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MANAGE A MULTIGE N Project manager David Dulston (a millennial) gives his dos and
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GENERATION Z, AGE 6–24
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anaging cross-generational teams can be challenging, but how you approach generational differences really does matter when it comes to improving project delivery. With potentially four different generations to lead, it can be hard to adapt to meet differing requirements. It’s also important to understand the previous ‘silent’ generation, who would have managed the ‘baby boomers’ and ‘Generation X’. Ultimately, we know that everyone is different and this isn’t about putting people into a box, but as long as you consider generational differences and how people’s behaviour can be influenced, your projects will be in the hands of leaders who are prepared to lead, adapt and manage teams more effectively. Hopefully this will result in higher morale, which will pave the way for improved (and easier) project delivery. Here are my observations of the different generations and the tips I’ve gleaned on how best to manage them.
KEY DRIVERS Gen Z grew up with access to technology that other generations never believed would even exist, so they like to be at the forefront of technology. Gen Z also support diversity (ie they don’t like being treated like a number). Having grown up with instant access to information, they like feedback quickly. Gen Z will work hard if they feel trusted, and they value independence. Gen Z also look at life in a global sense – they will be happy to relocate and do not see borders as an issue.
WHAT THEY DO AND DON’T LIKE Gen Z are the youngest in the workplace, so it can be difficult for more experienced generations to delegate to them without being interpreted as patronising. Too much support will not give Gen Z the challenge they crave. I’ve found that, when they get stuck, they will come to you for help, but to get the best results, challenge them to find a solution themselves. They will earn a sense of achievement, which is key to their happiness.
KEY POINTS TO REMEMBER O They are independent and enjoy having responsibility. O Do not micromanage them. O Keep them challenged, and ensure continual growth through training courses, etc. O Reward them and provide feedback. O They may perform better if managed by a millennial.
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BLACK YELLOW MAGENTA CYAN
MILLENNIALS, AGE 25–40 KEY DRIVERS Millennials grew up with technology but, unlike Gen Z, they didn’t get the full benefit of technological advancements until they reached working age. Millennials appreciate being heard and supported by strong and compassionate leaders, and if they don’t feel supported, they will quickly lose interest in their work. To turn a situation like this around (or prevent it from happening), team members who are not getting support from their line manager will require substitute support. As a project manager, I arrange regular meetings with key millennials to just talk and ask how they feel, as emotional intelligence is high within this generation. Building a more personal relationship is key.
WHAT THEY DO AND DON’T LIKE Millennials love achievement and immediate feedback. A simple ‘good job’ helps build a relationship. Millennials have a different view of working hours and enjoy having flexibility. I provide flexibility by setting a clear deadline for a task, then allow them to decide how they will achieve the overall aim. Millennials prefer to work ‘their way’ and are results driven. They will also trust you more if you open up to them, so provide honest feedback – good or bad – and they will respect you more.
KEY POINTS TO REMEMBER O Keep them challenged. O Create personal relationships – build trust with informal catch-ups and make the effort. O Quick feedback is vital. O Always explain why and how it fits with the wider strategy – they like to know that what they do is making a difference. O Show you appreciate them. O Ensure that they have a good work/life balance – I do this by arranging team meals/lunches, etc. O Some can show competitive tendencies, so keep watch to make sure this isn’t disruptive.
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