Managers around the world have been perplexed, to say the least, by the influx of a new breed of worker. Commonly referred to as Millennials or Generation Y, this cohort, born between 1980 – 1999, does not seem to respond to the tried-and-true management techniques of the past. It’s an issue that’s impossible to ignore—at three times the size of Generation X, they are a force to be reckoned with. While only a trickle now, Millennials entry into the U.S. workforce will soon turn into a flood. This paper explores the socio-economic forces that went into shaping Gen Y and describes common intergeneration conflicts that emerge as this new cohort enters the workforce. Instead of thrashing about in a sea of conflicting information, I hope to help managers identify the areas that produce the most leverage for positive change.