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Coaching

What Every Manager Should Know Why Generation Y Quits

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What Every Manager Should Know Why Generation Y Quits

Millennials, or the Generation Y or Gen Y cohort, are much better educated. They’re tech-savvy, more achievement-oriented, and better problem-solvers than preceding generations.

Millennials also tend to be restless with their career progression, demanding salary and job flexibility. They’re quick to move on if something better beckons. Millennials aren’t interested in the financial success that inspired the Boomers or the independence that characterizes the Gen Xers, but in personalized career paths.

Employers often gripe that millennials seem entitled and overly ambitious. And even if they’re high-maintenance, they’re hungry and willing to do what it takes to prove themselves.

To prevent Gen Y retention problems, create an environment where they have room to make an impact and give them the autonomy, support, and training to get there.

Idea for Impact: Millennials become disengaged quickly in the workplace—they’re impatient with things that do not lead to learning or advancement. They never stop questioning the status quo; they don’t want to be told they must do their time and wait in line. Give them a way to move up promptly, with fun and challenges along the way.

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  4. Seven Real Reasons Employees Disengage and Leave
  5. Don’t Use Personality Assessments to Sort the Talented from the Less Talented

Goal-Setting for Managers: Set Tough but Achievable Challenges

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Finding the middle ground between setting the bar too low and too high can challenge managers.

Sure, aggressive goals can spark great accomplishments, but they also can induce employees to bend or break the rules in pursuit of those goals, as the Wells Fargo and Volkswagen scandals illustrate.

Set Tough but Achievable Challenges When employees get comfortable with their usual tasks, it’s time to push them outside their comfort zones. New responsibilities can propel employees to take on new challenges and learn new things.

However, before giving employees new tasks, take away some of the older responsibilities they’ve already mastered. Many people feel they have an unrealistic amount of work to do already. If you aren’t prudent enough to keep your employees’ workloads in check, giving “stretch” assignments can lead to burnout, not growth.

Idea for Impact: Goals that are too high or low can be demotivating. Set goals that are challenging and inspiring but with extra effort, realistically attainable.

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  3. Eight Ways to Keep Your Star Employees Around
  4. Seven Real Reasons Employees Disengage and Leave
  5. Don’t Push Employees to Change

Never Skip Those 1-1 Meetings

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Never Skip Those 1-1 Meetings The weekly 1-1 meeting with direct reports is usually the first casualty of managerial overload. A few email exchanges or ad hoc encounters aren’t a reliable alternative for the open line of communication set forth by a regular 1-1 meeting, especially if an employee needs a problem addressed or priorities adjusted in changing situations.

Idea for Impact: Keep your commitment to do whatever is feasible to preserve your 1-1s with direct reports—in both schedule and content—even if it means having an abbreviated meeting or adjourning to later in the week.

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  4. General Electric’s Jack Welch Identifies Four Types of Managers
  5. Eight Ways to Keep Your Star Employees Around

Listen and Involve

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Participative Management Style All too often, leaders live in a culture of telling. They see their role as instructing others what to do, to plow through by compliance. But true leadership is eliciting commitment.

People want their thinking to count. If there’s a better way to carry out a task, they want to be able to identify it and put it into action. They’re more spurred to prevail at a challenge if they have a commitment to their work by their own volition. Hence, leaders should engage their people in choosing the goals the group needs to accomplish.

Idea for Impact: Leaders who play a participative management style derive enormous rewards in efficiency and work quality. Find opportunities to have direct conversations with individual employees and teams about what can be done to improve effectiveness.

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Giving Feedback and Depersonalizing It: Summary of Kim Scott’s ‘Radical Candor’

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It takes finesse to tell your boss and colleagues what you really think and address conflicts with urgency. When individuals are hesitant to talk frankly to each other, unresolved conflict can wreak havoc on productivity and culture.

'Radical Candor' by Kim Scott (ISBN 1529038340) Former Google and Apple executive Kim Scott’s bestselling Radical Candor (2017) can help if you struggle with delivering honest feedback with the subtlety that suits the relationship. To avoid turning criticism into a personal attack, Scott suggests phrasing feedback using a “situation-behavior-impact” recipe (identical to the Manager Tools’ Feedback Model I’ve recommended for years): describe the situation where the problem behavior appeared, the other’s specific actions, and their impact. Instead of “You’re sloppy,” tell, “You’ve been working nights and weekends, and it’s taken a toll on your accuracy.” Scott also extends directions on how to educate to deal with conflict, strike positive solutions, and foster a fertile conflict mindset that everybody embraces.

Recommendation: Speedread Radical Candor. If you condone the narrative inconsistencies, excessive name-dropping, and banal Silicon Valley tenor, this text will teach you how tactful conflict and giving honest feedback can be an impetus for positive change. Bruised egos and problems nipped in the bud are better than the alternative—stalled projects, mediocre work, and resentment that festers on.

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  5. Fire Fast—It’s Heartless to Hang on to Bad Employees

You Need a Personal Cheerleader

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You Need a Personal Cheerleader Many people credit some of their success to others who believed in them and urged them on when their confidence waned.

A personal cheerleader could be a companion, friend, or family member who believes in you, takes an eager interest and encourages you, and helps lift your self-confidence, even if they raise some practical questions.

