Millennials - the Age of Self awareness

The Millennial population has a bad rap sheet that we have created.  We've considered them to be lazy, spoilt and in need of constant positive reinforcement.   However, the Millennial Generation believe they are flexible, accepting, tolerant, and above all else that they are true to themselves.  

For those who have read my blogs in the past, you'll know that I am a staunch believer in the value of the Millennial Generation. 

There are many articles that talk the to core of the Millennial value system - that they have a deep personal respect for their contributions, to themselves, their community, and to the planet.  In short, their value system has been developed as they have seen how the older generation has "sold-out" on our personal ambitions, that they are determined do it differently.

It is undeniable that the pace of change is escalating.  In my current lifetime alone - University's had computer labs that required advance appointments to leverage the immense word processing power and the grouped dot matrix printers to produce your assignments, to now, the very phone we carry has significantly more processing power.  

We must remember that the Millennial Generation were born into this current pace, and what we consider to be a sprint at times is merely a brisk walk for them as far as technological advancements are concerned.

Could this be the reason that Millennial's believe that they should be given the opportunity to contribute to major projects relatively soon after joining an organisation or team?

I have written about this previously - the challenge of providing broad experiences to this generation to ensure they remain engaged and fulfilled.   In a 2013 survey of over 1000 Millennial's (18-30 years) by Hays Recruitment,  the supervisor-subordinate relationship was examined,  with over 50% of the audience saying that they want mentor-ship, followed by a leadership relationship from their supervisor.

The IBM Millennial Corp recently explored this in much more detail:

      It’s “less so managing as much as it is coaching,”                         IBM Millennial Corp

The report highlights two elements to the successful coaching of Millennial's (which is different to managing workflow).

Firstly, there must be a culture of collaboration and team work across all levels.  I suggest the flatter the management hierarchy the more this will be effective.   Millennial's respond well to a team environment and this opportunity to collaborate is motivational to them.

The second component is to set expectations in regards to their input.   Talking through their ideas is far more important than having them sit there silently.   It is the expectation that idea sharing is a learning and coaching opportunity,  versus the traditional management style of telling the team exactly what to do.

Also in 2013, Deloitte published the Millennial Innovation Survey, which highlighted that 70% of respondents see themselves working independently in the future, rather than the traditional corporate organisational structures, in pursuit of the flexibility to deliver meaningful outcomes.

This same report clearly outlines that 80% of Millennial's believe that Business has the potential to address climate and environmental concerns whilst tackling unemployment at the same time, not withstanding the role governments have in this as well.  The clearly believe businesses have the ability to do more than what they are contributing today.

Despite that in their lifetime they have been exposed to numerous stressful experiences including the Global Financial Crisis, Terrorism, Tsunami's and floods.   A Viacom survey suggests 84% of Australian Millennial's are "happy" about the future (slightly behind the 87% global average). 

This generation has seen the good in the world as well,  with social networks connecting people regardless of where they are in the world, the Obama Presidency, gay marriage (except Australia - which is only a matter of time),  as well as numerous medical advances and forms of renewable energy.

I believe that it is the desire of the Millennial to experience as much as possible, and to somehow have a positive impact on their external environment - to be self aware to the point of knowing a positive movement can start with one step, and that it only takes one person and a strong conviction.     

This ability to be self aware lives within all of us - yet another life lesson we can take from the younger generation!

Copyright: 2015 "We are all Digitally Addicted - what I learnt from the coffee queue ".  Darren Needham-Walker

 Note: this blog is personal opinion based on experience of the author

Millennials: Are you worth their time?

The Millennial workforce - how do we attract them?　 We as leaders must understand and have a genuine appreciation of this generation if we stand any chance of attracting them, let alone developing them to their full potential.　

The value systems and beliefs of this Generation Y, are challenging HR recruiters and Managers across the globe.　 Traditional drivers that may attract candidates are simply not working to draw Millennial's to an employer.　 It would appear that organisations are incorrectly attempting to attract them through deploying tactics developed by the beliefs and values of a different age and time.

