the original millennial aerial ellis millennial leadership

The Opportunity for Millennial Leaders

By 2020, millennials will represent 50% of the global workplace, making us a huge influence on how business works.

Organizational leaders are becoming increasingly concerned that they soon will be unable to find the talent they need to succeed, with a shortage of suitably skilled workers as the single biggest worry. Businesses are competing fiercely for the best available talent to replace the retiring boomers in the upcoming years. Every year, more and more of that talent will be recruited from the ranks of millennials (PwC, 2011).

the original millennial aerial ellis millennial leadership

That means building leaders from the millennial generation can no longer be a delayed strategy for decision-makers in the workplace.

Reason 1: Millennials are critical to organizational success and sustainability

Reason 2: Millennials can quickly learn the ropes then come for the boss’s job

Reason 3: Millennials have options. We can decide we don’t want to work for someone

Reason 4: Without millennials, organizations will start to wane.

A report by PriceWaterhouse Coopers provides some insight into the minds of millennials. In 2011, the corporation carried out an online survey of 4,364 millennials across 75 countries under the age of 31 or under and had graduated college between 2008 and 2011. Seventy-five percent were currently employed or about to start a new job while 8% were unemployed at the time they responded to the questionnaire. The rest were self-employed or returning full-time to continue their education. According to the survey, 76% of respondents with a job said it was a graduate role, while 12% had a job that did not require a degree. The survey said that 54% expected to work for between two and five employers over their entire career.

This isn’t attributed to low attention spans and bouts of boredom millennials are believed to possess. This is a direct result of organizations determining that millennials aren’t high-level contributors because we’re not “one-size fits all.” We spend an average 1.5 years to 3 years working at a company. But working for two and five employers over a 40 to 50-year career suggests much greater longevity with an employer than that the perceived length of millennials’ employment, the survey said.

Millennials are vocal about what we want for our lives. Our careers are top priority. In fact, our generation sees a bigger picture for our work, leveraged by technology, freedom and creativity. This means we have the ability to add meaningful value to our work from anywhere at anytime, and we must be allowed to exercise that value in ways that others respect it.

the original millennial aerial ellis millennial leadership

Here are immediate opportunities we can take as leaders:

  • Ask your employer for the resources to pursue education in your chosen field and opportunities to keep learning through training, workshops or tuition reimbursement. Also, be prepared to invest in your own training outside of the office to make your skills as marketable and transferable as possible. Ask for time with your manager for an explanation for how your specific contributions add to the company’s bottom line and how the team benefits from the efficiencies you can create.

 

  • Ask management for leadership and personality assessments to better understand your traits as an intrapreneurial leader. Seek a professional coach and internal mentors who can advise you along the way. We are comfortable with transparency and want management to practice it as they are grooming us. We get the basic ingredients for success, but can gain valuable guidance as the benefit of some unconventional advice. Be prepared to make improvements along the way based on the feedback you receive. And, don’t be offended, even if you don’t agree with what comes out of the evaluation. Use it to your advantage. When we ask management to help us, we should reciprocate a tone of clarity and openness, with a respect for inclusion and diversity.

 

  • Ask if you can mentor fellow millennials in the workplace who may need to be coached on the company’s culture. Offer to be a reverse mentor to baby boomers or Gen X-ers as an effort to build relationships with senior colleagues that could raise the bar on employee engagement and productivity. If you seek leadership in the workplace, ask for an honest assessment of your communication weaknesses and make sure you are working to inspire confidence, showing interest in the professional development of your coworkers and communicating with clarity and transparency.

When we define and prove our value as leaders, we create leverage to ask for more of what we want and the work we want to do.

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What Makes A Millennial “Original”

Many headlines seem to focus on the idea that millennials are not poised to lead. We are incompetent, shiftless and noncommittal. We show up late. We act entitled. We demand more than we earn.

It’s been six months since I released my book, The Original Millennial: Lessons in Leadership for the Millennial Generation. The reception has been fantastic, though not without questions.

“So is the book only for millennials?”

“So are you saying only millennials can be ‘original’?”

“What about Gen X? And the Baby Boomers? You left us out?”

No, no and no.

While millennials have a series of subgroups divided by the factors of age and socioeconomic background, originality is not a concept that refers to demographics as descriptors for millennials. It’s true that the entrepreneurial members of the older-millennial subset are altogether reinventing the planet and the younger subset is revitalizing organizations with an intrapraneurial excitement that is reinventing the workforce.

We understand why there is a great deal of variation from one individual millennial to another, more than within any other generational cohort, when we understand who our parents are. The differences between baby boomer and Gen X-er parents are the most critical reason millennials are so diversely defined yet grossly misunderstood.

A 33-year old millennial remembers using dial-up internet access to log on to the first version of Facebook, while a 23-year old millennial has likely never used Facebook without a high speed mobile or Wi-Fi connection. Those are major moments in the social development of millennials that are not to be ignored. However, the term “original” in this book will not be used to separate millennials by younger and older subsets.The Original Millennial at coffee shop - author Aerial Ellis

The millennial generation continues to have a major influence on almost every aspect of our lives, including how we communicate and use technology. Millennials have affected changes in parenting practices, educational and career choices and sparked shifts in homeownership and family life. These developments have inspired much speculation about how this generation will fare later in life, and whether these trends are temporary or permanent (TCEA, 2014).

