In conversations with leaders across the federal government, I’ve heard a common question and refrain: “How do I lead and manage the millennial generation? There’s no way I can meet their expectations given that they’ve been reared in an online, on-demand, everyone-gets-a-trophy world.”
In response, my team recently held a conversation with young employees from my organization and a number of older federal supervisors who are taking part in one of our leadership training programs.
What we found mirrored the conclusions of a recent report by IBM’s business consulting arm. The IBM study found that many of the stereotypes regarding millennials are simply wrong. While there are social and cultural differences between different generations, we too often rely on oversimplified ideas about younger workers — and as a result, focus on trying to solve the wrong problems.
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