Simon Sinek discusses Millenials in the workplace. This 15 minute clip has received terrific response all over internet.

Sinek tells, that millenials are not tough to manage, meaningfulness-seeking dopamin addicts because they are mean, but because that is how they were raised up.

Is it the parents? Or are the youngsters always more difficult than the previus generation? Is it now a corporates’ job to cultivate this new workforce which doesn’t go with the same rules as the previous generations? Actually, does it matter? All that matters, is, that this is the workforce that is around now.


Millenials have:

  • Multiple degrees – no job security
  • Seen their parents jobs being automatized – no job security
  • Seen their older friends’ IT development job being outsourced – no job security
  • Heard bad news around the world since they are born – no life security.


Even those, who have a proper job, leave their corporate jobs and run for gab years down under latest when they are 30. Mini-retirements feel much more realistic than the real retirement. For millenials life is happening here and now, more than ever. Even though it might look like the life would be happening on a mobile screen, it is here. Not in one year, not in two years, not in six months. Now.

It is great to talk about corporates changing their culture. That takes time. What can an individual leader do?

Continuous feedback is the key. It has to be honest, and constructive. Good and critical. If you don’t criticise, they don’t understand why they haven’t earned at least a promotion, preferably also a fatter paycheck. Don’t wait for formal appraisals to give you feedback – give it on the go, and at least weekly.

Teach. Millenials want to learn. Manager is not a manager, manager is a teaching leader who mentors and couches. You should be able to teach, or make sure you accellerate their learning curve. Don’t let your millenials sink into Facebook, Whatsapp and Snapchat during their work hours (but also, absolutely, never, forbid it). Instead, give them challenges to solve and chances to learn.

Always show the chance for the next step in their career. Don’t force it – don’t force their career path, but make clear there are options available. The key thing, again, is that they have the chance to learn and to make a contribution.

Give rapid chances to develop. Don’t force anyone to do monkey work only for ea year – share that within a team. When one has learned it properly, they can deal with a great deal more complex work and drive your business forward.

Build your teams and let them build teams around them. They work very well together and across the whole organization. Make sure hierarchies are flat.

Be fair. Do not accept free riding. The leadership classics really go – could you accept everyone in the team to behave that fale? Being easy-going is not same as having favorites and giving priviledges. Is it undersandable, why one person in the team can work from home and the others not?

Minimize non-crucial reporting. Does the weekly team meeting need ready set agenda? Yes. Does it need formal slides? No. Does it need written meeting notes? No.

Even though managing a team might be worth striving for for an older person, a millenial might not care about it. Formal career step might add responsibility, but not meaning to their life. They want to make the contribution themselves, not by managing someone else. Spot the possible formal leaders – you do need to know who can take over your tasks in the future.