Millennials are not as young as some might assume. In fact, many are now entering their 40s and stepping into leadership and management roles. It’s clear that Millennials approach work differently than Baby Boomers and Gen X. As this generation moves into higher positions, it will bring changes to the workplace.

Now is the time to start making adjustments to meet the needs of the future workforce. This begins by understanding the hidden motivators that influence each generation, a topic that generational researcher Jason Dorsey is well-versed in. Let’s begin by focusing on the Millennial mindset and how to connect with this generation.

Dorsey, who serves as the president of The Center for Generational Kinetics, recently spoke at PMMI’s Executive Leadership Conference (ELC). He addressed how companies, facing retirements from Baby Boomers and the impact of the Great Resignation, can handle the shifting workforce. One important step is moving Millennials into leadership positions.

The first thing that needs to change is the stereotype of who Millennials are. “We’ve conducted nearly 100 studies to separate myths from facts. So much of what’s said about generations is simply incorrect,” Dorsey explained. “For example, the idea that Millennials are lazy, live with their parents, and don’t work is wrong. In reality, Millennials make up the largest group in the U.S. workforce. There are more Millennial managers and business owners than any other generation. We contribute to Social Security, even though we know we may not benefit from it. Meanwhile, almost everyone else in the room will. So, thank a Millennial.”

Who Are Millennials?

Dorsey uses research to dispel the myths surrounding Millennials. “The research we focus on looks at why things happen, not just what happens,” he said. A key finding is: “The reasons people don’t do something are often stronger than the reasons they do.”

Dorsey shared strategies to help companies understand the Millennial mindset and address why Millennials may not apply for jobs or stay at a company. But first, it’s essential to define what makes a generation.

“A generation is two things. First, it’s a group of people born around the same time. But the second part, which is often overlooked, is that people within a generation must be raised in similar environments,” Dorsey explained.

So, geography, social, and cultural events matter. According to Dorsey, parenting is the biggest factor in shaping a generation. “How you are raised has the greatest influence on what you will go on to do.”

Technology is the second key influence on generations. “We’ve found that each generation has a unique relationship with technology, largely shaped by their age,” Dorsey said. This could be seen in preferences like calls vs. texts or voicemails vs. emails. “Technology only feels new if you remember what life was like before it,” Dorsey added.