Dr Chip Espinoza recommends 9 new core competences for better managing millennials in the modern workplace.

Chip Espinoza, Mick Ukleja, and Craig Rusch shine fresh light on the core competences for managing millennials as part of the new modern workforce in recent years. Millennials are technologically savvy, bright, and complex. For this reason, we need to apply new management principles for steering their job growth expectations into the best business use cases.

Chip Espinoza, Mick Ukleja, and Craig Rusch (2016)

Managing Millennials: Discover the Core Competences for the Modern Workforce

 

Many millennials show up in the new modern workforce today with different growth mindsets, social skills, keystone habits, intellectual worldviews, career progression expectations, core competences, and other dynamic capabilities. These coworkers address the CEO by first name, talk out of turn in conference calls, and sometimes show up late but gladly pull all-nighters. These eager and earnest millennials often bristle at the comments, suggestions, and recommendations of senior leaders, but these same young coworkers sometimes tend to thrive on hard, complex, and even arduous challenges. Many millennials are bright, special, efficient, knowledgeable, and technologically savvy. At the same time, however, many millennials maintain a rare unique sense of entitlement to their own efforts, triumphs, and achievements. Sometimes these millennials exasperate senior leaders, special advisors, and key project managers. Today, these same millennials now enter our modern workforce by the millions worldwide. Most millennials represent rare unique human resources for smarter, faster, better, and substantially more synergistic teamplay progression, intellectual stimulation, and creative art curation. Many millennials are able to work hard for a bigger, bolder, brighter, and better long-run corporate vision, social good, or life purpose. This rare unique personality trait often empowers many millennials to take on substantially more tasks, goals, missions, roles, and responsibilities for the foreseeable future. In effect, this rare unique personality trait further empowers many millennials to bounce back better from some specific setbacks, flaws, faults, failures, obstacles, difficulties, distractions, and disappointments in our modern life, business, innovation, and entrepreneurship.

 

What are the key lessons, insights, and takeaways from this new self-improvement book review?

Long-time career coaches, experts, and advisors Chip Espinoza, Mick Ukleja, and Craig Rusch shine light on fresh tactics, strategies, and solutions for senior leaders, special advisors, and project managers to better work with many millennials as the new unpredictable generation. At any pace, Espinoza et al avoid painting this new generation with a broad brush. The same basic rationale applies to almost all other generations too. At the same time, we should refrain from sharing the common but false perception that one size fits all. Each millennial serves as a rare unique team player, an individual contributor, or a high-skill subject matter expert. In most cases, senior leaders should learn to apply Espinoza et al’s 9 key strategies and solutions for getting the best expert views, opinions, judgments, constructive comments, and productive discussions from many millennials. In time, their new, non-obvious, and pragmatic growth mindsets, social skills, keystone work habits, actionable insights, prescient intellectual worldviews, hard truths, core convictions, values, and beliefs, and iterative continuous team improvements combine to help enrich the social and economic lives of others in our inclusive global human society. Today, many smart successful companies provide new products, goods, and services in support of our prescient insights, keystone habits, social skills, intellectual worldviews, and so on. In due course, these companies reap many sales, profits, benefits, and sustainable competitive advantages in some strategic sectors, blue-ocean markets, disruptive innovations, and sometimes even their adjacent markets. In the best business use cases, subtle product design choices remake, reshape, and reinforce our keystone habit formation.

 

Like all past technological advancements, the recent digital innovations contribute to our habit formation with both positive and negative ripple effects, social impacts, and chain reactions. These digital innovations span social media networks, smart-phones, tablets, e-commerce platforms, online search engines, generative artificial intelligence large language models (Gen AI LLM), graphics processing units (GPU), semiconductor microchips, electric vehicles (EV), quantum computers, high-speed broadband networks, telecoms, cloud services, autonomous robotaxis (AR), virtual reality (VR) headsets, new vital AI-driven healthcare solutions, and pharmaceutical medications, treatments, and therapies. Many millennials benefit significantly from these online technological advancements, disruptive innovations, social networks, and Internet-connective smartphones, computers, and many other mobile devices. Today, many millennials even regard their electric vehicles (EV) as the third space between home and work as part of their modern digital lifestyle. Smartphones allow many millennials to access online information at zero marginal cost. Although each generation has unique cultural values, beliefs, insights, worldviews, social attitudes, and growth mindsets, these softer aspects of human interactions often help inform their actions, reactions, decisions, and behaviors. Millennials are probably the first online generation to access free relevant information without any industry authority figure.