Let me try to explain - many organisations are currently led by Baby Boomers (1943-1960) or Generation X (1960-1981), and as such the organisational work ethic and values are defined as:

Baby Boomers:  workaholics, work efficiently for personal fulfilment, a desire for quality

Generation X: task orientated, self-reliant, needing structure and direction, sceptical by nature

Combined, this is all somewhat formal - get a job, work hard, "rise through the ranks", and through this you will be satisfied.　

Sorry but that is what you and I have built by design - it is our comfort zone.　

Whilst this can be portrayed as staid and conservative compared to the "start-ups" - we have a reputation to uphold, a level of uncompromising professionalism.　

But we are progressive… we have Casual Fridays!

As many brands try to appeal to the younger generations of Y and now even Z, our products must not only appeal, but so to must our brands.　　 Our brand perception as a supplier of relevant products is one thing, but as an entity that a Millennial will give their valuable time to, this is a completely different matter.　

I am certainly not suggesting that every company goes out and buys an "air hockey" table, supplies free lunches, provides on-staff massage therapists, or worse, dresses the Senior Leadership Team in baggy jeans and oversized baseball caps.　

The majority of Millennials believe that work is a means to an end, it allows them the resources to do what is significantly important to them.　　 This could be furthering their desire to travel, study, or simply to go out and spend time with friends on the weekend.　

I mentioned earlier that Millennials place great value on their time.　 This is not from a selfish perspective at all, but comes from a desire to do meaningful and personally rewarding and fulfilling activities.　　 This is supported by research from Bentley University which documented that 84% of Millennials say "making a difference to the world" is more important than professional recognition.　　

Within the same research practice at Bentley University, they discovered that Millennials feel that they are not prepared enough for the work force.　　 This was supported by 51% of business decision-makers giving the business community a "C" or lower on how they are preparing graduates for their first role.　

Some of this can be blamed on the challenging global economic situation, with a range of "more experienced" candidates available that could step into a role and almost immediately make a difference. Whilst understandable, this again has caused a mass divide in what we are naturally expecting from the younger generation.　

As more Baby Boomers leave the workforce, and given there are simply not enough Gen X within the current workforce to fill roles, Millennials are being sought to step into more than just entry level positions.　　 As leaders, it appears to be simple - we must think on our "soft benefits" as well as fair salary.　

These might include the following:　

Flexible Working Hours:　 69% of Millennials believe it is not necessary to attend the office on a regular basis.　 As digital natives they are well versed with technologies that enable productivity regardless of location and are keen to prove that work can and does get done outside traditional office environments. Some companies like American Express have initiated a 10 hour work day, allowing a work week to be completed in 4 days, and as a result structured real estate policies that support varied work styles and ultimately driving efficiencies and saving money.　

Working with the best:　 Your organisation must be known for doing amazing work, and already attracting the best of the best.　 This is like a magnet to Millennials - they want to work alongside these "thought leaders", learning from the best.　 It is important for companies to not only promote great work and project internally, but also to seek external validation of these achievements.　　 This adds to the credentials to your company's DNA.　　 It is expected by Millennials that their co-workers will enable their best work, and they will work as hard as their mentors.　

Creating meaningful work:　 Millennials must feel that what they are doing is having a positive impact on the community, and hopefully the world.　 This can include the "organisational community", through active participation and recognition of their contributions to the greater good.　　 If they can align their values and beliefs with that of their employer, over half would be willing to accept up to a 15% pay reduction to work with such an organisation, and once there stay longer and work extended hours.　

In closing, the challenge to Boards, Directors, and Executives across all industries is to own this transformation agenda.  By ensuring your organisation shines as a place worthy of the Millennial workforce, being an enabler of success with an authentic external company persona, will you not only attract but retain valuable Millennial talent.

If not, then it is time to design your corporate tomb stone.　

Copyright: 2016　Millennials:  Are you worth their time?　 Darren Needham-Walker

We come in peace, we want only to collaborate! - Millennials

There are blogs, whitepapers and articles galore about working with Millennials, and the importance for us to get it right, and yes, this is another one - but with a difference. 

We know that this younger age group has reduced the average tenure in the workplace to approximately 3 years. We also know they have high demands on what they expect from a job and a company. So many Managers and Executives consider this generation to be lazy and difficult, and in reducing the average tenure, now cost businesses more in lost productivity.   

