Managing and Motivating Velocity Employees in Their Twenties.
With younger people are more than 60% of our total work force, it will be good idea to step back and remind ourselves an importance of managing younger associate more efficiently than others.
Who is good manager for young people? ¬
With younger people are more than 60% of our total work force, it will be good idea to step back and remind ourselves an importance of managing younger associate more efficiently than others.
Who is good manager for young people? ¬
- Encouraging helping others and explain our reasoning for decisions. These short explanation usually make junior employees excited, since they feel the immediate benefits of gaining insight into decision-making processes. It also teaches them how you think.
- By setting up regular teaching/ developing sessions for them on different parts of the business or personality. In fact small companies like ours sets up mini-workshops to expose highly promising younger employees to different parts of the company.
- By publicly rewarding junior team members who are doing a great job. The traditional way is to stand up in front of your group, explain what the superstar of the moment has been doing well, and thank. Another good but rarely used method we can implement is to ask them in front of others what he/she thinks they got selected. The question itself will be confirmation of his growth within the company by saying something useful for others.
- Throw them into the deep end on their first day. Excellent managers of younger people give them decision-making authority on at least one mission immediately. They make everyone in his company "CEO" of something. That's the great idea. If they don't know how to do it, tell them to figure it out. The irony here is that you need to learn helplessness. If you don't, they won't improve. And if letting them solve it on their own feels like too big a risk for you, reconsider assigning the project in the first place. There's always another mission that can be a better fit. As the necessary last step, once they have completed the objective, give clear feedback immediately. Post-mortems are critical accelerators of their learning process.
- Ask frequent questions. When you're walking around the office, or standing at your desk, ask your junior colleague "what's the dumbest thing we're working on?" The fact that you're asking that kind of question will carry impact on its own. It will show that you invite and insist on truth-telling and on hearing bad news. Sometimes the answer will also make you realize that something the company is working on is actually quite dumb and a waste of money. And sometimes the answer will surprise you in a different way: the employee may think that something he or she is doing is dumb when, once understood in context, it is actually quite useful to the business. When you hear this kind of answer, consider it a great learning for yourself: something has remained unexplained for the team.
- In fact research has found that, young age people are generally much more motivated by acknowledgement than that of modest rise in salary.
- Give them personal attention. A simple and little-used approach that goes a long way is to call them on their birthdays. That's it. Just call and say "happy birthday, glad to be working with you, hope you have a great celebration." They'll be glad you remembered, you'll feel good about it.
- Set very short-term projects. Young employees have short attention spans. Blame social media, the movies, or whatever else. But it's true and real, and you need to adapt as a manager. A good approach is to set weekly cycles so that every employee knows on Monday morning what he/she must tackle by Saturday, you can send personal email to them. In some cases, set daily goals. You'll find it remarkable how productive a short attention span.
- Fire those who are not performing. Younger people are also getting negatively motivated when others don’t perform in their jobs. In fact one toxic colleague can destroy an organization. Younger employees often haven't developed the ability to wall off the toxin.
- And finally, wear authority lightly. They take it more seriously than you think. Most of time managers of younger people can easily mistake informal body language and sometimes rude communications style for disrespect. Don't ever do it. They are professionally immature and of different generation. They are following your leadership much more closely than we might think.
This article has been modified by Mayur Palod with a belief that managers and younger associates at Velocity would able to channelize their capabilities.
- Set very short-term projects. Young employees have short attention spans. Blame social media, the movies, or whatever else. But it's true and real, and you need to adapt as a manager. A good approach is to set weekly cycles so that every employee knows on Monday morning what he/she must tackle by Saturday, you can send personal email to them. In some cases, set daily goals. You'll find it remarkable how productive a short attention span.
- Fire those who are not performing. Younger people are also getting negatively motivated when others don’t perform in their jobs. In fact one toxic colleague can destroy an organization. Younger employees often haven't developed the ability to wall off the toxin.
- And finally, wear authority lightly. They take it more seriously than you think. Most of time managers of younger people can easily mistake informal body language and sometimes rude communications style for disrespect. Don't ever do it. They are professionally immature and of different generation. They are following your leadership much more closely than we might think.
This article has been modified by Mayur Palod with a belief that managers and younger associates at Velocity would able to channelize their capabilities.