 

Espinoza et al describe, discuss, and explain why many millennials retain different career growth expectations about work than their predecessors, the Builders, Baby Boomers, and Generation Xers. In this broader context, Espinoza et al propose 9 core competences for senior leaders, special advisors, key strategists, and project managers for steering the rare unique job growth expectations of many millennials into the best business use cases for novel products, goods, and services. First, we should show substantially more flexibility with many millennials on mutual medium-term goals, tasks, and missions. Most millennials enjoy job autonomy, mutual trust, respect, and broadly positive comments, suggestions, and recommendations from senior leaders, special advisors, key strategists, and project managers. All of these intangible characteristics of professional relationships often remake, reshape, and reinforce sound team chemistry, personal growth, and fair career progression.  

 

Second, senior leaders should strive to combine positive feedback with affirmation to provide new further incentives for most millennials to make the best uses of their talents, skills, expert views, opinions, judgments, core competences, and dynamic capabilities. Indeed, many millennials often learn, keep, retain, and maintain some specific sense of entitlement to their work autonomy, leisure time, personal growth, and even job titles, salaries, bonuses, and several other corporate rewards. Many millennials cherish their rare unique opportunities to solve some specific problems, pain points, flaws, faults, failures, setbacks, obstacles, difficulties, distractions, and disappointments in the broader business context. Self-rewards often involve a real sense of accomplishment, job satisfaction, and iterative continuous improvements in team performance, focus, personal growth, and the flow experience.

 

Third, senior leaders should provide the fundamental freedom for many millennials to express themselves via daily routine work, creative art curation, and intellectual stimulation. Sometimes senior leaders, special advisors, project managers, and so forth should seek to gamify some specific aspects of professional experiences in the workplace. Playing games often represents a powerful expression of this social need for self-rewards. Reading a book often provides the same level of intellectual stimulation for self-rewards. Further, self-rewards can involve writing up a research article, composing music, coding a novel non-obvious proprietary software solution, playing a sport, and painting a portrait. Warm glow, widespread social acceptance, and team recognition often arise as the mainstream self-rewards for each of these flow experiences.

 

Fourth, senior leaders should further engage self-centric millennials who expect to get the most out of their professional experiences in the workplace. Self-absorption suggests that many millennials seek attention from senior leaders. Sometimes the expert views, opinions, judgments, and decisions of senior leaders matter a great deal to many millennials. These senior leaders often include the CEO, co-founders, investors, senior manager, special advisors, key strategists, and project managers. At any pace, these senior leaders should practice what they preach from month to month. Sometimes senior leaders can help move the whole corporate flywheel by giving positive comments, suggestions, and compliments on key teamwork results, good outcomes, and forceful decisions for the foreseeable future.

 

Fifth, senior leaders can often free up many millennials from their defensive actions, reactions, interactions, arguments, behaviors, and other vulnerabilities when these senior leaders focus on their key teamwork results, good outcomes, achievements, and forceful decisions for the foreseeable future. Also, these senior leaders should reframe constructive criticisms as new opportunities for lean solutions and iterative continuous improvements in corporate performance, personal growth, self-efficacy, and the flow experience. Many millennials seek their inclusion in team discussions, disruptive innovations, and other technological advancements. In the broader team context, many millennials cherish the intangible elements of work. These elements often span mutual trust, respect, team chemistry, team co-dependence, and a real sense of accomplishment.

 

Sixth, senior leaders should deal with the hard truth that many millennials are often abrasive. Despite this hard truth, senior leaders should draw a distinction between millennial communication and teamplay progression. Sometimes many millennials tend to be abrasive in expressing themselves, addressing their bosses by their first names, and even questioning instructions. Senior leaders should learn to work with most millennials in a patient, peaceful, and productive fashion.