As a manager, I challenge you with this:

is it their fault or is it ours?  

In business, if you don’t innovate, growth stalls. Fail to evolve, and your business will become extinct.   Just as we need to constantly reinvent our products and services to remain relevant, we as Managers and leaders need to embrace change and evolve, to enhance our relevance to this important workforce - Millennials. 

Many of my generation (stop guessing - yes, I am part of the hard done-by Gen X's) sought a solid career with a strong company, that would enable us to climb the ladder, give us stable income and development opportunities.     Is that so different to what this generation is wanting?

 We know that this next generation is fuelling technology advancements and developments, that when I started were not yet even a wild dream. Remember the telex or the shared data entry terminal?!   Yes, this was only in the last 20 years.   Now the telex has been replaced by instant messaging services, and we all have data entry terminals in our smartphones. 

Has it been our work ethic and that of our Baby Boomer forefathers, that have stimulated the somewhat rebellious nature of the Gen Y? But if you are truly honest, you would just like me, secretly envy their free form passion and devotion that seems to mirror a modern age "Woodstock" movement.

 We as leaders know it all, of course we do… well, except how to build an archive folder for our email, or copy contacts from one smartphone to another, and don't start me on setting the program record on the PVR.   I hope you can see where I am going here! We all have something of value to exchange - it is more about if we are willing to share. 

Recent surveys from both the UK and USA have further supported the positive nature of millennials, and how they wish to work with us. The results of how Millennials want to engage within an organisation may surprise you.

There are some simple things that you, your team, and your company can do to capitalise on this. 

Embrace the Digital Native Perspective: They have grown up with social collaboration, and have developed vast virtual collaboration opportunities such as Yammer, Atlassian, and Slack - all commercialised by Millennials. Therefore, my recommendation is to actively allow the Millennials to be part of the solution and the evolution of your collaboration tool set, and the driving force behind the education of the broader workforce.

 Leverage Technology that supports more flexible workstyles: We know that Millennials value the opportunity to work more flexible hours and in more flexible locations. It is important that collaboration tools and environments capitalise on the technology available to allow delivery on the promise of flexibility they value so highly - accessibility by tablet, smartphone and desktop is mandatory.

 Support with constructive and inclusive feedback: As I mentioned earlier, team work is an important part of the Millennial belief system - they value our input, as long as it is constructive and not restrictive. Enable their entrepreneurial spirit by focusing on the end goal, and giving the freedom as to how they get there.

 Our work lives from at least 8:30am to 5:30pm comprise sitting in a cubical firing off emails, instant messaging and maybe a smattering of corporate social media (let's face it!).   I say, remove the cubical and barriers and add long benches, and eclectic desks and chairs that create open space and encourage collaboration.   All the best intentions can fall over in execution - build a practical and safe environment that creates a positive basis for collaboration and watch the magic happen.

 Let me know your thoughts and examples of the great, and the not so great collaboration enablers.

Copyright: 2015 "We come in Peace, we want only to collaborate" - Millennials" Darren Needham-Walker

 Note: this blog is personal opinion based on experience of the author

We are all Digitally Addicted - what I learnt from the coffee queue

Firstly, what is a Digital Addiction? Let's refer to the online Oxford Dictionary for a baseline.  

The origins of the term dates back to the late 16th century - denoting a person's inclination or proclivity, but the standard definition being: 

"The fact or condition of being addicted to a particular substance or activity"

From http://www.oxforddictionaries.com/definition/english/addiction

Whilst the digital landscape is where I find myself both immersed professionally and in my pursuit of understanding, and appreciating the unprecedented value of the "next generation", I have stepped back over the last few months to observe, both myself and others.

 The coffee queue:

A line-up of people focused intensely at their 5 inch screens, but obviously not aware of the visual of this.   The majority of people I observed on this single (and extensive) study walk up to the barista, announce their coffee, hand over a $5 note, receive the change - all whilst not looking up from their device or taking their headphones out.    

My thought is - OK! I am going to alter this trend right here and now. Given I was last in the queue, I could take the time - without inflicting a delay on those others like myself that are also addicted to the before 8am coffee.  