The driving force behind the potential greatness within the millennial generation is originality. We got here with so much originality that we were ready to take on a world that wasn’t making room for us.

We get distracted because we switch devices 27 times an hour. It may look like we don’t know where we’re going with our eyes glued to the screen and our fingers scrolling down the side. But we keep original ideas flowinThe Original Millennial switching devices - Author Aerial Ellisg from the sources found in the platforms we surf.

We thrive on original experiences and relationships. We are cautious and loyal. We often think the media are biased and can quickly perceive fakeness in human interaction.

We must have original conversations that happen in a meaningful, sincere way. We back brands. It gives us a sense of ownership and makes us feel like we contribute to the growth and prominence of those businesses.The Original Millennial tech coding

We may look up to Mark Zuckerberg, Jay-Z and Steve Jobs for their originality, but our favorite mentors and models for inspiration are our fellow millennials.

Why is this? Because originality can sometimes be at odds with the source. The best parts of original millennials are found in the choice to change and evolve. The original qualities of past generations use commonly understood behavior patterns, which make them far easier to define, whereas original millennials have the ability to defy category.

For the millennial generation, originality is the most important trait because it positions how we think, feel, work and lead. The power of originality becomes most valuable when used in the pursuit of solutions. Millennials always look for ways to make things greater, bigger, better, stronger and more practical.

Across society, there’s enough division between cultural groups including generations – so much so that our thoughts take us instantly to a detection of bias, which is great in order for us acknowledge if and how bias exists.

Calling a millennial “original” not about pointing out our intergenerational differences. It’s about uplifting a generation by harnessing the original qualities we possess. The distinction of original is applied to the approach millennials bring to life; how we marry vision and values; how we merge creativity with cause and how we make real challenges look remarkably cool. Originality is the prime possession that makes the difference.

That’s all.

Read the book for yourself and you be the judge. What makes a millennial “original?”

*This post includes an excerpt from The Original Millennial: Lessons in Leadership for the Millennial Generation.*

Coaching Leaders of the Millennial Generation

At the top of the year, I started coaching millennials in the area of leadership development to kick off National Mentoring Month and…wow, what an experience!Aerial Ellis Millennial Coaching

I knew our generation was made of amazingly passionate innovators but the work I have been able to do with my millennials has been an absolute joy.

Because millennials will make up 75% of the workforce in America by 2025, a cultural shift is happening and I am working to encourage, prepare and coach our millennials for leadership. It is important that organizations are prepared for the shift that is quickly approaching, and I am here to help. With expertise in leadership communication and influence as a college professor, I am equipped with the knowledge and know-how to effectively train and ready your millennial team members. Based on curriculum from my book, The Original Millennial, I am helping millennials recognize their value and prepare them for unprecedented leadership.

If you’re a millennial, here’s a chance to get exclusive access to me as your champion! I learned the lessons, put them in a book and created a six-week curriculum to help you succeed. With my guidance and support, you become a change agent prepared to lead in business and community, and leave a legendary mark on the world. If you believe you need someone like me to groom, coach and mentor, sign up here.

If you are not a millennial…does your organization currently have professional development initiatives in place for your employees ages 20-35? Do you see a need to invest additional resources to develop your young emerging talent? I’d love an opportunity to work with your organization as a leadership development consultant to assess your generational diversity needs and counsel your millennial team members on best practices for fine-tuning the skills needed to take their professional careers, and your organization, to the next level. If you want more info, learn more here.

How The Millennial Generation Has Redefined Diversity

A client came to me once and said, ‘Aerial, how do we get our millennials talking? They bring value to our organization and seem have a deep appreciation for diversity but we just don’t know how to engage them. Is there some kind of internal communication strategy we need to implement?”

I belong to the millennial generation so I understood the necessity behind their inquiry. An obsession with Generation Y, also know as millennials, has overtaken all aspects of culture. Millennials are likely the most studied generation to date. Brands and organizations have formed a fascination with how to relate and connect to millennials. Media and scholars have developed a 21st-century style of urgency to understand this demographic. Not since the baby boomers has a generation been the target of such fixation and the growing generational gap is redefining how we think about diversity and inclusion.

 

Millennials Leading a Cultural Shift

Not only are millennials the largest generation to date, we are the most traditionally diverse generation in history. A culture shift in the population shows that of the 80 million millennials and counting, 60% classifying as non-Hispanic white in comparison to 70% of the previous generation. That percentage is projected to continue a decline as ethnic minorities (blacks & hispanics) will account for 60% of the population by 2045. Of millennials in the US, 59% are white and 27% have immigrant backgrounds. The ethnic profile of the millennial is far more blended that than of previous generations. In addition, there are millennials who come from an increased percentage of single-parent homes, blended families, and families with same-sex parents than ever before (Broido, 2004).

