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ing these estimated 75.3 million Americans – roughly those 18 to 34 years old, born from 1981 to 1997 – who might be the most studied generation ever. And what have these studies found? For one, millennials are approaching the workplace unlike any of the generations before them. They value societal contri- butions and they are looking for authenticity, flexible schedules and work/life balance. "They value contributions to the world over monetary and material wealth," said Diane Gayeski, dean and professor at Ithaca College's Roy H. Park School of Communications in upstate New York, and someone who has studied the generation extensively. "They have grown up with war, violence, crime and environmental crises in their face literally every waking hour. They recognize the fragility of life and the planet and most of them want to make a positive contribution." Gayeski says millennials would prefer not to get "jobs" but rather be entrepreneurs. And those who do may have a side business. Many millennials – especially those from middle- to upper- income families – have been guided into a lifestyle that incor- porates leisure, sports and time for service activities, she said. They also recognize there is no longer an expectation of loyalty in the workplace, while expecting diversity to be the norm. "They clearly will transform the workplace," Gayeski said. "Overall millennials who are graduating from colleges and uni- versities today will have vastly different expectations of the workplace. They very much want a 'balanced' lifestyle and are often willing to sacrifice money for the freedom to enjoy hobbies, family, volunteering, etc." Phil Hall, a 25-year-old Austin freelance email marketer, says many millennials don't buy into the traditional "American dream" ideals. "Millennials are getting sold an outdated product by our parents and authority figures. What worked for mom and dad in the '80s and '90s does not work any longer," he said. "A college degree guarantees you nothing. Getting a job does not guarantee financial security. Getting married and having 2.5 kids with a house in the 'burbs does not equal a ful- filled life." Hall says he developed a new perspective while selling books door-to-door during several sum- mers while he was in college. He met with an estimated 8,000 fami- lies and found the "rules" they followed could lead to unsatisfied and stressful lives. "The people that always inspired me were the ones that 'got out' and did something entre- preneurial," he said. "They were living proof that you don't have to do what everyone else does to 2 GREATERmilwaukeeJOBS • June 25, 2015 millennials. . . from page 1 Liz Reyer is a credentialed coach with more than 20 years of business experience. Her company, Reyer Coaching & Consulting, offers services for organiza- tions of all sizes. Submit questions or comments about this column at www.deliverchange.com/coachscorner or email her at lizdeliverchange.com. When riding out a management shake-up, look up the ladder By Liz Reyer Tribune News Service (TNS) & A Q Q. The new VP of my group just cleaned house; several directors between her level and mine lost their jobs. I am not worried about job security but wonder how to ride out the change and get work direction when I need it.What do you suggest? A. Stay level-headed, use your best judgment on getting your work done, and don't be shy about reaching out to the VP while the situation stabilizes. THE INNER GAME At your level, you likely have a good sense of what you need to do day to day. Just stay the course on that, so that every- thing that can be steady will run smoothly. Do an extra layer of planning, thinking about the role each of the directors had with you in terms of both inputs and out- puts. For inputs, look at the direct information you're accus- tomed to receiving from each, and determine possible new sources. If they were simply a conduit, identify the original source. In terms of outputs, con- sider which people or depart- ments are affected by your work, and map out whether there is now a broken connection because of a director's depar- ture. Look up the ladder, and imag- ine the situation from the VP's perspective.What can you do to make her job easier? If she is giving you direct information about what she wants from you, so much the better. However, it sounds like that might not be the case, so it might be up to you to offer ways to help. Then consider the situation of your direct reports, the level of anxiety they're showing and approaches you might take to ease their concerns. And, while it's not your direct responsibility, consider whether you can help with those in the affected departments. Finally, think longer term about your goals, and whether this offers you an opportunity for advancement. If so, make a plan to explore the opportuni- ties that may be available. THE OUTER GAME Your VP's workload will have increased a lot with this change. She is going to appreciate some- one who is willing to help, and who is able to solve most of their own problems with mini- mum involvement. So even though you may need to ask for her support, be sure that you have thought through some good solutions. If you see things that need attention, let her know – along with a recommen- dation for action and offer to follow through, even if they are not part of your regular role. Be a positive voice about the change (if you think it was a ter- rible decision, at least stay quiet rather than bashing it publicly). The more reinforcement you can offer, the more able others will be to accept it, and the more quickly your company will be able to move forward. This will also set a great example for your team and help them settle down if they're disturbed by the changes. Also develop a broader net- work of support so that you have thinking partners and other sources of counsel. It's good net- working, too. THE LAST WORD Know when to ask for help, and offer assistance to others as the situation unfolds. A publication of Conley Media Distributed by: Conley Distribution 262-513-2646 ©2004 by Conley Media, LLC Waukesha County Independent and Locally Owned GREATERmilwaukeeJOBS is published weekly by Conley Media – Waukesha County, 801 N. Barstow St., Waukesha, WI 53186. Contents of this publication may not be reproduced in any form without the written consent of the publisher. GREATERmilwaukeeJOBS assumes no liability for any error in copy or content. It is the advertiser's responsibility to be aware of the laws pertaining to employment advertising. Subscriptions are available for $34 (non-refundable) for a 6-month subscription. Call 262-306-5008 for information. Call Center Director: Cindy Shaske 262-306-5016 cshaske@conleynet.com Account Executive: Julie Sears 262-306-5008 jsears@conleynet.com Story Coordinator: Dan Muckelbauer 262-513-2626 dmuck@conleynet.com Production: Patricia Scheel 262-513-2690 GREATERmilwaukeeJOBS Volume 17 • Number 41 June 25, 2015 To place an ad: Call us at 262-306-5008 or fax us at 262-542-6082 deadline: Noon on Wednesdays Your Office Coach: Make sure to get the reference you're looking for Q: For six years, I worked in a small law office with a woman who clearly did not like me at all. "Gladys" was the attorney's secretary, and I was a paralegal. Three years ago, I left the office on good terms after receiving an offer from a much larger firm. My new job worked out well until the firm lost its largest client. I was laid off, along with many other employees, and given a glowing reference letter. I was also provided with out- placement services. When the outplacement counselor called my former employer for a reference, Gladys answered the phone. She said the attorney was unavail- able and offered to answer any questions. She described me as a "legal assistant," not a parale- gal, and apparently had a rather negative attitude. Now I'm concerned about what Gladys may say to poten- tial employers. I know the attor- ney would give me a favorable reference, but she might not allow anyone to talk with him. I have considered calling him myself, but I'm not sure what to say. A: The good news is that interviewers almost always give the greatest weight to your most recent work experience. Some may not even bother to contact see OFFICE COACH . . . page 6 By Marie G. McIntyre Tribune News Service (TNS) see MILLENNIALS . . . page 6

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