 

Seventh, senior leaders should serve as kind, patient, and cooperative mentors to most millennials and other junior team players. In almost all kinds of collaborations, senior leaders should help evoke positive emotions such as hope, faith, love, and optimism. These positive emotions often play powerful roles in human productivity advances. In effect, these positive emotions combine to mean never giving up and not giving in to negativism and depression despite some specific setbacks, failures, obstacles, difficulties, and disappointments. Lifelong learners keep the expectation that everything will turn out well. With high hopes, optimists attribute their setbacks and failures to a few forces, factors, and key elements under control. In time, these optimists think they can change for the better their thoughts, words, actions, habits, and behaviors. Hence, these optimists never fall into the rabbit hole of depression as they motivate themselves to confront the brutal facts, setbacks, and failures. In modern finance, CEO optimism often serves as a sound, positive, and emotionally intelligent attitude for substantially more efficient product innovations in the broader business context. In essence, hope, faith, love, and optimism combine to support our self-efficacy sense that we sustain self-mastery over our life events, key results, outcomes, and new challenges for further personal growth, self-improvement, and fair career progression.

 

Eighth, senior leaders should often help most millennials maintain their laser-focus on the medium-term tasks, goals, missions, and priorities. In all cases, these senior leaders should make their best efforts to connect the dots between short-term key results, good outcomes, and priorities and the long-run team vision. In the broader business context, most millennials should understand how these short-term results, outcomes, and priorities help the entire team achieve the medium-term targets for sales, profits, product innovations, service improvements, and many other iterative continuous improvements, all in accordance with the longer-run team vision, social good, or life purpose. From this broader perspective, senior leaders can better help several millennials immerse themselves in completing some specific medium-term intellectually hectic, hard tough, and even arduous tasks, goals, and missions. This laser focus can often help many millennials better achieve the flow experience with almost no, little, or minimal thought, effort, and energy. 

 

Ninth, senior leaders should motivate most millennials to carry out meaningful work. As these senior leaders connect the dots between near-term tasks, goals, missions, and priorities and the long-term corporate vision, social good, or life purpose, many millennials contribute to a brighter, better, and bigger future for global market users, early technology adopters, and consumers worldwide. As a result, most millennials can often enjoy a profound sense of accomplishment, job satisfaction, and iterative continuous improvements in team performance, intellectual focus, personal growth, and the flow experience.

 

The Hebrew phrase, Tikkun Olam, means world repair. In modern Christian circles, Tikkun Olam has become synonymous with the meaningful notion of constructive social actions that contribute to a better world. God provides us with fire and wheat so that we can come up with bread. In a similar vein, God provides us with fire and clay so that we can bake the bricks ourselves. In this rare unique way, we become partners in completing the act of creation. In this positive light, our time on earth is important. We are not just passive observers, but also active participants in helping make the world a better place. Christians bear a sense of individual responsibility in accordance with the concept of Tikkun Olam. In the modern age, entrepreneurs share the same sense of individual responsibility for their advisors, specialists, and other team members to enrich the lives of others with positive contributions. From time to time, many founders and entrepreneurs should learn to reconcile what they want with what they can risk in order to accomplish their longer-term goals. In this important way, these cofounders and entrepreneurs pass the tests of life, fulfill lofty social causes and purposes, and make productive uses of our gifts, talents, skills, core competences, and dynamic capabilities from God in accordance with His love, grace, and divine nature. By harnessing the modern science of habitual power, we can better transform our daily lives, businesses, and communities worldwide.

 

