Argument 2: Stereotyping Is Discrimination and Promotes Exclusion. Period.

Consider this question: What if the words “lazy” and “entitled” were used to describe another subgroup? For example, all women are lazy and entitled. This would be considered discrimination and slanderous. Even softer versions such as “Why should we pander to [ethnic group] needs?” implies discrimination instead of inclusion. Organization leaders and employees, as always, should be careful about using discriminatory language, at a minimum to avoid legal issues.

Furthermore, it is impossible to build an inclusive culture while simultaneously projecting stereotypes. Many organizations profess a desire to create an inclusive cross-generational workplace in today’s world where an unprecedented five generations are working side by side. Those same organizations, however, often knowingly and unknowingly express disrespect for millennials verbally and through behaviors.

For example, a 27-year-old millennial manager shared with me her experience with her one-up manager. The millennial had joined an organization after earning her bachelor’s and master’s degrees while working throughout college. She joined the organization at a managerial level and as a result, her gen X manager often comments, “You’re so lucky to be getting all this responsibility at your age.” Statements such as these subtly underscore the assumption that she was not deserving of her job because of her age, instead of appreciating that her strengths and experience simply fit the needs of the job. Many managers would see nothing wrong with this statement, but on the receiving end, it creates a consistent undertone of resentment.

Paul Meshanko, in his book The Respect Effect and related talks, shares his brilliant research on respect and its impact on productivity and engagement. He writes, “Respect biologically programs and primes our brains to do our very best work. It frees the pre-frontal complex, the most productive part of the brain that does complex problem solving, prioritizing, collaborating with people, to do its best work. When I’m treated with disrespect, that part of the brain goes silent, unable to do work.” To encourage a cross-generationally inclusive, productive atmosphere for modern talent, we need to deliberately and intentionally create an atmosphere of respect for all generations.

Meshanko goes on to explain the biological challenges of doing so and how to overcome them: “When we engage people with suspicion, our behaviors become distinctly unproductive. We go out of our way to avoid them. We can also become hostile, where we spend our energy hurting other people and their ability to contribute. The problem is we are suspicious by nature. How do we overcome that? We go back to a state of mind we had when we were children. Instead of being suspicious when we didn’t know someone, we were curious. When we can replace suspicion with curiosity, we approach each other to understand our differences and give them context.”

Reading this book, written by a millennial, is one way in which you are intentionally engaging on a journey to respectfully understand the differences and context of the millennial generation. Instead of labeling and discriminating against millennials with words like “lazy” and “entitled,” you can choose to actively become curious about, instead of suspicious of, the changes in expectation and behavior millennials are bringing forward. It may be difficult, but it will help you become proud of how you handle your everyday conversations with the newest members of the workforce. By doing so, not only are you avoiding legal repercussions, you are one step closer to building an inclusive atmosphere that creates productivity, engagement, and a commitment to dignity for all in your organization.