MILLENNIALS, THE FUTURE LEADERS

Millennials revolve around many Myths and Stereotypes; there are huge number of people that depicts them as impatient, lazy, unmotivated, self-centered, disrespectful, and unfaithful generation which likes to switch jobs quite often, born between 1982 and 1995, the start of millennials generation, contributing an extensive concern about their characteristics, how they are, and their behavior in their workplace.

Millennials are the future of workforce, by the end of 2020 almost half of the workforce will consist of millennials according to a research done by “University of North Carolina Kenan-Flagler Business School.” Millennials are mostly called job hoppers and this is not just the view of employers it’s also the view of millennials, 70% of the millennials don’t see themselves working with the same organization after 2-3 years

Millennials express very little loyalty in general and most of them are planning near-term exits. This “loyalty challenge” is driven by a variety of factors. Millennials believe they are not being developed as future leaders and they feel underutilized. They have softened their negative perceptions of corporate motivation and ethics and continues to express positive views of businesses’ role in society; and cite a strong alignment of values. However, they feel there are differences in what the purpose of the business should be and what they perceive it, they strongly believe that most businesses have no ambition beyond profit. Several Millennials have sunned assignments and potential employers that conflict with their values and believes, they often put their own personal values ahead of organizational goals. These findings are drawn from “Deloitte’s fifth global Millennial Survey.”, which focused on Millennials’ values and ambitions, drivers of job satisfaction, and their increasing representation on senior management teams.

Millennials represent an increasing share of the workforce (evidenced by a recent analysis from Deloitte University Press that showed Millennials “have recently inched past the other generations to corner the largest share of the US labor market”), and a growing number now occupy senior positions. They are no longer leaders of tomorrow, but increasingly, leaders of today—as such, their views on how business does and should conduct itself are of more than academic interest. We see that Millennials are taking their values with them into the boardroom.

According to Deloitte research while many Millennials have already attained senior positions, much remains to be done. More than six in ten Millennials (63 percent) say their “leadership skills are not being fully developed.” In some markets, such as Brazil and the southeastern Asia nations of Malaysia, Singapore, and Thailand, the figure exceeds 70 percent. Unfortunately, little progress is being made in this area. In the 2013 survey, 49 percent of respondents thought their organizations were doing all they could to develop their leadership skills. Meanwhile, last year we observed that “regardless of gender or geography, only 28 percent of Millennials feel that their current organizations are making ‘full use’ of the skills they currently have to offer.” Millennials pointed to “leadership” as being the most prized value for them when asked. This was mentioned by 39 percent, but only 24 percent thought this was a strong personal trait of theirs upon graduation (a gap of 15 percentage points). Millennials fully appreciate that leadership skills are important to business and recognize that, in this respect, their development may be far from complete. But, based on the current results, Millennials believe businesses are not doing enough to bridge the gap to ensure a new generation of business leaders is created.

Millennials continue to express positive views of business, and their opinions regarding businesses’ motivations and ethics showed stark improvement in this survey. However, much skepticism remains, driven by the majority held belief that businesses have no ambition beyond profit. Almost nine in ten (87 percent) believe that “the success of a business should be measured in terms of more than just its financial performance.”

1.  Millennials Want To lead but They Want it in Their own Way.

Millennials wants to be leader but they it on their own  way  of getting things done as its clearly understood why they want because the their and previous generation went through massive recession phase and with the high downsizing and laid off and they are confident on their selves and they’ve seen opportunity in today’s tech savvy world if we want to motivate millennials as a leader we need to give them opportunity to build, create and innovate.

2: Millennials are not ready for leadership, and they know they aren’t but still they want

This generation has many opportunities on their doorstep they don’t feel fully ready to act upon. As the data below shows, the millennials in our study are very aware that they need leadership skills

Now, organization should give millennials leadership assignment in order to enhance their leadership skill by giving them proper coaching and mentor-ship programs.

3. Millennials Value an Open, Transparent, Inclusive Leadership Style

Millennials grew up in glass houses. They are comfortable with transparency.  They believe leadership should be the same.

When asked what they look for in their leaders, they look for openness, inclusion, and diversity.

Millennials believes in transparency and open environment where they communicate openly they believe leadership should be in the same way.

When they asked what they look in their leaders, they said they look for diversity, inclusion and transparency and there are different way of doing this through internet that’s why internal blog and wikis are used to cater this younger generation if you really want to retain millennials you and your top management or leaders must consider to be more open and transparent

Millennials grew up in a world where gender, race, sexual orientation, and age were widely diverse. They expect and will lead in an inclusive way.