Millennials. The conversation that continues.

I have spent the last 10 years of my career interviewing, hiring, training, coaching and promoting millennials. I have spent just as long working with leadership teams, especially middle-managers and executives, on how to communicate with and support millennials. Yet, recently, the shift is turning – millennials are working their way into executive management positions. Yes, that is correct, millennials are at the tipping point where they are becoming the leaders.

Depending on sources, it’s said that millennials were born anywhere from around 1980 to the early 2000s. Some sources report the millennial span as 1976 – 2004. Doing the math, that means that some millennials are just tipping their 40s or late 30s – which aligns to enough experience to be entering the ranks of senior management. 

Ten years ago, I found that my business experience combined with my age created a unique coaching position. I was “old enough” to connect with the executive team, yet “young enough” to connect with the millennials. I assumed the role of the “bridge builder” of communication between junior-ranking millennials and the more senior executive leadership. Ten years later, it is hard for me to believe the conversation about millennials is still a topic – but it absolutely is. Maybe even more so as they start entering senior leadership positions.

About a year ago, a colleague told me that I qualify as a millennial. When she said that, I really wanted to scream “no I am not!” I couldn’t believe my negative reaction to the idea of being part of “that group”. It was then that I learned of the research lumping those of us born in the late 70s in with the millennials. I was born in 1977.

I’ve spent the last year absorbing everything I possibly could about the millennial generation – TedTalks, articles by well-known publications, and many, many blogs. The consensus seems to be that this generation was born between 1982 – 2002. Yet, there is some data that shows the range starting as early as 1976. So, it’s confirmed –  if I am not a millennial, I am on the cusp.

Along with reading and watching everything I could on this generation, I set out to talk to as many millennials as I possibly could. And, here is what I have learned:

1. Millennials are not entitled. One of the biggest stigmas of this generation is that they are focused on themselves and act as if they are entitled. What I have seen is that this generation grew up with resources at their fingertips – and they saw everything quickly taken away when the economy crashed. They have struggled to find jobs, have been dinged for their communication skills, and are often reduced to stereotypes. What goes unnoticed about this generation is that they are ambitious. They’re intent on making an impact and solving serious problems, while being highly efficient. This doesn’t make them entitled, this makes them determined.
2. Millennials want to create a lasting impact. They are not full of fear and worry. They are creative, passionate, and do not want to do the same thing day in and day out. They challenge the status quo, they are adventurous, and they look for the bigger picture. They are continually seeking their chance to make an impact – a lasting impact – bigger than themselves.
3. Millennials are purpose-driven. The word authenticity isn’t a word that they have to look up the meaning of; they are naturally authentic. They aren’t necessarily driven by money, which is hard for many, especially older generations, to understand. They are driven by making a difference in people’s lives – and in the world. They grew up at a time in which they were encouraged to be more self-focused and compare less. They learned confidence, which is probably why some view them as entitled. These characteristics allowed them to focus less on what others are doing and more on what they are doing. They truly want to work on projects that are much bigger than them and their capabilities.
4. Millennials are relationship-driven. Relationship-driven shouldn’t be confused with collaboration. Their self-confidence and desire to achieve an impact makes collaboration challenging at times. But make no mistake – they deeply care about relationships. They don’t have a need to withhold information, work in a hierarchical environment or be talked to from a “top down” approach. They want to build relationships based on trust, respect, appreciation and openness.
5. Millennials exude confidence. In fact, I have seen their confidence looked on as a negative for the mere reason that the people “above” them in the office aren’t as confident. Their confidence can be seen as a threat to some, when that isn’t their intention at all.
6. Millennials appreciate feedback. Millennials entered the workforce at a time when feedback models were being rolled out regularly – sometimes almost daily. They grew up with parents who consistently gave them feedback – the generation was not all “everyone wins” growing up – some of them grew up at the tail end of the “latch-key” era. Yet, what is consistent is that their entire life, they have received feedback. Don’t sweat the hard conversations with this group; they can handle it. Just be objective and respectful and the conversation will probably go much better than you thought.

I’m not a data researcher. I don’t have a “PhD” at the end of my name or work for a fancy research institution. Yet, what I do have is ten solid years of interacting with a lot of millennials. I have over 10,000 hours of reading, researching and watching them – and as some would say, I’m on the cusp of this generation myself.

Some may disagree, but I know that I wouldn’t hesitate to hire a millennial, given the list of admirable characteristics they exhibit. More importantly, I would hire anyone from any generation who possessed the six qualities I’ve listed above.

Before you discount an entire generation, spend some time getting to know some millennials. I bet you’ll find they are really rather awesome – once we stop labeling them - the entire generation.