The Uncomfortable Truth About The Younger Generation

I have heard it so many times. Complaints about the “younger generation.”

“They don’t work as hard as we did.”

“They are unmotivated.”

“They have no self control.” The list goes on and on…

But here is the thing… we can’t disregard this generation, we need them to continue our legacy.

So how do we partner with them and harness their inherent genius?

How do we understand what unlocks their potential and motivates brilliance?

​Coaching for Leaders recently featured David Yeager- a former middle school teacher and currently a professor of psychology at the University of Texas at Austin and the cofounder of the Texas Behavioral Science and Policy Institute.

This episode titled, How to Motivate Younger Employees breaks down the disconnect and offers quick actionable opportunities to close the gap.

You were young once, too.

Aristotle felt similarly. This is not new.

We have forgotten how we acted as kids, our own lack of interest or motivation was our elders' thorn to bear. We view our own indiscretions more forgivingly and forget how similar we were at that age.

Worthwhile Investment

This generation carries the torch. It’s worth understanding how to close the gap.

As a leader, it is easy to focus heavily on outcomes. “Just get it done.” No emphasis on the process. No mentoring along the way. Just the expectation of seeing results.

Typically this doesn’t work well.

Mentoring is not only supporting successful tasks, it is also long term support and high expectations. Both variables hold critical importance.

High standards + low support creates fear. David calls this the “enforcer mindset.”

Low standards + high support creates comfort. You are often liked but not respected.

Leaders aren’t here to create fear or comfort.

They are here to develop people.

And development requires both.

*High standards + high support = the objective. Keep your standard high, but at the same time provide the guidance and psychological safety needed to reach one's highest potential.

Caveat: this is critical.

It is VERY easy to assume that others know and trust your thoughtful intentions. But, have you actually said that out loud?

Have you verbalized the reasons why you're pushing hard?

If you didn’t care, you wouldn’t invest.

They need to feel that.

Scenario 1: “I know this is a big project and I would like you to take it on and have deliverables ready by Friday.”

Scenario 2: “I’ve been impressed with your work and see real potential in you. That’s why I’m assigning you this project with a tight timeline to stretch you. I know you can do this. I’ll be here to support you and will check in regularly to make sure you have what you need.

The second scenario doesn’t remove the pressure. It gives it meaning.

I care about you.

I believe in you.

I am invested in your success.

I will walk alongside.

Invariably, people will work incredibly hard if they feel you believe in their inherent potential and success.

As a leader, you need to articulate this vision, and invest in the partnership.

We judge younger generations for what we failed to teach.