Get out of their way.Once you’ve explained exactly what has to get done, Duggan says, “step back and let them figure out how to do it. You really shift from being a manager to acting as more of a coach, and encourage them to figure out the details.” Millennials tend to rebel against micromanagement (even more than most other people), he adds, so avoid it. Your role is to help — in setting small interim goals and deadlines that lead up to larger ones, for example — without hovering.
不要成为他们的拦路虎。达根表示,向员工解释清楚目标之后,“便不再插手,让他们自己决定如何实现这些目标。你要从管理者转变为类似教练的角色,鼓励他们自己确定细节。”他补充道,千禧一代往往对微观管理非常反感(反感程度超过了其他年龄段的大多数人),所以要尽量避免微观管理。你的作用是提供帮助——比如为实现更大的目标,设定较小的临时目标和最终期限等——但决不插手干涉。
Give lots of positive feedback.Much has been made of Millennials’ upbringing as the overpraised generation, where everybody wins a trophy just for showing up. But, according to Duggan, applauding progress and celebrating milestones at work is not about that supposed sense of entitlement. Rather, he points to research showing that people who use a pedometer or FitBit to measure how much they walk each day take 30% more steps than people who don’t.
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