Authors Neil Howe and William Strauss described the generation as an ethnically diverse generation who are team players, optimistic, confident, trusting of authority, rule-followers, achievers in school, and generally achievement-oriented in everything they undertake. Furthermore, millennials will make up an estimated 50% of the workforce by 2020 ultimately changing the face of organizational leadership.

Here at the 2016 NOW Diversity Workforce Diversity Breakfast Forum with panel of young professionals for The Millennial Report on Workforce Diversity – myself, Kinika Young (Bass, Berry & Sims), Marcus Johnson (Edward Jones) and Luke Marklin (Uber) and Q&A facilitator Jonquil Newland (News Channel 5) giving insight on how millennials are changing the workforce. (Photo Credit: NOWDiversity.org)

Millennials Needing Expression and Acceptance

For millennials, walking into an organization and seeing all types of people is a norm. Diversity of race and gender is a given and in some cases a must. While older generations likely consider demographics, equal opportunity, and representation as the frame for diversity, millennials are much more concerned about the diversity of thoughts, ideas and philosophies as we contain an unending curiosity to understand differences and explore opportunities for collaboration.

There is a growing segment of millennials who are refusing to check our identities at the door while many organizations are remaining unchanged in their response to our need for expression and acceptance. This need is not just an expectation we hope to receive for ourselves but one we want to see granted to other cultural groups as workplace demographics evolve. Our appreciation for share of voice is aligned with an appreciation for cognitive diversity.

This means organizations are forced to rethink and redefine their approach. Instead of using the phrase ‘diversity and inclusion’ to describe race, age and gender in a traditional fashion with no ties to business growth or evolution, the millennial generation has compelled organizations to consider a combination of unique traits to overcome challenges and achieve business goals as the diversity of experience and the inclusion of thought become increasingly more crucial to future innovation.

Millennials Commanding Inclusion and Innovation

As millennials move into leadership, a transformation in traditional diversity and inclusion models will challenge past approaches and break barriers that have hindered the progress.

Connectedness is part of our generational DNA and breeds the kinds of transformation organizations of the future will command. While there is much work to be done, the millennial generation is a likely catalyst to show how advocacy, learning, and leadership can collectively leverage opportunities to see greater inclusion and innovation.

If making a commitment to diversity and inclusion truly means allowing an individual to bring his/her true and whole self to work, organizations must ensure millennials, along with other culturally advanced cohorts, can work in a collaborative environment that openly values tangible participation from individuals who have different ideas and perspectives that can have positive impact on business outcomes.

This post is an excerpt from my thought leadership series, The Original Millennial.

Pre-order the book below.

The Original Millennial Aerial Ellis

Introducing the Launch of The Original Millennial

Slackers, narcissists, entitled — the infamous cliché known of a generation born around 1980 or so. This special breed of individuals, debunking myths and assumptions, will lead a cultural shift to represent a full 75 percent of the U.S. workforce by the year 2025 and change the face of leadership.

They are creative, innovative, enterprising, influential, bold, unapologetic, and ready to solve the world’s problems.

They are called the original millennial.

Last month, I announced the launch of my newest project – The Original Millennial – during my keynote speech before 250 attendees at the Memphis Urban League Young Professionals Empowerment Conference.

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This is an eBook project that will begin funding a social venture to support startups run by women and minorities who own businesses in the public relations marketing, media and digital industries.

The Original Millennial, a thought leadership series featuring the stories and experiences of millennial entrepreneurs, is the first of many projects that will fund this social venture effort. For $5.99, you may pre-order the eBook with exclusive content including interviews and videos for early release later this year.

The millennial generation is bigger and more diverse than any other generation has ever been. Most of us original millennials born in the early 1980s went through college only to find ourselves dissatisfied with our jobs, hopping from job to job more frequently than our parents, grandparents and even older siblings, or employed in fields unrelated to our area of study. We became more likely to start our own businesses or entrepreneurial ventures and less likely to stay in an unfulfilling work environment than previous generations. We became invigorated by the ways that business can go well and do good at the same time. If we were unsatisfied with our jobs or communities, we became relentless in finding a better situation even if we had to create it ourselves.

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We are the generation that doesn’t stop at the question ‘why?’ We ask ‘why not?’

Contrary to what has said or perceived, the original millennial is not lazy and selfish lacking motivation and creativity. The original millennial is a servant, innovator, go-getter – a leader. We’ve become leaders of the social entrepreneurship sector which emerged around 2007 during the time when most of us graduated college or started our careers. Many millennials have been inspired by a cultural change to create organizations and movements that are neither businesses nor charities, but rather hybrid entities that generate revenue in pursuit of social goals. Now there are tens of thousands of social ventures and many are being led and utilized by millennials. The original millennial believes that solutions of the past won’t work for problems in the future, and we will be the generation leading the shift and bringing change to life. 

To support the release of The Original Millennial eBook series, visit theoriginalmillennial.com

Your contribution is an early investment that will empower millennial entrepreneurs in the year to come.

Pre-Order TOM