How to Manage an Office Full of 20-Somethings

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I'm also a 20-something, in an office, and was surprised at how insightful the list was. As to whether following the advice will result in productivity, I can't say.

of NY 10:07AM June 25, 2008

I am a 20-something, in an office, and this list is absurd.

Katie of NY 9:16AM June 25, 2008

That I zone out and under perform mostly when I don't have my heart in a project. I know sometimes there are projects that just have to be done, but I find that if the director gives me accountability, makes me see the big picture, and passes on some of their enthusiasm I work harder and more diligently.
But I don't think that is a generational thing...
I also feel the arrogance thing is for anyone new to the workforce regardless of generation. We all feel a little arrogant until we are knocked of the horse a couple times.

BrandonA of WI 9:26PM June 24, 2008

WB -- Other managers in my company have tried your approach only to be criticized for not sharing the big picture and failing to fully articulate all the aspects of the project. Frankly, to KL's point, if you're fresh out of college it is my responsibilitly to err on the side of caution by sharing more information with you. It's your responsibility to focus, not zone me out, and do your job. You're not going to learn by jumping off the deep end with no instruction. At least not if you work for me. That's not what clients are paying good money for. They're paying for effective work, counsel (which you likely cannot provide at 23) and results.

LR of DC 8:44PM June 24, 2008

GLH can you delete the Spam?
WB of PA I think you may be an exception to ther rule. generally speaking the principle that LR of DC outlines is sound. What you might be missing (and displaying yourself to a degree) is the arrogance Gen Y have that frustrates others in the workplace.
"when my boss makes things more complicated than they need to be" um, how do you know its not him seeing the bigger picture and you thinking you know it all ?

Dataceptionist 8:24PM June 24, 2008

WB of PA, many of the 20-something workers are newly out of college, and have not yet proven their ability to work independently. You hope the interview screening is full proof, but oftentimes it is not. How does a manager distinguish his star employees from those who are burning company hours on Facebook, Gchat, or YouTube? LR of DC's management style to draw up the game plan is a good idea. In addition, I recommend giving your 20-something workers ownership and accountability. After compiling their work, allow them the chance to present to higher-ups. If their reputation is on the line, chances are you won’t catch them streaming videos of Britney Spears.

KL of CA of CA 5:44PM June 24, 2008

LR of DC, when you "outline objectives, tactics, desired outcomes, etc. etc., and ask for questions or requests for clarification" you run the risk of overthinking the problem for your employees. As one of the 20-something workers this article has in mind, I know nothing chafes me more than when my boss makes things more complicated than they need to be. If you were my boss and before every single project you "outline objectives, tactics, desired outcomes, etc. etc., and ask for questions or requests for clarification," I'd zone out too--your employees want to get the work done, not talk about doing the work!
Perhaps you might try throwing your employees into the deep end without their floaties. Sometimes they they might screw up, waste time on Facebook, and not get the results you're all looking for, but sometimes they might solve the problem autonomously and more efficiently than you could have expected.

WB of PA 5:23PM June 24, 2008

...my company is similarly staffed with 20-somethings, and I think we do a pretty good job of following the guidelines you mention. The difficulties we face are related to accountability and general willingness to do the work. At the outset of a project, I always outline objectives, tactics, desired outcomes, etc. etc., and ask for questions or requests for clarification. Then, inevitably, I will have to explain everything again several times throughout the process, then ride them constantly for updates and results. This is not my style. I prefer to let them "run with it," because that's how I preferred to operate when I was being managed by others. But I am burned time after time, because when I do let them go, they don't run far enough on their own to get results. They're not thinking three steps ahead, or even considering approaches beyond what has been laid out for them.
The most frustrating part of all is that I will make a point to talk face-to-face with each one of my team members, and what happens? I approach them and Facebook is on their screen or they're busy Instant Messaging their friends. They then proceed to tell me that they're not getting results. Is it really any wonder? Does anybody else have this problem?

LR of DC 2:54PM June 24, 2008