nment. The alternative is taking the highway, which they do without hesitation. Because they had significant attention, guidance, and kudos growing up, they expect it at their job as well. Boomer managers are not necessarily the best praisers of their employees (ironically since they’re so good at it at home), and giving it freely for everyday tasks is a tough pill to swallow. But those who “get it” and can deliver it genuinely are the ones seeing results: happier employees, more productivity, and less turnover. Millennials will commit themselves to people, not companies. That means that if they report to a mentor (“boss” is a dirty word) that nurtures them, gives them meaning in their work, and thanks them often, they’ll stay (longer than the average 16 months they’re statistically known to). Here are some other key characteristics to consider for better understanding “kids” these days:

1. They need to hear from you. This

“What’s going on with kids these days? They just don’t have the same work ethic we do.” Many have uttered these words in frustration and confusion, expecting it will change eventually. Reality is setting in that “kids these days”, known as the Millennial Generation, don’t have the same work ethic that their older managers and supervisors do. They’re not conforming to Boomer ways; instead they are the catalyst to reworking work ethic altogether.

Millennials, in their early to mid twenties, are entering our companies in massive numbers, and they simply don’t view work in the same way we do. The “we” in this case, are representatives from the Baby Boomer generation, likely the ones to be at the helm of today’s organization in management and supervisory roles. We Boomers have been in the majority, enjoyed strength in numbers, and built work-rules and codes of conduct that were clearly understood by our own. But our rules and codes are as cryptic as Morse Code to the younger crowd - here’s why.

The Boomer Work Ethic
A typical workweek could be sixty hours, and we often bring work home. We had to compete viciously to get to where we are today, and climbing the corporate ladder is an important driver in our success. We have high expectations of ourselves, and others, for contributing 110% or more to the job. Sound familiar? Let’s take a stroll down memory lane to see why.

Work ethic was formed long before we got to our first jobs. Our families, schools, neighborhoods, and society molded us into the competitive and driven creatures that we’ve become. We came into the world in big numbers, which meant that we had to frequently compete for the attention of our parents, teachers, and other adults in order to get noticed. We lived with structure and rules and respected authority. We got our first job at a young age, and learned early on what it meant when our bosses said, “it’s my way or the highway”.

As we developed in our careers, we found that if we didn’t work harder and smarter than the next person, we could easily be replaced, or eliminated altogether. Therefore, we always worked with our noses to the grindstone and struggled to pull ourselves up to the next rung of the proverbial ladder.

Baby Boomer Babies = Millennials
Millennials, the children of Baby Boomers, are a completely different animal at work, and we have ourselves to thank for it. Like any parent, we want more for our children than we had ourselves. One of the most obvious displays of this is the amount of attention Boomer parents have paid to our children. We coined the phrase, “quality time, not quantity time”. We’re still working sixty-hours, but also making opportunities to tend to and focus on our children. Since we had to struggle for individuality, praise, and doting on, we laid it on thick for our precious cargo (remember the Baby on Board signs we proudly displayed in our cars?). As a result of our abundant encouragement, our children grew up confident, involved, and applauded for their efforts (not necessarily achievements). Parents praised their children for running the field, not necessarily for scoring the goal. Everyone on the soccer team got a trophy, not just the Most Valuable Player.

So now we have these tended-to individuals in our workplaces, and we wonder why they’re so praise-needy and sure of themselves. Once we recognize why they are who they are, and that they’re unlikely to change with our version of “my way or the highway”, we’ve won half the battle. The other half is changing work rules that better suit the new work ethic.

The Millennial Work Ethic
Millennials do have a lot to offer their employers, but they’ll only deliver under the right circumstances and in the right environment. The alternative is taking the highway, which they do without hesitation. Because they had significant attention, guidance, and kudos growing up, they expect it at their job as well. Boomer managers are not necessarily the best praisers of their employees (ironically since they’re so good at it at home), and giving it freely for everyday tasks is a tough pill to swallow. But those who “get it” and can deliver it genuinely are the ones seeing results: happier employees, more productivity, and less turnover. Millennials will commit themselves to people, not companies. That means that if they report to a mentor (“boss” is a dirty word) that nurtures them, gives them meaning in their work, and thanks them often, they’ll stay (longer than the average 16 months they’re statistically known to). Here are some other key characteristics to consider for better understanding “kids” these days:

1. They need to hear from you. This

s cryptic as Morse Code to the younger crowd - here’s why.

The Boomer Work Ethic
A typical workweek could be sixty hours, and we often bring work home. We had to compete viciously to get to where we are today, and climbing the corporate ladder is an important driver in our success. We have high expectations of ourselves, and others, for contributing 110% or more to the job. Sound familiar? Let’s take a stroll down memory lane to see why.

