Nearly three-quarters (73%) of senior business leaders have multiple generations in their organisation, with Millennial managers now the largest cohort. Yet stereotypes still get in the way of building engaged, collaborative workplaces. In this article, we unpack the facts and share five tips on how to harness the differentiating potential of Millennial managers. They are the first generation to come of age in the new millennium and the first natives of the digital age. With the oldest Millennials now in their forties, they are the largest group of managers and, therefore, central to any organisation’s success.

There is some debate over the origin of the term ‘snowflake generation’, but it is certainly used as a derogatory label for this group – perceived as overly sensitive, easily offended, and prone to seeking special treatment. They are thought to lack resilience and to suppress or censor viewpoints that differ from their own.

The facts about Millennial managers in the workplace

Labelling any group with a pre-defined set of characteristics is instinctively unhelpful if the intention is to place them in a ‘different from me’ box and leave them there.

Since the late 1800s, theories of personality have been developed that show we all possess certain traits to varying degrees – traits that influence our behaviour and decision-making. The Big Five is one of the most widely accepted frameworks and offers a useful way of understanding how we perceive others’ characteristics through the lens of our own. For example, someone who enjoys new ideas and last-minute changes may view a person who is planned and organised as ‘rigid’ or ‘resistant’.

Applying this dynamic to common perceptions of Millennial managers helps explain why a ‘stand-off’ still exists between older generations – often in senior leadership positions – and their younger counterparts. We are all products of our own environment and upbringing; that doesn’t make one group ‘right’ and the other ‘wrong’. Add to this the reality that our worldview tends to evolve with age, and a judgement-laden assessment of different generations quickly loses its credibility.

In fact, a global survey conducted by Deloitte of more than 10,000 Millennials found that we have much in common. The research identified traits shared by employees of all ages:

• Committed to their work – just as much as their more senior colleagues.
• Value interesting work and a good work–life balance.
• Believe that success should be measured by productivity, not by hours spent in the office.
• Want to feel supported and appreciated by their company and their managers.
• Seek more opportunities to develop their skills.

Some traits are more distinct to Millennial managers:

• They do not believe excessive work demands are worth sacrifices in their personal lives.
• They want flexibility in their working hours and are willing to forgo pay increases and promotions for it.
• They believe businesses and leaders should contribute to improving society – and are more likely to stay loyal to companies with strong ethics.

Are these such terrible traits for Millennial managers to have in today’s workplace? Perhaps they are values and boundaries we lacked in our own generation (I write this as a Gen X leader) – and wish we had held onto more firmly in our own careers.

What advantages do Millennial managers bring to the workplace?

Millennial managers are uniquely positioned to create a workplace culture that is inclusive, engaging, and productive – one that attracts and retains younger generations and thrives in hybrid or remote environments.

They tend to lead collaboratively, rejecting a traditional ‘command and control’ style. They are tech-savvy and comfortable with openness and vulnerability in online communications – and they appreciate the importance of regular touchpoints with their teams. They are unlikely to take decisions at face value, preferring to challenge the facts rather than rely on gut instinct alone. They empower their teams – ensuring each person feels valued for their strengths and experience.

Many Millennial managers believe individuals – not employers – are responsible for keeping their skills current and adapting to industry developments. As such, they often encourage their teams to do the same.

For Millennial managers, making money is generally secondary to a larger sense of purpose and vision. They want their professional lives to make a difference beyond the pay cheque – placing them in an ideal position to create meaning and purpose in their team’s work.

There are challenges too. A strong preference for collaboration and team consensus can lead to indecision or a reluctance to prioritise ability over likability. Tough conversations and conflict resolution may be more difficult – so performance issues could go unaddressed. However, these blind spots are not exclusive to this generation.

Five tips to harness the differentiating potential of Millennial managers

Here are five practical ways to make the most of the leadership potential of Millennial managers:

1. Use storytelling to understand each other

Planned but informal storytelling sessions give different generations of leaders the chance to reflect on their formative experiences – whether as young people, teenagers, or early-career professionals. Reminders of historical or political events and technological innovations at the time can highlight how social context shapes expectations. For example, Millennial managers’ chances of buying a home that provides long-term security are far lower than for previous generations – so it’s understandable that they might not settle for a job they don’t enjoy.

2. Embed flexible working effectively

Most organisations now offer some form of flexible or hybrid working – giving employees more control over when and where they work. Make sure this flexibility includes clear principles that support organisational goals and team performance – as well as individual wellbeing. Establish regular one-to-one meetings that include honest conversations about workload and work–life balance.

According to Gallup, 44% of Millennials say they are more likely to be engaged when their manager holds regular meetings with them. But only 21% meet weekly with their manager.

3. Fully understand their values and strengths

Understanding what drives people, what they value, and where their strengths lie has always been key to good leadership. With Millennial managers, it’s particularly important in providing meaningful work and growth opportunities – critical motivators for retention and engagement.

4. Invest in professional development

Millennial managers expect organisations to invest in future-proofing their workforce. Developing leadership skills for hybrid or remote contexts is essential – particularly to address the potential blind spots mentioned earlier. This also includes staying ahead of external changes such as AI adoption and the shift to a low-carbon economy.

5. Articulate the organisation’s purpose beyond profit

Perhaps the most well-known feature of Millennial (and Gen Z) employees is their desire to address wider societal issues – beyond simply making money.

Purpose-led businesses are more likely to attract and retain talent. Nearly four in ten (37% of Millennials and 44% of Gen Zs) say they have rejected assignments for ethical reasons – and 34% and 39%, respectively, have turned down jobs with employers whose values did not align with their own.

Of course, words are not enough. Senior leaders must show – through their actions and decision-making – that they are prepared to take ethical stances and lead with integrity.

McKinsey’s 2023 research shows that organisations with top-performing managers yield significantly higher total shareholder returns over a five-year period than those with average or poor managers. Investing in Millennial managers will pay dividends – financially, culturally, and socially.

For more inspiration on how to harness the strengths of younger generations in your workplace:

• Listen to Pecan’s podcast: How expectations are changing about what people want from work and how organisations can respond, Pecan’s interview with Marleen Reinhinger and Lily Mears, from Microsoft 
• Read more about Pecan’s services in Coaching high performance
• Read Gen Z myths exposed: It’s time to end the generational blame game