Atomic habits serve as the compound interest of self-improvement. Sometimes we remake, reshape, and reinforce small, subtle, persistent, and incremental keystone habits, social skills, intellectual worldviews, prescient insights, dynamic capabilities, and other core competences. As we practice what we preach over many years, we turn these small and subtle keystone habits, social skills, and so on into the positive flywheel effect, or equivalently, our iterative process of building momentum through incremental progress in pushing a big heavy flywheel. In due course, the keystone habits help promote personal growth, system-wide mastery, and self-improvement. Sometimes subtle product design choices reinforce our keystone habit formation. When we use, apply, and leverage some specific products, goods, and services to support our keystone habits, some smart companies score small constructive wins in sales, profits, benefits, and several other sustainable competitive advantages in their blue-ocean niche markets, disruptive innovations, and even adjacent markets. Today, many Internet influencers and key opinion leaders (KOL) help serve as the mainstream gatekeepers for smart products, goods, and services via social media networks (such as Facebook, TikTok, Twitter, Snapchat, Reddit, and Pinterest etc) as well as global e-commerce platforms (such as Amazon, eBay, Rakuten, Shopee, Alibaba Taobao, Etsy, Walmart, Flikpart, JD, Pinduoduo, Mercado Libre, Lazada, and so on). Lifelong learners listen, focus, adapt, respond, and behave in response to key external life circumstances, vicissitudes, scenarios, situations, and episodes. Over several years, these lifelong learns tend to focus on small, subtle, incremental, and persistent iterative continuous improvements at different points of the common business cycle. As a result, these lifelong learners pivot, persist, and persevere to navigate several setbacks, flaws, faults, failures, obstacles, difficulties, distractions, and disappointments in our life, business, innovation, and even entrepreneurship. In due course, many millennials, subject matters experts, and other team players often help senior leaders, special advisors, key strategists, and project managers accomplish more with less time, effort, money, and energy. In essence, this team chemistry helps accelerate the new, non-obvious, and next-generation disruptive innovations, technological advancements, and smart techniques for solving some specific problems, pain points, tasks, goals, and missions for global market users, early technology adopters, and consumers worldwide. Although many millennials value simplicity, they are neither naïve nor simplistic. Tapping into millennial time, effort, energy, and creativity can often prove to be sound, robust, efficient, effective, and productive in time. Today, many millennials retain an active interest in working toward to a bigger, brighter, better, and bolder longer-term team vision, social good, or life purpose. This greater social responsibility often helps better align the cultural values, beliefs, worldviews, and behaviors of many millennials with new ESG woke capitalism. In the broader global context, environmental protection, social harmony, and corporate governance combine to inform some specific aspects and elements of our daily social and economic lives, businesses, and communities worldwide far beyond personal gains.

 

Different generations think, feel, work toward different goals beyond personal gains, and maintain several different cultural values, beliefs, growth mindsets, worldviews, insights, social attitudes, and so on. These soft aspects of human interactions often help inform their actions, reactions, decisions, and behaviors in the workplace.

Most millennials are the first technologically savvy, bright, and complex generation. In practice, many millennials complete college education, work for a few years, and then pursue graduate studies. Sometimes many millennials further use, apply, and leverage their rare unique subject matter expertise in several different fields. Many millennials receive safe shelter, life structure, and protection from their parents. In America, the modern workforce now includes more than 35 million millennials, and this number continues to rise steadily in the next few years. When many people of the same age experience high-impact rare events, these people experience similar growth mindsets. In combination, the broader, more pervasive, and more prevalent growth mindsets often help remake, reshape, and reinforce lifelong values, beliefs, intellectual worldviews, insights, aspirations, and many other perspectives. For this reason, we can draw distinctions between millennials and their prior generations.

 

People who were born between 1925 and 1945 combine to form the older Builders. In this generation, the Great Depression, Roosevelt’s New Deal, and World War II and its aftermath significantly shaped the personal life experiences of the Builders. The Builders respect authority, value teamwork, integrity, and discipline, and often expect to wait for rewards. The Builders often tended to work for only one company throughout their entire careers.

 

People who were born between 1946 and 1964 combine to form almost 80 million Baby Boomers in America. The television, rock and roll, the Vietnam war, and the American civil rights movement led by Martin Luther King significantly shaped the personal life experiences of the Baby Boomers. For the Baby Boomers, work refers to gradual, steady, and consistent capital accumulation, wealth creation, and social status in relation to some specific professional fields, domains, and global markets. Greed is good for the Baby Boomers, especially for its famous portrayal in the 1987 film, Wall Street, as well as the subsequent yuppie culture of the 1980s. The yuppie culture reflects the high-end modern lifestyle, mindsets, and social values of young urban professional workers who are prone to focus on fitness, career advancement, status symbols, and luxury brands such as the Mercedes, Audi, and BMW.

 

People who were born between 1965 and 1977 combine to form almost 40 million Generation Xers. The Generation Xers bridge between the Baby Boomers and the Millennials. Generation Xers grew up with video games, personal computers, and MTV. Dual-income households, competent parents, a high divorce rate, AIDS, and a lack of corporate loyalty shaped the modern lives of Generation Xers. Generation Xers value work-life balance, job autonomy, independence, and social mobility.

