Much has been written about the differences between the Millennial generation and other generations. It’s true that there are differences and some of those differences are substantial. 

It’s also true that there are more similarities between Millennials and other generations than there are differences. Millennials have similar career goals. They share many of the same values especially when it comes to leadership values.  They change jobs for many of the same reasons as their parents and grandparents did. 

Despite an opinion that is way too popular, Millennials are not slackers. Far from it actually. They work as hard and long as most baby boomers. They care just as much, they are as passionate or even more passionate about what they do and how they do it than the average baby boomer. 

One key difference is a desire for more flexibility. They don’t want flexibility in order to do less work. In fact it’s the contrary; they want more flexibility to be able to weave their work and personal lives together. They are willing to work long hours, they just want a little more freedom to choose which hours they work. 

This presents challenges for organizations that have Millennials in customer facing positions. But the reality is that too many baby boomer leaders/managers simply want to control which hours their people work. They feel that way because when they were rising through the ranks their work hours were determined for them. That’s old thinking. That’s expensive thinking too!

Here is some more old thinking and it’s even more expensive thinking. 

Most companies encourage their new employees to spend their first few years in the organization learning the ropes. It makes perfect sense because very few entry level employees know how to apply their “school knowledge” to real life work situations. 

The problem with that mindset of allowing  less experienced employees time to learn the ropes leads many managers/leaders to assume that their Millennial employees have too little to offer when compared to more experienced employees. 

But Millennials have much to offer. They are technologically savvy. They are nonlinear thinkers who don’t know that “something has always been done that way.” Millennials are willing to try new technology and are particularly adapt at exposing “group think.” I have to admit “group think” is often prevalent with my baby boomer generation. 

If you’re a leader of Millennials today you must be willing to risk allowing them more input into as many areas of your organization as possible. Yes, they have a lot of growing to do but that doesn’t mean they can’t help more experienced people grow in new areas at the same time.

People like me can learn so much from Millennials that sometimes I wish I was one. (But then I come to my senses) 

It turns out that the real problem with Millennials is more a of problem FOR Millennials. They have the ability to move slower companies into the future at a much faster pace. They only need to be given the chance.