“Mission Tactics” and Management of Generation Y

There are big changes going on in the workforce. Many baby- boomers are leaving and the new hires were often born in the 1980’s and 90’s. Any leader who has been managing people of different ages can attest to how different this “Generation Y” approaches work and the workplace:

1. Technology, communications, social networking and multitasking are second nature. The best and brightest among Y-ers are also strong in teamwork and presentation skills
2. Work is something you do, not a place you go to, there is a desire to have the workplace adapt to you instead of the other way around. Expectations are high in terms of pay, career progression, vacation and other (simpler) perks like casual dress or listening to iPods at work
3. Loyalty to an organization is low, employees can bolt if they perceive better opportunities somewhere else
4. Upbringing has seen great emphasis on building and preserving self- esteem, so a premium is placed on “Success” and “Rewards”, even when perhaps there is not much success to reward. On-going positive reinforcement is expected and well received, corrective feedback or coaching is not always received equally well
5. Used to direction and guardrails, many Gen Y individuals are not great with unstructured situations, but prefer detailed instructions and guidelines

With staffing oftentimes skeletal already, managers have new issues to deal with when managing Generation Y. How do you motivate them? Provide feedback when something is wrong? How can you trust employees will take initiative or be accountable? What about decision- making, do managers have to make all decisions?

As somebody with managerial experience with employees of different ages and from different cultural backgrounds in different organizations, I offer up the following idea: management by objectives/ MBO works well with all kinds of employees, if they have correct skills and are empowered to make decisions. In the military, elite units in many countries are managed using a version of MBO called mission tactics.

Under mission tactics the leader does not give detailed orders and directives. Rather, she communicates the desired outcome or result, what resources are available, and gives teams or subordinate leaders opportunity to plan an approach based on their skills and expertise.

The leaders role once plans are in place is not to micro- manage, but make sure there is reporting, alignment and progress against milestones. Coaching is provided as needed, and successes duly celebrated.

Mission tactics were first used in combat situations where lack of communication made information difficult to share, and orders difficult to give. Instead soldiers understanding the commander’s intent could make independent decisions, be flexible and use initiative for a mission to succeed.

The big advantage of managing civilian organizations in a mission tactics mode is employees are free to tackle each task as best they know how, instead of having a manager commanding and controlling. Work teams that are well put together will help individuals from Generation Y be assertive around planning, to take initiative, and receive feedback from their peers.

If the task is important and there is a reward for successful completion, employees of all ages and level of experience will apply themselves, work hard and do their best.

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