 

People who were born after 1978 are the Millennials. As the information technology revolutionized the modern lives of almost all global market users, early technology adopters, and consumers worldwide, the Millennials weaned on the Internet, iPods, iPhones, iPads, social media networks, global e-commerce platforms, and so forth. Their parents praised almost all the day-to-day accomplishments of the Millennials. For this reason, the Millennials have high opinions of their gifts, talents, skills, core competences, and dynamic capabilities. The Millennials keep high expectations of their employers. In the workplace, the Millennials often seek direct inputs from their bosses and senior leaders (even founders and investors), new creative challenges for intellectual stimulation, immediate comments and compliments on their outputs, and greater opportunities for self-efficacy, personal growth, autonomy, and career progression. In many cases, traditional command-and-control management styles, techniques, and principles would likely fail with this new generation.

 

Smart companies should learn to motivate most millennials to immerse themselves in intellectually hectic, hard, tough, and sometimes even arduous tasks, goals, and missions. All the laser focus, keystone habit formation, and immersion combine to help many millennials to attain substantially more with less time, effort, and energy. Not every new generation attempts to question authority within the corporate value chain. Today, many millennials often seek alternative career paths and sometimes upset the status quo. Most millennials lack no information from their senior leaders, special advisors, key strategists, project managers, and so forth. Many millennials often embrace free global data, knowledge, and information at the click of a mouse. The Internet, smartphones, computers, tablets, other mobile devices, social media networks, and global e-commerce platforms empower millennials to enjoy smarter, faster, better, more efficient, and more convenient modern daily lives, businesses, and communities worldwide.

 

Espinoza et al propose, explain, and recommend 9 major management principles, strategies, and solutions for steering the new personal career growth expectations of many millennials into the best business use cases, product innovations, service improvements, and several other iterative continuous improvements in team focus, team co-dependence, personal growth, collaboration, and self-efficacy.

Today, several smart successful companies, founders, investors, senior managers, special advisors, core strategists, and project managers motivate many millennials to serve as creative art curators, technological inventors, disruptive innovators, and even business model trailblazers for better monetization. Most millennials succeed, adjust, adapt, and leverage their growth mindsets, social skills, intellectual insights, worldviews, keystone habits, core competences, and other dynamic capabilities in the broader business context. Senior leaders should avoid their self-attribution bias on the standalone basis of personal life experiences. Key generational differences sometimes create gaps in smart communication between these senior leaders and many millennials in accordance with the long-term team vision, social good, or life purpose. It takes an adaptive management style for these business leaders to work well with most millennials. In practice, it is hard, difficult, and almost impossible for these senior business leaders to force most millennials to change their personality traits, growth mindsets, keystone habits, emotions, social skills, and so on.

 

Espinoza et al describe, discuss, and explain why many millennials retain different career growth expectations about work than their predecessors, the Builders, Baby Boomers, and Generation Xers. In this broader context, Espinoza et al propose 9 core competences for senior leaders, special advisors, key strategists, and project managers for steering the rare unique job growth expectations of many millennials into the best business use cases for novel products, goods, and services. First, we should show substantially more flexibility with many millennials on mutual medium-term goals, tasks, and missions. Most millennials enjoy job autonomy, mutual trust, respect, and broadly positive comments, suggestions, and recommendations from senior leaders, special advisors, key strategists, and project managers. All of these intangible characteristics of professional relationships often remake, reshape, and reinforce sound team chemistry, personal growth, and fair career progression.

 

Most millennials prioritize work-life balance, so their senior managers should show substantially more flexibility with many millennials on the medium-term goals, tasks, and missions. In some specific sense, most millennials cannot sacrifice everything at the career altar. Many millennials often seek to switch to alternative career paths when these self-centric individual contributors try to protect their personal interests. Instead, senior leaders should show flexibility with most millennials on the medium-term goals, tasks, and missions. This flexibility may or may not mean allowing most millennials to call the shots, but this flexibility relates to initiating conversations with most millennials about how we can work together toward our chosen mutual goals. These new conversations create good relationships with most millennials. Through these good relationships at work, senior leaders, special advisors, core strategists, and project managers can share their expert views, opinions, judgments, decisions, and experiences with most millennials. These new conversations help embed high flexibility into common work schedules, methods, techniques, and approaches etc. As a result, this flexibility gives most millennials a real sense of autonomy as they immerse themselves in completing their near-term tasks, missions, and obligations in the workplace.

 

Second, senior leaders should provide sound incentives, carrots, and rewards for team performance recognition. Many millennials often feel a rare unique sense of entitlement to their own efforts, triumphs, and achievements. In this broader social context, senior leaders should strive to combine positive feedback with affirmation to provide vital incentives for many millennials to make the best uses of their talents, skills, expert views, opinions, judgments, insights, actions, core competences, and other dynamic capabilities. Although most millennials value these incentives, many millennials disdain employee-of-the-month programs, plaques, trophies, and other subtle status symbols.