This cheerleader could indeed be a mirror through which you can see yourself. Somebody who encourages you to process and think through your experiences and reframe mistakes as opportunities to learn. Somebody who can help you notice things you do well, however small.

Idea for Impact: A personal cheerleader is pivotal to a meaningful, resilient life. Curtailing negative self-talk is difficult when you’re trying to build your self-confidence.

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  5. Fire Fast—It’s Heartless to Hang on to Bad Employees

Don’t Manage with Fear

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Stop Leading Through Fear---Gain Commitment, Not Compliance The ability to rouse fear has forever been an essential tool of management. Fear can be an effective mobilization tool in the short term. But fear breeds complicity, not commitment.

Instead of fear-based tactics, try soft power. Build trust and gain influence using these methods.

  1. Develop an inspiring vision. Work hard to follow through on implementing that vision and celebrate even little accomplishments along the way.
  2. Communicate expectations. Ask, “How can I help you do your job better?” Follow up. No need to keep everything too close to the vest. You needn’t tell everything you know, but what you say and do has to be true.
  3. Solve problems quickly. Push for results. Set aside some time for review and create options or actions that are apt for your team’s situation. Be tough where you must be, kind where you can be.

Idea for Impact: Don’t take the fear approach with employees. With motivation, fear works—up to a point. Understand how your people view your leadership style and ensure your behavior doesn’t cross the line between pushing them hard and pushing them away.

Wondering what to read next?

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  3. Listen and Involve
  4. To Micromanage or Not?
  5. Avoid Control Talk

How to Lead Sustainable Change: Vision v Results

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In the Drucker Foundation’s Leader to Leader (1999,) Harvard Business School professor John Kotter proposes one of my favorite visuals on the essence of noticeable results that bear witness to a leader’s vision of change:

How to Lead Sustainable Change: Vision v Results

This illustration encapsulates why some organizational change initiatives succeed while others never get off the ground or break down after a while. Kotter observes,

Results and vision can be plotted on a matrix that has four dimensions. Poor results and weak vision spell sure trouble for any organization. Good short-term results with a weak vision satisfy many organizations—for a while. A compelling vision that produces few results usually is abandoned. Only good short-term results with an effective, aligned vision offer a high probability of sustained success.

Idea for Impact: The only way a leader can produce a well-paced, sustainable, and transformational change is by mobilizing the people around her to appreciate the benefits for them in her vision of the desired future. Ongoing results oblige visibility into progress and will catalyze the organization’s commitments.

Read Kotter’s Leading Change (1996,) an influential missive on change management.

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  4. Don’t Reward A While Hoping for B
  5. To Inspire, Pay Attention to People: The Hawthorne Effect

Direction + Autonomy = Engagement

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Direction + Autonomy = Employee Engagement The best way to achieve results as a manager is to give your team clear objectives and then allow them to approach the tasks in whatever manner that makes sense. You can suggest deadlines, schedule check-in appointments, and make yourself available for questions. People tend to take more pride in their work when they aren’t micro-managed. Delegate results when you can and interfere only when you must.

Observe the strengths and weaknesses of each employee and assign tasks based on what will allow each individual to thrive. When employees feel invested in a task, whether because they volunteered for it or because it employs their strengths, they are more likely to take ownership of their work and excel on the project. Have faith in your employees’ ingenuity and give them much latitude in how they do things.

Idea for Impact: Often, the most potent motivator for employees isn’t money—it’s the opportunity to learn, expand responsibilities, contribute and gain appreciation, and be recognized for achievements.

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  1. Don’t Push Employees to Change
  2. A Guide to Your First Management Role // Book Summary of Julie Zhuo’s ‘The Making of a Manager’
  3. General Electric’s Jack Welch Identifies Four Types of Managers
  4. To Inspire, Pay Attention to People: The Hawthorne Effect
  5. Fire Fast—It’s Heartless to Hang on to Bad Employees

The Good of Working for a Micromanager

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The Good of Working for a Micromanager One of the defining qualities of a good manager is a willingness to dig into the details. Effective managers choose to engage differently with different kinds of details. In other words, they are selective micromanagers.

Micromanagement is simply the consequence of a desire to engage with selective details. Sure, some leaders struggle with prioritizing and building trust, even over unimportant details. But it never goes away. It’s part of the package. Some are great micromanagers and some are poor micromanagers.

Working for a micromanager has its challenges; but, often, it’s a blessing in disguise. Be aware of the details your manager cares about. Expect to be micromanaged—but, as part of the process, expect to learn a lot. Selective micromanagers tend to be better at developing talent. Their intimate knowledge of the business and their deep involvement can enable you to learn important information about the business.

Idea for Impact: Think of “micromanagement” as simply an excess of attention that you must manage. It’s a good sign that your boss is interested in your work—it means she cares enough.

But if you are being singled out for micromanagement, it’s time for you to look inward. The degree of micromanagement is inversely proposal to a manager’s trust in your competence. In the fullness of time, if micromanagement doesn’t, consider if your work is of lower quality or quantity without your boss’s watchful eye. Improve how you’re converting your manager’s feedback into learning.

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