1. MANAGING THE MILLENIALS/
a Worksheet for Today’s Managers
“When
managers
properly
identify
the
points
of
tension,
disconnects
can
be
reframed
as
opportunities
to
connect
and
build
trust
rather
than
discord.”
–
Managing
The
Millenials/
Espinoza,
Ukeleja,
Rusch
9 Competencies for Managing Generation Y
Required Managerial
Perceived Orientation Millenial Intrinsic Value
Competency
Autonomous Work-life balance Flexing
Entitled Reward Incenting
Imaginative Self-expression Cultivating
Self-absorbed Attention Engaging
Defensive Achievement Disarming
Abrasive Informality Self-differentiating
Myopic Simplicity Broadening
Unfocused Multitasking Directing
Indifferent Meaning Motivating
This
worksheet
was
directly
extracted
from
the
book:
Managing
The
Millenials:
Discover
the
core
competencies
for
managing
today’s
workforce
/
Chip
Espinoza,
Mick
Ukeleja,
Craig
Rusch.
Copyright
2010.
Published
by
John
Wiley
&
Sons,
Hoboken,
New
Jersey.
Pg.
1

2. MANAGING THE MILLENIALS/
a Worksheet for Today’s Managers
How to Reframe Challenges into Great Management Skills
Perceived Orientation Of Millenials Generational Rapport Competencies
Autonom ous Flexing
Millenials express a desire to do what they want they The ability to modify workplace expectations and
want when they want, have the schedule they want, behavior. It requires empathic listening and the
and not worry about someone micromanaging them. willingness to adapt to different ways of doing things.
They don’t feel they should have to conform to office
processes as long as they complete their work.
Entitled Incenting
The attitude expressed in Millenials that they deserve Incenting involves recognizing the reward
to be recognized and rewarded. They want to move up expectations of Millenials and designing a path that
the ladder quickly but not always on manement’s reconciles it with performance expectations. It
terms. They want a guarantee for their performance, requires identifying Millenial values and aligning
not just the opportunity to perform. recognition and reward with those values. It calls for
informing employees about advancement
opportunities and frequent appraisal of their
development.
Imaginative Cultivating
Millennial are recognized for having a great It is the ability to identify and encourage creativity in
‘imagination” and can offer a fresh perspective and others. It requires the capacity to create and facilitate
unique insight into a myriad of situations. Their environments in which people can release their
imagination can distract them from participating in an imagination at work and have fun.
ordered or mechanistic process.
Self-absorbed Engaging
Miillenials are perceived to be primarily concerned The ability to reach out and relationally connect with
with how they are treated rather than how they treat direct reports. It requires taking an interest in the
others. Tasks are seen as a means to their ends. employees as a person and finding points of
Millenials are often preoccupied by their own connection.
personal need for trust, encouragement & praise.
This
worksheet
was
directly
extracted
from
the
book:
Managing
The
Millenials:
Discover
the
core
competencies
for
managing
today’s
workforce
/
Chip
Espinoza,
Mick
Ukeleja,
Craig
Rusch.
Copyright
2010.
Published
by
John
Wiley
&
Sons,
Hoboken,
New
Jersey.
Pg.
2

3. MANAGING THE MILLENIALS/
a Worksheet for Today’s Managers
How to Reframe Challenges into Great Management Skills
Defensive Disarm ing
Millenials often experience anger, guardedness, A proactive response to conflict. It involves de-
offense, resentment, and shift responsibility in escalating intense interactions, listening, being fair,
response to critique and evaluation. They want to be and embracing resistance.
told when they are doing well but not when they are
doing poorly.
Abrasive Self-Differentiating
Perhaps due to technology, Millenials It is the ability to self-regulate and “not take
communications style can be experience as curtness. personally” the comments, gestures, or actions of
They are perceived to be inattentive to social others. It is being aware of the “trigger” events that
courtesies like knowing when to say “please” and make you reactionary rather than responsive.
“thank you.” Whether intentionally or not, their
behavior is interpreted as disrespectful or usurping
authority.
M yopic Broadening
Millenials struggle with cause & effect relationships. The ability to help Millenials connect the dots
The struggle is perceived as a narrow-sightedness between everyday tasks and big picture objectives.
guided by internal interests without and Emphasis is placed on teaching employees how to
understanding of how others and the organization are recognize numerous options and potential
impacted. consequences. It involves teaching organizational
awareness.
Unfocused Directing
Millenials, as a cohort, are recognized for their The ability to clearly communicate what is expected. It
intellectual ability but are often perceived to struggle entails avoiding ambiguity and not assuming you have
with a lack of attention to details. They have a hard been understood. It requires both questioning and
time staying focused on tasks for which they have no listening to ascertain the employee’s readiness level
interest. for a task or goal.
Indifferent M otivating
Miillenials are perceived as careless, apathetic, or The ability to inspire Millenials to find meaning in the
lacking commitment. everyday work they do and to see how their
contribution matters.
This
worksheet
was
directly
extracted
from
the
book:
Managing
The
Millenials:
Discover
the
core
competencies
for
managing
today’s
workforce
/
Chip
Espinoza,
Mick
Ukeleja,
Craig
Rusch.
Copyright
2010.
Published
by
John
Wiley
&
Sons,
Hoboken,
New
Jersey.
Pg.
3