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Gen Y workers typically prefer not to deal with stringent hieracrchy or traditional structure in a work environment, so if you’re managing these younger workers, what’s the most effective way to get them to do what you want?In her book “Managing for People Who Hate Managing,” Devora Zack writes that the best way to manage these autonomous workers is to first identify them as either “thinkers” or “feelers.”
You can decide this by focusing on how they react whenever you have a disagreement. For example, do they make their arguments matter-of-factly or do they speak more from an emotional state of mind?
If they sound more like the former example, than they are most likely thinkers whereas the latter example are feelers. Thinkers are more prone to making decisions based solely on logic and they are unaware with “impersonal discord,” whereas feelers make their decisions based on relationships and “value what is ‘good’ over what is objectively best for the team.
When you figure out what personality type your worker is, then you can adhere your managing style in order to effectively communicate with them.
This is how you build a relationship and win loyalty from the very people who despise being managed.
“Turns out, results and relationships are intertwined, even inseparable,” Zack writes and the more your employees feel connected to you, the more likely they’ll work even harder for you.
The reason why is because Gen Y wants mentorships out of their managers, Dan Schawbel, career expert and founder of Millennial Branding, a Gen Y research and management consulting firm, tells us.
They want someone who is not just their manager, but who will also help them learn new skills and further their careers.
Why should managers care about these Gen Y workers? Because they’re the biggest generation yet and is estimated to outnumber every other generation in the workforce within a few years.
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