Work ethic was formed long before we got to our first jobs. Our families, schools, neighborhoods, and society molded us into the competitive and driven creatures that we’ve become. We came into the world in big numbers, which meant that we had to frequently compete for the attention of our parents, teachers, and other adults in order to get noticed. We lived with structure and rules and respected authority. We got our first job at a young age, and learned early on what it meant when our bosses said, “it’s my way or the highway”.

As we developed in our careers, we found that if we didn’t work harder and smarter than the next person, we could easily be replaced, or eliminated altogether. Therefore, we always worked with our noses to the grindstone and struggled to pull ourselves up to the next rung of the proverbial ladder.

Baby Boomer Babies = Millennials
Millennials, the children of Baby Boomers, are a completely different animal at work, and we have ourselves to thank for it. Like any parent, we want more for our children than we had ourselves. One of the most obvious displays of this is the amount of attention Boomer parents have paid to our children. We coined the phrase, “quality time, not quantity time”. We’re still working sixty-hours, but also making opportunities to tend to and focus on our children. Since we had to struggle for individuality, praise, and doting on, we laid it on thick for our precious cargo (remember the Baby on Board signs we proudly displayed in our cars?). As a result of our abundant encouragement, our children grew up confident, involved, and applauded for their efforts (not necessarily achievements). Parents praised their children for running the field, not necessarily for scoring the goal. Everyone on the soccer team got a trophy, not just the Most Valuable Player.

So now we have these tended-to individuals in our workplaces, and we wonder why they’re so praise-needy and sure of themselves. Once we recognize why they are who they are, and that they’re unlikely to change with our version of “my way or the highway”, we’ve won half the battle. The other half is changing work rules that better suit the new work ethic.

The Millennial Work Ethic
Millennials do have a lot to offer their employers, but they’ll only deliver under the right circumstances and in the right environment. The alternative is taking the highway, which they do without hesitation. Because they had significant attention, guidance, and kudos growing up, they expect it at their job as well. Boomer managers are not necessarily the best praisers of their employees (ironically since they’re so good at it at home), and giving it freely for everyday tasks is a tough pill to swallow. But those who “get it” and can deliver it genuinely are the ones seeing results: happier employees, more productivity, and less turnover. Millennials will commit themselves to people, not companies. That means that if they report to a mentor (“boss” is a dirty word) that nurtures them, gives them meaning in their work, and thanks them often, they’ll stay (longer than the average 16 months they’re statistically known to). Here are some other key characteristics to consider for better understanding “kids” these days:

1. They need to hear from you. This

hen our bosses said, “it’s my way or the highway”.

As we developed in our careers, we found that if we didn’t work harder and smarter than the next person, we could easily be replaced, or eliminated altogether. Therefore, we always worked with our noses to the grindstone and struggled to pull ourselves up to the next rung of the proverbial ladder.

Baby Boomer Babies = Millennials
Millennials, the children of Baby Boomers, are a completely different animal at work, and we have ourselves to thank for it. Like any parent, we want more for our children than we had ourselves. One of the most obvious displays of this is the amount of attention Boomer parents have paid to our children. We coined the phrase, “quality time, not quantity time”. We’re still working sixty-hours, but also making opportunities to tend to and focus on our children. Since we had to struggle for individuality, praise, and doting on, we laid it on thick for our precious cargo (remember the Baby on Board signs we proudly displayed in our cars?). As a result of our abundant encouragement, our children grew up confident, involved, and applauded for their efforts (not necessarily achievements). Parents praised their children for running the field, not necessarily for scoring the goal. Everyone on the soccer team got a trophy, not just the Most Valuable Player.

So now we have these tended-to individuals in our workplaces, and we wonder why they’re so praise-needy and sure of themselves. Once we recognize why they are who they are, and that they’re unlikely to change with our version of “my way or the highway”, we’ve won half the battle. The other half is changing work rules that better suit the new work ethic.

The Millennial Work Ethic
Millennials do have a lot to offer their employers, but they’ll only deliver under the right circumstances and in the right environment. The alternative is taking the highway, which they do without hesitation. Because they had significant attention, guidance, and kudos growing up, they expect it at their job as well. Boomer managers are not necessarily the best praisers of their employees (ironically since they’re so good at it at home), and giving it freely for everyday tasks is a tough pill to swallow. But those who “get it” and can deliver it genuinely are the ones seeing results: happier employees, more productivity, and less turnover. Millennials will commit themselves to people, not companies. That means that if they report to a mentor (“boss” is a dirty word) that nurtures them, gives them meaning in their work, and thanks them often, they’ll stay (longer than the average 16 months they’re statistically known to). Here are some other key characteristics to consider for better understanding “kids” these days:

1. They need to hear from you. This

thick for our precious cargo (remember the Baby on Board signs we proudly displayed in our cars?). As a result of our abundant encouragement, our children grew up confident, involved, and applauded for their efforts (not necessarily achievements). Parents praised their children for running the field, not necessarily for scoring the goal. Everyone on the soccer team got a trophy, not just the Most Valuable Player.

