How to Use This Book

This book focuses on transforming five of the biggest millennial stereotypes—lazy, entitled, needing to be hand-held, disloyal, and having authority issues—into more balanced strengths and, subsequently, linking them to related organizational culture changes. The focus is on providing a new language to talk about millennial behavior and thereby paving the way for more effectively addressing modern talent needs. By providing a window into each generation’s perspective, the new language does something that no one has quite accomplished: close the generation gap.

In chapter 1, we begin by resetting our understanding of the millennial generation to set the stage for developing a new language. We provide a brief foundation into generational science and explain why the most common millennial stereotypes are inaccurate conclusions, especially for the broad population of top talent, cognitive-career-focused millennials. In chapters 2 through 6, we focus on developing the new language or strengths for each stereotype, as well as recommend transformations to organizational culture to harness the potential of modern talent. Finally, we close with a summary and next steps. The five stereotypes represent the most common grievances expressed by older generations and were carefully chosen through the many interviews I have conducted. The new language and related proposed organizational changes come from my experiences with millennials who are considered top talent and my emerging work with organizations to improve engagement and retention.

The stereotypes and transformations we will examine in the core chapters are as follows:

› Chapter 2: It’s Not Lazy, It’s Productivity Redefined

› Chapter 3: It’s Not Entitled, It’s Entrepreneurial

› Chapter 4: It’s Not Hand-Holding, It’s Agility

› Chapter 5: It’s Not Disloyal, It’s Seeking Purpose

› Chapter 6: It’s Not Authority Issues, It’s Respect Redefined

Each chapter follows a consistent structure. Using my One Coin, Two Sides model, each chapter begins with an explanation of the stereotypical behavior and interpretation of the root cause from the traditional mindset and the modern mindset. Consider that just as every coin has two sides, every millennial behavior can be interpreted multiple ways. And, of course, we each think our own interpretation is right! I have simplified the trends into two perspectives (traditional and modern) in order to create an easy-to-digest model, but there are certainly other interpretations that could be added. During this compare and contrast, through exploring the traditional perspective, we will learn how the stereotypical interpretation emerged. Then, I form the basis for the proposed new language through exploring the modern perspective.

Armed with a more balanced overall interpretation, I drive the connection to specific organizational culture changes. I follow with “Tales from the Trenches” of the organizational change in action, many of which are new and experimental initiatives. I have included stories from a variety of industries and have kept the global context in mind throughout. In addition, you will encounter stories of successful and not-so-successful millennials, boomers, gen Xers, and their cross-generational relationships. There are many boomers and gen Xers who do passionately believe in shaping the future and understanding the insights millennials bring. These are the individuals and organizations that I have highlighted in this book in the form of stories, case studies, and best practices.

The end of each chapter has two key tools to help you take action to create your modern culture. The first is a short self-assessment entitled “How Modern Is Your Culture?” The assessment allows you to do a “gut check” on how your organization is doing on the material covered in the chapter. It is an adaptation of my groundbreaking Modern Culture Diagnostic consulting solution that helps organizations identify their strengths and opportunity areas for attracting, retaining, and developing modern talent. By completing the self-assessment, you will get a feel for the maturity of your organization in meeting modern talent needs.

The second tool shifts the focus from your organization to you. The 10-Minute Champion is a brief collection of actions you can do in 10 minutes or less per day to champion modern culture. An apt metaphor for the 10-Minute Champion is a Twitter-sized approach to changing the workplace. Consider picking one item to champion from each chapter based on what you think is the easiest to implement and/or will have the greatest impact.

Finally, I have provided an invaluable online resource library to accompany the book. The library is located at themillennialmyth.com/resources and includes the following tools and resources:

› An online version of the “How Modern Is Your Culture?” self-assessment via live survey. You can view the results of the survey in real time and see how your responses compare with other readers.

› One-page summary guides for each chapter. These include links to deeper references as a convenient way for you to source data and insight for your own initiatives. This is also a great resource for professors of graduate programs who wish to use this book as a way to spark discussion about generational trends and the modern workplace.

› Live collaboration space for capturing key insights. Many readers often use a personal document to capture key insights as they read. To enrich this activity, the online library includes a collaboration document with quotes and key points that stood out for other readers of this book. I welcome you to add your own thoughts as you read along.

› 10-Minute Champion idea space. Contribute your own 10-Minute Champion ideas and get more from other readers in this online collaboration document.

Although I am not a boomer or gen Xer, I have tried my best through anecdotal interviews and research to accurately represent the journey that has led to the existing perspectives shared in the traditional interpretation section of each chapter. While you may not personally agree with every perspective shared, consider it as a starting point for discussion of what you do believe or what did influence you. You may find that some people around you do share the perspectives of other generations, while some may not. That’s okay! Throughout the book, the focus is not on definitively identifying each and every perspective but on asking the questions “What’s changed?” and “How does that impact the workplace?” You may find additions you’d like to make to the various perspectives. Similarly, there will be millennials you have met who do not follow the patterns presented here. Any global considerations and differences are also important to note. I encourage you to be a part of our community as you embark on this journey. There are many others who have similar questions and best practices to share. Also, I encourage you to reach out to me with your thoughts.

In summary, the significant disconnect between the prevalent biases about millennials and the reality is creating inertia toward the already difficult challenge of workplace modernization. Ultimately, it is driving the struggles with attracting, engaging, and retaining talent today. This book aims to not only correct these misunderstandings and redirect the conversation on millennials, but move organizations forward in creating their unique, modern workplace culture.

People who have been there forever, left to their own devices, are rarely in the best position to design the future. It’s those who consciously listen to the constituents of the future who can understand which direction to move in. It’s not the captain holed up in a room with the map and ship’s course who can best steer the ship. It’s the helmsman, the crew member who stands out on the deck with the map, feeling the direction of the wind change and conscious of the current, who makes the ship reach its destination. We thrive when we are pulled by the future, not pushed by the past.

Jack Welch, ex-CEO of General Electric, once said, “If the rate of change on the outside exceeds the rate of change on the inside, the end is near.” Through this pivotal time of generation transition and digital transformation, some companies will become a Blockbuster, some a Netflix. Do I need to even ask which one you want to be?