I approach the barista - he asks (also whilst not looking at me) - "What would you like?".     I respond, "I would like a strong flat white thanks".   I pause, as obviously I had not thought through what comes next, "How's this weather - is it summer or winter still?" I blurt out. He stops - looks at me - and then a dialogue starts.   We are talking, we are making eye contact and having an exchange.

Four days and many, many coffee's later, he knows my name, whom I work for, and most importantly my coffee order. 

This has really shocked me……

As a result, I now wonder what other real engagements we are missing out on because of our addition to digital information and engagement.  

 As I started to delve further into these behaviours, I found that there is considerable research into our habits regarding devices and in our forever connected lives. 

In the UK, they have Technology Addiction programs that cater for patients as young as 4 years old, and this trend is global.

 There is numerous articles on a great website Nobullying.com that talks to Internet and Device addiction. In one article, there is reference to some of the physical attributes of this addiction: 

• Brain Surface shrinking over time as much as 20 percent
• Withdrawal symptoms including depression

 Now the "so what"…  

We as a society need to regain the value of genuine human exchange,  I believe this would have a real impact on both our personal and professional lives, andin doing re-igniting genuine and authentic collaboration, teaming, and innovation, with the connected environment  being a vital and important enabler to our momentum.

 What I have personally put into practice:

•  I  come home, the phone goes in the study.   If I am on the phone - I stay outside
• Dinners with my partner: 'Date night' - no phone's allowed
• Weekends away: No laptop, and phone privileges 15 min a day only
• In meetings I will turn my phone over - next step - no phone in meetings
• Be present in meetings: if you're responding to social media, sms or email - do it on your time
• Put the device in your pocket and say 'hi' to someone, a random stranger
• If you are in a conversation: don’t respond to a sms or email, it can wait for 5mins.

In moving away from our Digital Addiction, the goal is learning to find a balance, and the personal reward in doing so. 

Written, Researched and collaborated on no less than 4 connected devices.

Copyright: 2015 "We are all Digitally Addicted - what I learnt from the coffee queue ". Darren Needham-Walker

 Note: this blog is personal opinion based on experience of the author

Marketing to a New Generation of B2B decision makers - Millennials

The Millennial generation (those born 1980's to 2000's) are the first "true digital generation". They are redefining business function, including marketing, sales, and workforce collaboration, all the way through to HR policy.   

It is widely reported that within the next 5 years, Millennials will be the largest active component of the global workforce. Hence, I want to focus on the importance of adopting a "Millennial mindset", particularly in the B2B context, as this next generation are rapidly coming of age as researchers, influencers, and decision makers within their respective companies.     

Many companies have focused on the Millennial as a consumer - now let's explore how the traits that have defined their personal consumer behaviour are now impacting B2B marketing and sales. It is my belief that the sales and marketing relationship must become more and more intertwined to meet the changing dynamic of B2B decision making. 

We have learnt as marketing professionals that Millennials have high expectations on brands as end user consumers, and they take the same high expectations into their roles as business influencers and decision makers.  

Are B2B marketers ramping their strategies fast enough to capitalise on this new generation of decision makers? 

The attributes and expectations that Millennial decision makers are looking for in business relationships are not that dissimilar to the consumer landscape: 

• Authenticity
• Relevance
• Personalised interaction

There must be a seamless mix between the in-person and digital experience to address their value on convenience.   It is important to note, that it is during the research phase (the earliest stage of the sales cycle) that they prefer to engage with a representative.   However, once the sales cycle has commenced, they prefer to be progressed and supported digitally.

 In a recent study conducted by IBM, it was found that this generation more highly value the vendor representative source of information at the commencement of the sales process than either Gen X and Baby Boomers.   This almost appears to contradict the earlier statement regarding importance of digital in progressing an opportunity - not so - Millennials considers the availability of relevant information in digital formats a baseline requirement, simply routine. 

As we do in our usual consumer marketing programs, with Millennials, we need to understand the end to end engagement cycle and focus on delivering a relevant experience that exemplifies authenticity through the physical and digital worlds. 

