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If you’ve ever had a disagreement, frustration, or challenge moment with a Millennial, there’s a chance that you were in the midst of a clash point, or an area in which the generations are likely to collide but each has a valid point of view. The last part of this clash point definition is usually the most important but most often neglected point of generational differences – neither generation, when experiencing a clash, is wrong. In fact, most of the time, both are right. Part 2 of this book takes a deep dive into the following clash points:

❯❯ Adapting to changes in organizational structure (see Chapter 6).

A preview: In the past, a traditional organization flowed in one direction. If you wanted to move up the ladder or communicate up the ladder, there was only one way to go. Boomers mastered the art of navigating this structure, and Gen Xers learned how to adapt to it. Millennials ushered in the expectation that the organization flows in multiple directions, with no limit to the number of ways communication can flow. The misinterpretation of where each generation is coming from can lead to misunderstandings when it comes to a Millennial’s loyalty to an organization, expectations of speedy career progression, and respect for the chain of command.

❯❯ Encouraging and facilitating collaboration (see Chapter 7).

A preview: Millennials are known for being hyper-collaborative in school and at work – in their minds, work is best when it is done in teams. This can cause collisions with Boomers who, though they value collaboration, prefer it in a structured environment. Hyper-independent Xers who grew up with the motto, “If you want something done right, do it yourself” may find Millennials’ desire to collaborate annoying, inefficient, and laborious.

❯❯ Supercharging your feedback loop (see Chapter 8).

A preview: Giving feedback in such a way that another generation can hear it is no small task. Boomers, eager to receive feedback in their young professional days, ultimately designed the annual review session to illicit feedback, good or bad. Gen Xers loathe the timestamp of a review of feedback that should have happened in the moment, and Millennials opt for a less-formal, less-structured feedback process. Millennials, raised in the self-esteem movement, prefer regular feedback and are concerned not when they don’t receive good feedback, but when they don’t receive any feedback at all. These different mindsets can cause collisions, especially if you’re a manager who just wants the best for the person whom you manage.

❯❯ Motivating Millennials (see Chapter 9).

A preview: Compensation is a start to motivating Millennials, just like other generations, but it isn’t the golden ticket. They have varied motivation factors that can be boiled down to connecting work to a larger purpose, customizing their compensation structure, and giving them opportunities to give back at work. (Yes, some may even be motivated if they can bring their dogs to work.)

❯❯ Dropping workplace formalities (see Chapter 10).

A preview: Take a look at the change in workplace dress code since the 1960s and you’ll have a clear picture of how the formal work world has become informal. Millennials tend to embody multiple facets of the informal – whether dress, communication, body language, or the blend of work and personal life. This flair for the casual at work can turn off other generations, who take pride in the way formalities translate to education, a job, and respect for colleagues.