader's supervisor

MENTORING RELATIONSHIPS!

Types of Mentoring Relationships

Relationship Focus

Coach Sill development (“how to”) and motivation to use those skills

Sponsor Career guidance for emerging leaders

Counselor Advice and perspective

Contemporary Personal model for business and personal success

Mentoring Tips

Provide lots of challenges Consider mentoring Millennials in groups so

they can act as each other's resources or peer mentors

Because they appreciate structure and stability, mentoring Millennials should be more formal Set meetings More authoritative attitude on the mentor's part. Break down goals into steps Offer any necessary resources and information

needed to meet the challenge

Our next generation of leaders can emerge quickly, if we…

Involve them in collaborative, team-based projects and environments

Provide a variety of projects, assignments, and career opportunities

Integrate them with the existing workforce to create innovative work environments that challenge assumptions and create new opportunities

Develop mentoring relationships Recognize their contributions by adapting to (and learning

from) their technology and networked-based approaches to accomplishment

Accept they will evolve as leaders who look very different from the generations currently in the workplace