How to Solve generation Conflict in Office

It is not yet clear to many managers that the millennials will bring with them a change in values that will necessitate a new style of leadership. It is about authenticity and an attitude of integrity. Lets discuss about How to Solve generation Conflict in Office.
Around one fifth of the population in Germany now consists of the so-called millennials – Generation Y, and even today the 25 to 39-year-olds make up a large proportion of precisely those qualified workers that the market urgently needs as a result of demographic change. Demand is high and the “war for talents” is underway.

How to solve the generation conflict in the office

However, opinions differ as to how the concrete allocation of terms is to be assessed. Roughly speaking, those born between 1980 and 2000 are counted among the millennials. Derived from the English, “Generation Y like Why”, it is considered the undecided generation – one that does not want to commit itself. Those who go even further call her effeminate and uncritical and tell her Anspru¨che nac, which is supposedly too high.
In everyday coaching, older executives and managing directors tell us that they find it difficult to work with the millennials. They are looking for time for themselves instead of a career, want to have a say and prefer to have a say. They question decisions, hierarchies, structures and processes. They demand part-time models and a home office, an open ear for mutual feedback and do not jump on the motivators of previous generations. Status symbols have lost their effect, as has the ascent in steep hierarchies.

How to Solve generation Conflict in Office

What is spreading is a lack of understanding among managers who too often fail to understand that the pursuit of a work-life balance and the question of meaning are not a sign of arrogance or a lack of interest in the job, but that the perception of work has changed. What has often not changed, however, is the perception of the workplace that managers have.

This is how Generation Y ticks
Generation Y employees redefine work for themselves and bring with them a new value system. They affirm performance, but no longer see work as a worthwhile purpose in life, but rather as a way to maintain one’s livelihood. The job should preferably be meaningful. Millennials also value being part of a vision. Companies that recognise this and create the right conditions can look forward to a motivated, well-trained and extremely flexible team.
Those who insist on old structures will lose out and will have to reckon with fluctuation: The Deloitte Millennial Report 2016 predicts that 66 percent of employees between 25 and 35 will be ready to leave their current job behind by 2020. 13 percent even plan to resign in the next six months. The exciting question is: How can the War for Talents be won and how can a team from Millennials be successfully led and maintained?

In conversations with managers, it repeatedly becomes clear that the “old” way of leading is reaching its limits. This insight uncomfortably calls established leadership models into question. However, it is necessary in order to enable sustainable and far-reaching change. It becomes particularly problematic when flat hierarchies, communication at eye level and a cooperative management style are propagated externally in companies, but the reality in everyday corporate life looks different on closer inspection: Instead, leadership is lived in hierarchies whose authority is based on more experience and information.

Employees are expected to follow. Leadership is measured by how well it keeps employees on track. Too often, successful performance is linked to office hours rather than the quality of completed projects.

How to Solve generation Conflict in Office

Anyone who now believes that a tightening of the general conditions at the workplace is sufficient must be disappointed. Making half-hearted concessions on the topics of home office and attendance times is not enough to convince. The conflict of values is programmed, but goes even further – the harmony between the external vision and everyday life is also decisive for the Millennials.

A new way of working together
My experience as a series founder, who himself belongs to Generation Y and whose teams have always consisted mainly of millennials, shows that a supportive management style leads to satisfied employees and joint successes. The principles of this healthy leadership are above all a respectful style of communication and the creation of a working atmosphere in which problems are openly addressed and solved together. A constructive feedback culture enables learning, the chance for individual development, which is appreciated by Generation Y, and thus also joint growth.

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