The ultimate guide for millennial managers working with Gen Z
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The ultimate guide for millennial managers working with Gen Z
Millennials have grown up, and many have ascended to managerial ranks. According to a survey that workflow-automation platform Zapier conducted in 2020, more than three in five millennial employees say they manage direct reports.
And while first-time millennial managers are more likely to be managing other millennials, as their team continues to grow, their team will include Gen Z employees, says Emily Tsitrian, author of Make Me the Boss: Surviving as a Millennial Manager in the Corporate World.
The two generations do share similarities—both grew up digitally native, entered the workforce as industries continue to evolve and change at a rapid pace, and live in an economic climate where the middle class is becoming more and more stratified. But there are things that set them apart.
Many Gen Z workers entered the workforce during the pandemic, and in the aftermath, are going through “a bit of [an] identity crisis,” says Tsitrian. And, as millennials enter positions of power, those differences might translate into conflicts that they’ll have to resolve as a manager.
Below are some of the potential tensions that they might run into—and how they can deal with them:
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Global Consulting Director @ Ogilvy | Brand & Marketing Strategy
1 年??FROM THE EMPLOYER PERSPECTIVE: “We’re hearing it from leaders that juniors do not have the knowledge to manage a client conversation or mediate between differing points of view.” ????FROM THE GEN Z TALENT PERSPECTIVE:? “I’ve had no mentorship. It’s a hands-off experience." Most of today’s younger staffers graduated into a completely remote world and are struggling more so than past generations with skills such as client relations and internal socialization. ??The Catch 22 Many agencies have deprioritized investing in junior talent because they feel it’s a waste if those people are going to leave in under 2 years anyway. ??POTENTIAL SOLUTION: A Mid-Level Renaissance?? Agency leadership could be “using” one day per week of mid-level talent’s time IN OFFICE as live training and mentorship to junior talent. Almost like office hours, mid-level talent would choose one day per week to focus on reviewing work, setting goals, and just spending time with junior talent.? This allows mid-level talent to feel like there’s a critical reason to come in and a new skill to develop / be measured against while junior people wpuld feel more connected to the agency in their early days.?
Business Owner at TKT home made mosla products
1 年Great share