So now we have these tended-to individuals in our workplaces, and we wonder why they’re so praise-needy and sure of themselves. Once we recognize why they are who they are, and that they’re unlikely to change with our version of “my way or the highway”, we’ve won half the battle. The other half is changing work rules that better suit the new work ethic.

The Millennial Work Ethic
Millennials do have a lot to offer their employers, but they’ll only deliver under the right circumstances and in the right environment. The alternative is taking the highway, which they do without hesitation. Because they had significant attention, guidance, and kudos growing up, they expect it at their job as well. Boomer managers are not necessarily the best praisers of their employees (ironically since they’re so good at it at home), and giving it freely for everyday tasks is a tough pill to swallow. But those who “get it” and can deliver it genuinely are the ones seeing results: happier employees, more productivity, and less turnover. Millennials will commit themselves to people, not companies. That means that if they report to a mentor (“boss” is a dirty word) that nurtures them, gives them meaning in their work, and thanks them often, they’ll stay (longer than the average 16 months they’re statistically known to). Here are some other key characteristics to consider for better understanding “kids” these days:

1. They need to hear from you. This

nment. The alternative is taking the highway, which they do without hesitation. Because they had significant attention, guidance, and kudos growing up, they expect it at their job as well. Boomer managers are not necessarily the best praisers of their employees (ironically since they’re so good at it at home), and giving it freely for everyday tasks is a tough pill to swallow. But those who “get it” and can deliver it genuinely are the ones seeing results: happier employees, more productivity, and less turnover. Millennials will commit themselves to people, not companies. That means that if they report to a mentor (“boss” is a dirty word) that nurtures them, gives them meaning in their work, and thanks them often, they’ll stay (longer than the average 16 months they’re statistically known to). Here are some other key characteristics to consider for better understanding “kids” these days:

1. They need to hear from you. This group does not subscribe to the notion of “no news is good news” from their managers. They need feedback, and they need it often. They won’t accept waiting for the annual review to hear about their contribution. Remember, they were raised by parents who directed and redirected them regularly. If delivered in a way that is positive and constructive, Millennials will respond well to your verbal check-ins on a frequent basis.

2. Be prepared for dual feedback. They’re confident in their abilities and will make a point to let you know about it. When giving feedback or advice, you best be prepared for some in return. They’re used to their opinions counting; so if you ask for their thoughts, and really listen, you’re sure to see a favorable response.

3. The don’t care about the corporate ladder. They’re not as interested in putting extra time and effort in to achieve promotions and titles like Boomers are. They enjoy the flexibility of a corporate lattice, not ladder. They want to move up, down, or laterally when it suits their life.

4. They get bored easily. These kids grew up with a lot of stimuli. They were provided computerized, interactive toys since early childhood, not the Slinky that entertained a Boomer for hours. A Time Magazine article in March of 2006 reported that kids are hardwired to some devices for more than six hours a day on average. Therefore, when they get to the workplace, if they don’t have variety of tasks, high-tech equipment, and the opportunity to switch things up, they get bored and frustrated – fast.

5. They’ll do the meaningful and interesting work first, and best. If they can understand the meaning of their job - and tasks - and feel they contribute in an important way, they’re likely to stick around. They need to understand their role within the organization, and feel good about it. Gone are the days of “job descriptions”. Forward-looking organizations are writing “role descriptions” and finding it to make a difference.

6. They have a life. They won’t wait a year before getting one week of vacation time. They need to have some flexibility in their schedule, even if it means taking an unpaid day or week off. They have busy lives, and unlike Boomers and our parents where work came first, they focus on their personal interests and recreation wth more zest and zeal than their jobs.

7. They like to have fun. You might hear, “Lighten up, it’s just a job.” from this group. They expect work and fun to be interconnected. They’re social, used to working in groups, and like to break up a day with an entertaining diversion.

8. They’re connected. With a few clicks on their myspace profile, or comment in their blog, they can let hundreds – even thousands – of their peers know just what they think about their employer. This could be a very powerful recruiting tool for the company that “gets it” and embraces the expectations of their group.

The bottom line on the newest members of our companies is that their work ethic is very strong, but different, than what Boomer employers have grown accustomed to. Millennials are quick studies, goal oriented, and loyal to individuals. They have a lot to contribute to the workplace. Just ask one.