Millennials value collaboration, and the ease of doing business over reputation, or a perceived ability to deliver purely on product and service level. 

So where to start?   Leverage the customer data and insights you have to date and look for what your customer wants, and as many brands have already done in the consumer landscape, build out a complete customer journey with the emphasis on simplicity, and a variety of content along the journey. 

The level of importance on "digital commentary or endorsements" as the Millennial business decision maker moves closer to a decision point almost mirrors that of the consumer landscape, looking for validated via social / digital led influencers in their world. Therefore it is vital to have customer success stories in various "social first" formats so they are easy to find, and further, easy to share with these digital natives.

 Copyright: 2015 "New Generation of B2B decision makers". Darren Needham-Walker

 Note: this blog is personal opinion based on experience of the author

My Safari into the Habitat of the Digital Natives

During the last few weeks I have had the pleasure of working with some of the mostinfluential peopleof the "younger" generation - I feel old just saying that. As I immersed myself into their culture and traditions, and associated myself with their values,  I had to remind myself, I am not in a remote area of Papua New Guinea but have travelled only 2.2 km from my house.

The next generation, the "digital natives", are fascinating!  I jumped into this not knowing fully what to expect nor how I would be perceived.  It was my first year in high school all over again.

Firstly, let me articulate the characteristics of what I thought made these youngsters so "popular" (based on an extensive search on Google) -

• They create Video for Social Sharing of them doing "stuff"

• People engaged with this content

• If the tribe enjoyed it, they shared it

• And, they expand their communication across multiple media

The content they were producing is… well let's just say it's not a DIY informative video, but it is however honest, transparent and somewhat 'uncensored' in nature, although my Public Relations experience was kicking in, dominating my receptors.  

Finally it was time to go from extensive research mode, into throwing myself into the field and observing this phenomena in action.   Like any 40 something, I did the half step - inviting a group for dinner at a location that would provide a level of comfort for myself.

As I waited for their arrival, with a calming Extra Dry Vodka Martini (Grey Goose), with 3 olives (just in case anyone wants to buy me a cocktail in the future),  I started to actually get a little nervous, and began to plan my engagement strategy.   This was reliving some awkward introductory moments in my life.   

And of course, a dozen individuals arrived all at one time, and within this group were some of my generation, their parents, and members of their management teams. 

 I was privileged to observe that the family unit of the "digital natives" operates exactly as most Australian families operate - normal, loving, respectful, hierarchical.  Obviously things don’t change because you have millions of social followers.

Conversely, engaging with the management representatives is where the stark realization was reinforced, that this is a business, big business. 

Over a great meal, the conversation was like that in someone's home, it was one of the most relaxing and genuinely enjoyable business dinners I have had.

I believe the idealism of youth has become lost to us over the years, through a series of life events that we allow to define us.  This generation thrives on understanding themselves and developing connections with those of similar values, and embraces those with different points of view.   They value this idealism above all.

What became abundantly clear was why they wield such influence, the level of authenticity in their communication, and relentless protection of their beliefs and values.  The word authenticity is getting thrown around a lot these days, but here it is before me and millions of the next generation are flocking to it!

The power of the next generation comes from complete transparency, vulnerability that reinforces their authenticity and is amplified via real time engagement across Social Media.

I started to think about how my fellow practitioners needs to engage, partner and align, but most importantly develop relationships with the "digital natives".

We of the current generation need to be mindful and self-aware that unfortunately, most of us have lost the ability to idealise easily through free flowing thoughts and opinions.  It will be a devastation of our making if we smother and commercialise the uniqueness out of this "tribe".

The opportunity now, more than ever, is how do we partner, elevate and enable across the multi-generational divide.   As leaders, we must first understand and then build an environment that supports this younger generation of unparalleled influence and social collaboration.

When next a "digital native" brings an "out of the box" idea or thought to you - pause - hold back your initial response to critique and squash, but rather, take a journey.  Explore their idea with the idealism they value, through their lens.

I think you will be surprised how much you will learn from them, and who know where you may end up?

Copyright: 2015  'My Safari into the Habitat of the Digital Natives'  - Darren Needham-Walker

Note: this blog is personal opinion based on experience of the author