Hindustan Times (Delhi)

‘Mil­len­ni­als value pro­fes­sional ex­po­sure they get by switch­ing func­tions’

- So­hini Sen so­hini.s@livemint.com Productivity · Career · Entrepreneurship · Business Trends · Millennials · Lifehacks · Business · Society

Work­places have an eclec­tic mix of var­i­ous per­son­al­i­ties. In her new book

au­thor Disha (who uses only one name) de­codes how to deal with each per­son­al­ity type. Disha dis­cusses the chal­lenges mil­len­ni­als face and the new view­points they bring to the work­place.edited ex­cerpts: age the life­cy­cle of their em­ploy­ees and gives ideas and an­swers be­yond the ob­vi­ous.

From be­ing en­thu­si­as­tic about work­ing for a big­ger com­pany, this gen­er­a­tion prefers tak­ing risk and start­ing on their own or work in smaller com­pa­nies where they get to share big­ger re­spon­si­bil­i­ties. No longer do peo­ple pre­fer the com­fort and safety of one job; but rather value the pro­fes­sional ex­po­sure they get by switch­ing func­tions, com­pa­nies and even in­dus­tries. They flour­ish in am­bi­gu­ity, love to own big­ger re­spon­si­bil­i­ties and chal­lenges, are in­quis­i­tive to learn more. All this is chang­ing the ways cor­po­rates man­age ta­lent. Cor­po­rates need to find ways to keep them en­gaged, show them clear growth paths and value their judge­ment calls.mak­ing them a part of a larger vi­sion be­comes crit­i­cal for hir­ing and re­tain­ing them. op­por­tu­ni­ties to the lead­ers.

Their quest to build some­thing big and mean­ing­ful is both a boon and bane. Mil­len­ni­als are not sat­is­fied just by com­pen­sat­ing them well. Their de­sire to add mean­ing needs a larger ef­fort from com­pa­nies to keep them en­gaged with the com­pany’s larger vi­sion. Mil­len­ni­als look for work which is im­pact­ful and fun. Once en­gaged, they love tak­ing on newer chal­lenges and give more than 100% in en­sur­ing their team’s suc­cess. They crave for and thrive in en­vi­ron­ments which are fun and more open than bu­reau­cratic.

They value flex­i­bil­ity and feel that with newer tech­no­log­i­cal ad­vances, they can work from any­where. Cor­po­rates are shift­ing gears from fixed work­ing sched­ules to flex­i­ble hours and look­ing for ways to bal­ance out­puts with em­ployee sat­is­fac­tion. This gen­er­a­tion is al­ways look­ing for in­stant grat­i­fi­ca­tion in terms of their ca­reer growths. In the ab­sence of this abil­ity to pro­vide such in­stant grat­i­fi­ca­tions, high at­tri­tions are chal­leng­ing cor­po­rates and mak­ing them hunt for sus­tain­able ways of em­ployee en­gage­ment. The an­swer to this ques­tion will de­pend on a lot of fac­tors like in­dus­try, team size, stage of the com­pany, etc. In my book, there are more than 50 per­son­al­ity types. Some of them fit best in an in­di­vid­ual con­trib­u­tor role, the oth­ers are bet­ter suited for work­ing in teams.

Di­ver­sity does bring in a lot of fresh per­spec­tives. But peo­ple with dif­fer­ent per­son­al­ity types are likely to have more con­flicts when work­ing to­gether. Bring­ing some­one who is a risk-taker and team­ing him with some­one who is not comes with its own set of chal­lenges and op­por­tu­ni­ties. If the leader can work on re­solv­ing per­son­al­ity con­flicts, the over­all pro­duc­tiv­ity goes lev­els up. The trick here is to then have ef­fec­tive strong lead­ers who can play a bal­anc­ing role. Else, the over­all team tends to lose. The leader’s role be­comes ex­tremely crit­i­cal in bal­anc­ing per­son­al­ity con­flicts and en­sur­ing peo­ple are able to have stream­lined pro­cesses to re­solve the con­flicts. Imagine a team hav­ing two peo­ple – one hav­ing a de­tail ori­en­ta­tion and the other bi­ased for ac­tion. If the leader can­not bal­ance the two at­ti­tudes and form mech­a­nisms to en­sure there is ex­treme of nei­ther but a healthy mix of the two; the team is likely to dis­in­te­grate. How­ever, if the leader does man­age to show one the im­por­tance of the other, then the over­all out­put is both quick and de­tailed.

To­day, when ev­ery­one at an en­try level has ac­cess to the com­pany’s top man­age­ment and feels an equal stake­holder, the role of a leader in manag­ing di­verse ex­pec­ta­tions and align­ing ev­ery­one to a com­mon goal be­comes the key to a team’s suc­cess. By be­ing pas­sion­ate, cu­ri­ous, adept at your do­main and em­pow­er­ing peo­ple around you. The day you re­al­ize if peo­ple around you stop grow­ing, you would stop grow­ing too is when you have fi­nally worn a leader’s hat.

Earn­ing peo­ple’s trust is the key trait to be seen as a leader peo­ple are com­fort­able with and re­spect. Be open to learn from ev­ery­one, open to feed­back.

Be truth­ful and hon­est. Say you don’t know some­thing when you don’t know. I am not a be­liever of a stricter work pol­icy. If peo­ple be­lieve in your vi­sion and you are able to set the right in­cen­tives in line with their mo­ti­va­tions, you don’t need to give them fixed time sched­ules.

 ??  ?? Disha: ‘Di­ver­sity does bring in a lot of fresh per­spec­tives’
Disha: ‘Di­ver­sity does bring in a lot of fresh per­spec­tives’

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