In general, workers under 35 highly value Millennials' ability to relate, be helpful, be open-minded, and be understanding. Employees over 35 appreciated their energy, enthusiasm, open-mindedness, fresh perspective, and understanding of new technologies. It is interesting, in my early research, Millennials entering the workforce reported advantages they claimed to have in the workplace. The advantages turn out to be strengths that are recognized in them as managers.
Chip EspinozaPeople change, mature, and develop their values, attitudes, and preferences as a function of age. It is actually a strategy deployed by many organizations. The idea is that once Millennials grow up -get a mortgage, family- they will start acting like us and sharing our values. Personally, I would not make that bet. Even if it were to happen, Millennials are putting off seven or more years what other generations have done. Waiting for Millennials to "grow up" is risky when it comes to knowledge transfer, talent development, and competitive advantage.
Chip EspinozaRob Goffee and Gareth Jones wrote a great piece in Harvard Business Review titled "Managing Authenticity." In it, they argue that establishing authenticity as a leader is a two-part challenge: "First, you have to ensure that your words are consistent with your deeds; otherwise, followers will never accept you as authentic. The second challenge of authentic leadership is finding common ground with the people you seek to recruit as followers.
Chip EspinozaIt is important to understand that stereotypes and generalizations have an impact in both positive and negative ways. Of course not every person born between 1980 and 2000 is exactly the same as millenials. There are differences within generations. That being said, generations have a personality just as individuals do.
Chip Espinoza