 

Third, senior leaders should help further develop the inclination for most millennials to apply their creativity in daily routine work schedules, disruptive innovations, and technological advancements at work. Many millennials are eager, earnest, creative, and imaginative, so they tend to emphasize self-expression. Senior leaders should encourage their innate natural propensity for thinking outside the box, opening the black box, or designing some smart, creative, and rare unique combination of both methods. Today, most millennials cherish new opportunities to solve some specific problems, pain points, faults, failures, setbacks, obstacles, difficulties, distractions, and disappointments as part of teamwork. For many millennials, their self-rewards often involve a sense of accomplishment, job satisfaction, and iterative continuous improvements in team performance, personal growth, and the flow experience.

 

Fourth, senior leaders should engage most millennials in intellectually hectic, hard, tough, and sometimes even arduous tasks, goals, missions, and forceful decisions for the foreseeable future. Many millennials are self-centric and hence often expect to attract substantially more attention from senior leaders, core strategists, special advisors, project managers, and so forth. In practice, most millennials grew up with substantially more approval, attention, and affirmation from their parents. Through their childhood, their parents praised many millennials on their talents, skills, social actions, expert views, opinions, judgments, core competences, and other dynamic capabilities. For this reason, many millennials seem to expect senior managers to assume the supportive roles of mom and dad at work. At the same time, however, previous generations understood that their social needs were secondary to almost all team players in the broader business context. By contrast, most millennials work under no such assumptions. Senior managers would likely get the most from most millennials by showing an active interest in their expert views, opinions, judgments, decisions, and behaviors. Sometimes senior managers often need to find common ground by incorporating millennial inputs into core business operations, processes, disruptive innovations, technological advancements, and so on. In this rare unique fashion, senior managers often find fresh opportunities to engage many millennials on a personal level. Many millennials work much harder for these senior managers. In fact, many millennials tend to like these senior managers who like them in return. In a new virtuous cycle, many millennials often tend to become more loyal to these senior managers and their teams in the long run.

 

Fifth, senior leaders can often free up many millennials from their defensive actions, reactions, interactions, arguments, behaviors, and other vulnerabilities when these senior leaders focus on their key teamwork results, good outcomes, achievements, and forceful decisions for the foreseeable future. In due time, senior leaders should learn to disarm their low threshold for negative feedback. Whenever millennials hit some specific bumps during their childhood, their helicopter parents swooped in to their rescue. In recent years, many HR departments report that it is quite common to hear from the anxious parents of millennials who receive less-than-stellar annual performance evaluation. For this reason, senior leaders should focus on millennial inputs, expert views, opinions, judgments, achievements, and iterative continuous improvements as part of the long-term journey in modern life, business, innovation, and entrepreneurship. These senior leaders should reframe constructive criticisms as fresh opportunities for lean solutions and iterative continuous improvements in team performance, personal growth, self-efficacy, and the flow experience. Indeed, many millennials often strive to seek their inclusion in team discussions, disruptive innovations, sales, profits, and other business benefits. In this team context, many millennials value the intangible elements of work. In essence, these elements span mutual trust, respect, team chemistry, co-worker co-dependence, and a real sense of accomplishment.

 

Sixth, senior leaders should deal with the hard truth that many millennials are often abrasive. Despite this hard truth, senior leaders should draw a distinction between millennial communication and teamplay progression. Sometimes many millennials tend to be abrasive in expressing themselves, addressing their bosses by their first names, and even questioning instructions. Senior leaders should learn to work with most millennials in a patient, peaceful, and productive fashion. In a practical sense, senior leaders often cannot take millennial cockiness personally. At work, the Baby Boomers questioned authority and then challenged traditional business operations, processes, disruptive innovations, and team collaborations. For this reason, these Baby Boomers raised their children as equal peers, encouraged them to speak up, and often gave weight to their inputs. Hence, Generation Xers resist kowtowing to senior leaders, special advisors, key strategists, and project managers. Millennials speak their minds in team discussions, talk out of turn in conference calls, address bosses by their first names, and question top-down instructions. Sometimes senior leaders perceive such millennial communication style as rude, direct, and abrasive. At any pace, senior leaders should make their best efforts to maintain the teamplay equilibrium by recognizing many millennial individual achievements, team triumphs, and process improvements in the broader business context.

