A quick search on Generation Y in the workforce is greeted with an onslaught of articles on how to manage the Gen-Yers on your team. How to make us productive in the work-place, meet their unique needs, and deal with our sense of entitlement. But what happens when 20-somethings begin to shift from being managed, to becoming managers themselves?
With my co-author and colleague Kara McKenna off on maternity leave (congrats to Kara!) I find myself in a more managerial role, and am quickly realizing that I don’t have it all figured out. I can only imagine that other 20-somethings are experiencing the same.
While sitting in Kevin McKeown’s office, he shared with me a document produced by Google, listing Eight Good Behaviors specific to managers. Google created this list after looking through performance reviews, feedback surveys, and award nominations. As only Google would do, they correlated words and phrases to create this list. I wont go through all eight, but there was one that stuck out to me the most:
Don’t be a sissy: Be productive and results-oriented
- Focus on what employees want the team to achieve and how they can help achieve it
- Help the team prioritize work and use seniority to remove roadblocks
Why this one over others on a list that includes “be a good communicator” and “empower your team”? Because I think this one was written specifically for me, or maybe from a less narcissistic viewpoint, my generation (queue The Who).
When we first come into a management role as 20 somethings, one of our biggest challenges is growing our ability to assert ourselves, and having the confidence that people will listen. This of course isn’t true for everyone. Kara, for instance, comes from the south side of Chicago, asserting herself is a non-issue. I am from the Northwest, where we are notoriously passive aggressive and take it personally when someone honks their horn at us. Kara is the one honking her horn.
Using seniority to remove roadblocks, can be a daunting task for someone like me. Over time I’ve realized that the idea is not to become someone else, or mimic their personality. Although I must say, I do a pretty mean Chicagoan accent. Rather, be yourself, be willing to advocate (passive aggressive demands don’t count) for your team even if it ruffles some feathers, and do so in your own way. As long as you’re authentic, knowledgable, and respectful in your argument, people will begin to listen.
The best piece of advice I can give: don’t let your first managerial role be your first crack at leadership. Put yourself in situations where you can practice managing people and teams. My experience coaching teenage volleyball players provided invaluable leadership experience. My colleagues at LexBlog are not half as intimidating as a squad of teenagers accompanied by their parents. Volunteer, mentor, coach, and you’ll find yourself much more prepared as you continue along your career.
I encourage you to read the full list of Google’s Eight Good Behaviors when you have some time. Thank you Kevin for sharing with me.