5 Skills Millennium Managers Need
The work environment is subjected to constant change across Industries. In an era of automation powered by Machine Learning, Artificial Intelligence & Robotic Process Automation Teams are becoming more different. At the same time, more millennials are taking on management roles, and even our workspaces will undergo changes between now and 2025.
The sober, hierarchical structures of the past are being replaced by Nimble and Agile structures. So, as you plan your future managerial career, be sure to keep these skills at the front.
Technology is constantly evolving and there will be no job that is immune from its effects. This will create new challenges, conflicts, and opportunities related to skill building, workplace roles, data management and others. Managers will need to understand technology enough to keep abreast of and anticipate emerging issues.
Managers should embrace emerging technologies and have to adept at managing the changing relationship between people and technology.
Behavioural Skill and Transparency
Managers need to be as good at evaluating candidates and employees for soft skills as they are for technical skills
As the organization is growing leaps and bounds it is important to have a resource pool with competent attitude and aptitude. Managers are going to have to be both inherently able to spot those abilities in others and stay abreast of emerging tools and assessments that more accurately evaluate them in candidates and developing employees.
For Millennium to work, they need managers they can trust even when they can’t be face-to-face. Managers should foster trust to build a high performing work ethic across the teams to retain good team members. This will give new work culture and environment to the next generation.
Result Oriented (ROWEs)
Companies will adopt more elements of Results-Only Work Environments (ROWEs), In other words, effective managers will create environments that focus less on where and how people work, but which will measure success based on results and output. Managers will need to think differently about how they assemble the skills necessary to meet their objectives. Focus needs to shift away from process except in terms of how to optimize it for better results.
As we shift to a workforce that is 100% autonomous and 100% accountable, performance is based on the results they create, not the hours they work. As we see more workplaces like this and more flexibility in the workplace, managers are really going to have to focus more on the communication aspects and relationship management. Millenniums seek immediate feedback, they don’t like to wait for year-end to get an idea on how they are doing.
With the advance of seamless multi-location connectivity, Managers should be geared up to manage non-traditional work environments. Generation Z will be entering the workforce, while baby boomers work until well past traditional retirement age. Globalization will create more cross-border teams. Shifting demographics will make team diversity essential to make the most of on changes in the market. Leaders are going to need to be sensitive to cultural differences.
Sometimes, leaders confuse collaboration with consensus and harmony, which can slow teams’ progress and make them less effective. Being able to lead collaborative teams with the appropriate level of tension and constructive debate will lead to innovative ideas and customer-centric solutions to market. That’s a critical skill for future managers.
Emotional intelligence has gotten a fair amount of attention lately, but it will only become more important as the workplace changes over the next eight to 10 years. “If IQ is a measure of your intelligence quotient, EQ is a measure of your emotional intelligence. A high EQ is synonymous with being self-aware, of knowing your own strengths and weaknesses or seeking the assistance of colleagues and mentors to help you find them, which in turn allows you to identify areas to improve.
People with high EQ tend to have greater empathy, allowing managers to gain greater perspective and evaluate what isn’t working within their teams because they can see the situation from others’ point of view. As more and more millennials and Gen Z’ers enter the workplace, this is the sort of work they are imagining, and adapting now to meet that demand in 10 years’ time will not only create a better environment today, but it will also mean the management culture is ahead of the curve.
(The above opinions are strictly personal and have no correlation with the author’s profession)