 

Seventh, senior leaders should serve as kind, patient, and cooperative mentors to most millennials and other junior team players. In almost all kinds of collaborations, senior leaders should help evoke positive emotions such as hope, faith, love, and optimism. These positive emotions often play powerful roles in human productivity advances. In effect, these positive emotions combine to mean never giving up and not giving in to negativism and depression despite some specific setbacks, failures, obstacles, difficulties, and disappointments. Good senior managers help broaden millennial focus on some specific medium-term tasks, goals, and missions. In this rare unique fashion, these senior leaders help many millennials connect their daily job responsibilities to the long-term goals of core business operations. Sometimes senior leaders require many millennials to analyze the 3 to 5 major approaches to solving some specific problems, pain points, flaws, faults, product innovations, and service improvements for global users, early technology adopters, and consumers worldwide. Through this major business process, many millennials divide, conquer, and combine their personal insights, growth mindsets, expert views, opinions, and judgments to design new, non-obvious, and practical technical solutions, products, goods, and services. With these consequential thoughts, insights, growth mindsets, expert views, opinions, judgments, and decisions, many millennials can often work together to connect the dots between their actions and the potential consequences. As a result, the personal mentorship between senior leaders and many millennials can help build up vital long-term camaraderie and esprit de corps over time.

 

Eighth, senior leaders should often help most millennials maintain their laser-focus on the medium-term tasks, goals, missions, and priorities. In all cases, these senior leaders should make their best efforts to connect the dots between short-term key results, good outcomes, and priorities and the long-run team vision. In the broader business context, most millennials should understand how these short-term results, outcomes, and priorities help the entire team achieve the medium-term targets for sales, profits, product innovations, service improvements, and many other iterative continuous improvements, all in accordance with the longer-run team vision, social good, or life purpose. From this broader perspective, senior leaders can better help several millennials immerse themselves in completing some specific medium-term intellectually hectic, hard tough, and even arduous tasks, goals, and missions. This laser focus can often help many millennials better achieve the flow experience with almost no, little, or minimal thought, effort, and energy. Sometimes senior leaders should ask better, deeper, and broader questions for millennials clarify their expert views, opinions, judgments, choices, actions, decisions, and behaviors. In most of these open conversations, most millennials should learn to share the best business interests, use cases, product innovations, and service improvements etc for global market users, early technology adopters, and consumers worldwide.

 

Ninth, senior leaders should motivate most millennials to carry out meaningful work. As these senior leaders connect the dots between near-term tasks, goals, missions, and priorities and the long-term corporate vision, social good, or life purpose, most millennials contribute to a brighter, better, and bigger future for global market users, early technology adopters, and consumers worldwide. As a result, most millennials can often enjoy a profound sense of accomplishment, job satisfaction, and iterative continuous improvements in team performance, intellectual focus, personal growth, and the flow experience. As these less senior team players better understand their vital tasks, missions, roles, and responsibilities as part of core business operations, most millennials would be happy to comply with these core business operations in accordance with the longer-run team vision, social good, or life purpose. Everyone can make a difference in the world.

 

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Do you find it difficult to beat the long-term average 11% stock market return?

It took us 20+ years to design a new profitable algorithmic asset investment model and its proprietary software technology with U.S. fintech patent protection over 20 years. Our new AYA fintech network platform serves as everyone’s first aid for his or her personal stock investment portfolio. In practice, our own proprietary software technology empowers each investor to apply real-time data, intelligence, and other information without exorbitant time commitment. Our alpha stock signals can help substantially boost the typical win rate from 60%-70% to more than 90%.

Our new alpha model empowers members to be a wiser stock market investor with profitable alpha signals! The proprietary quantitative analysis applies the collective wisdom of Warren Buffett, George Soros, Carl Icahn, Mark Cuban, Tony Robbins, and Nobel Laureates in finance such as Robert Engle, Eugene Fama, Lars Hansen, Robert Lucas, Robert Merton, Edward Prescott, Thomas Sargent, William Sharpe, Robert Shiller, and Christopher Sims.

 

Our Brass Ring Facebook page helps stock market investors learn more about the latest financial news, stock investment ideas, and asset portfolio strategies:

http://www.facebook.com/brassring2013

 

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