The three green flags of a millennial manager

Other than their youthful looks and their tendency to communicate in memes, how do you know if you are working with a millennial manager? And what is the best way to go about working with them?

Born between 1981-1996, research suggests around 60% of millennial workers are already in managerial positions with direct reports (Zapier’s Millennial Managers Report). Striving to create a new age workplace culture that is different from that of their predecessors is often high on their agenda.

In this article, Jenny Winspear (pictured), Change Architect for Marbral Advisory, explores more about what drives and motivates them and how this could inform a successful strategy to work with them.

1. Balancing ‘greater good’ initiatives with business results is a key objective.

Workplace wellbeing, equity, diversity and inclusion, and saving the planet, are just a number of greater good initiatives that are just as important to a millennial manager as delivering good business results.

37% of millennials have rejected assignments due to ethical concerns (Deloitte 2023 Gen Z and Millenial Study), and 20% of millennial leaders cite driving social and environmental responsibility as a behaviour they display in their role (Business Leader). You can therefore rest assured that a millennial manager will not turn up to a board meeting with a 40-page pack printed for every attendee (because, trees) and they may cringe at someone who does.

1-1s with millennial managers tend to start with something like “How are you feeling today? How is your brother’s leg after his football accident?” Sometimes bordering on the overly personal, millennial managers will make a point of showing they care about you as a person and about wellbeing as a whole (hopefully authentically so). In fact, research suggests that millennial managers are most interested in developing a culture centred on transparency, purpose, wellbeing and trust (Wowledge), meaning they want to know the best ways to support their team members and will be interested in best practice ways to do this.

2. Boss or buddy?

Struggling with trying to remain current and fun whilst trying to exert influence and maturity, millennial managers can take a while to establish the right balance of boundaries with their team. Laughing and joking one minute, then having to explain to someone they crossed a line with a joke that went too far the next, the balance can be a hard one to strike.

In a similar vein, managing people older than them can also be uncomfortable, so building strong relationships and a team mentality is key.

3. Consistently reinforcing the flexible workplace

Suddenly empowered with the autonomy to oversee their team members’ time, millennial managers strive to reinforce a flexible workplace, a concept that was only widely introduced after millennials had already spent several years working the office 9-5. Desperate not to go back to old ways, affording their teams this new freedom is a key distinction of a millennial manager. You are likely to overhear conversations with their direct reports that go something like: “Oh you have a doctor’s appointment at the same time as that meeting? No, no you go, your health is important! I’ll do the meeting. No seriously, you go to your appointment, we are a flexible workplace”.

With 76% of millennials wanting flexible working options for themselves, it’s no surprise that they reinforce it within their teams and are more likely to implement flexibility that accommodates hobbies, family time, or personal circumstances (Korn Ferry, Issue 39).

So, what does all this mean for those of us working with a millennial manager?

Firstly, values are important, so businesses that have strong values that millennial managers can align to will retain their loyalty for longer. Secondly, providing training to new managers on building relationships, can help a new millennial manager flourish much more quickly than if left to their own devices. Finally, don’t overlook the importance that flexibility holds for employees, especially millennial managers.

I admit, I have over exaggerated some of these traits in this article for entertainment value and I am sure there are several more.

The takeaway I want to leave you with is this: getting to know the traits and preferences of different types of managers (and different generations) will help businesses better understand how to work with their people.

Change is constant and to manage change within a business, you have to understand your people.

Marbral Advisory makes change wanted, happen, and stick. Our consultants work with your managers to support them through change and seek to understand the people behind change. If you need Change Management support, or training for your team, please head to our website or email us today.