1. The Next Core: Millennials as Mid-level Managers TJ Willis Assistant Director, Campus Activities NC State University Molly Ward Associate Director of Facilities Tulane University

2. Objectives Learn more about the millennial generation Provide perspectives of two millennial managers Understand how characteristics of the millennial generation impact their management style, expectations and project management Facilitate dialogue about this up-and-coming group of managers

3. Outline Who is focusing on millennials? Generalizations Generational clash points Discussion/questions

4. Quick Review of Generations Generations at a glance Traditionalists 1922-1945 Baby Boomers 1946-1964 Gen X'ers 1965-1980 Millennials 1981-2000 Source: http://www.fdu.edu/newspubs/magazine/05ws/generations.htmhttp://www.fdu.edu/newspubs/magazine/05ws/generations.htm Cuspers - those who are very close to a border of a generation

5. Who’s focusing on millennials as managers? Shifting the conversation from "managing or dealing with millennials" to the millennial manager Different industries o Advertising o Big & Small businesses o Human Resources o Hospitality Industry

6. So why does this matter? Year Born Masters Degree Work Experience 1981 2005 5 yrs 1982 2006 4 yrs 1983 2007 3 yrs Some may have completed a doctorate degree. Using the ACUI sample job descriptions (www.acui.org)www.acui.org Manager – Entry- to mid-level professional; 0–4 years Asst Director – Mid-level professional; 2–5 years. Assoc Director – Mid- to senior-level professional; 3–7 years' Director – Senior-level professional; 5–7 years

7. Clash Points Lancaster & Stillman When Generations Collide (2002) Career Goals Rewards Balance Retirement Job Changing Training Feedback Addition (Duane McClure, NC State University) Technology

8. Generational Clash Points Career Goals (p. 55) Traditionalists “Build a legacy” Baby Boomers “Build a stellar career” Gen Xers “Build a portable career” Millennials “Build parallel careers” Rewards (p. 77) Traditionalists “The Satisfaction of a job well done” Baby Boomers “Money, title, recognition, the corner office” Gen Xers “Freedom is the ultimate reward” Millennials “Work that has meaning for me” Retirement (p. 125) Traditionalists “Reward Baby Boomers “Retool” Gen Xers “Renew” Millennials “Recycle”

9. Generational Clash Points Feedback (p. 255) Traditionalists “No news is good news” Baby Boomers “Feedback once a year, with lots of documentation!” Gen Xers “Sorry to interrupt, but how am I doing?” Millennials “Feedback whenever I want it at the push of a button.” Job Changing (p. 242) Traditionalists “Job changing carries a stigma.” Baby Boomers “Job changing puts you behind.” Gen Xers “Job changing is necessary.” Millennials “Job changing is a part of my daily routine.”

10. Generational Clash Points Training (p. 278) Traditionalists “I learned it the hard way; you can, too!” Baby Boomers “Train ‘em too much and they’ll leave.” Gen Xers “The more they learn, the more they stay.” Millennials “Continuous learning is a way of life.” Balance (p. 111) Traditionalists “Support me in shifting in balance” Baby Boomers “Help me balance everyone else and find meaning myself” Gen Xers “Give me balance now, not when I’m sixty-five” Millennials “Work isn’t everything; I need flexibility so I can balance all my activities”

11. Generalizations of Millennials What are they like as managers? o Open door policy o Like to work in teams o Great collaborators o It’s what you do, not how you do it o The casual workaholic o Cooperative What is your experience with Millennial Managers/Team Leaders?

12. Questions?? Comments??