Myths about the "Millenials"

A good friend sent me this link to a "60 Minutes" report on the so-called generation of Millenials who just now are reaching the workplace. The video and accompanying article bash this generation as having been coddled to the point that its members require that their self-esteem be boosted constantly. The complaints about these young men and women are served up in worried, outraged tones:

http://www.cbsnews.com/stories/2007/11/08/60minutes/main3475200.shtml

A rather more measured piece is by Joseph Epstein in the Weekly Standard ("The Kindergarchy: Every Child a Dauphin"):

http://www.weeklystandard.com/Utilities/printer_preview.asp?idArticle=15161&R=13A93125C3

Here is my answer:

(1) Though there may be real cultural shifts at work, we should remember that such complaints go back at least to the ancient Greeks and Romans: many writers worried that the "younger generation" lacked respect and focus, and was interested only in momentary pleasures (sound familiar?). Also, it's easy to typecast a whole generation, but harder to deal with the complex reality.

(2) Human nature probably hasn't changed in thousands of years. People still react in the same ways.

(3) I have taught many, many of these Millennials, and currently tutor those who will be the post-Millenials, I suppose. I'm not nearly so negative about their demeanors.

(4) All those consultants who are described in the article are barking up the wrong tree, so to speak. Rather than worrying about the Millennials' beliefs or internal motivation, do what coaches and trainers in other disciplines have been doing for centuries: focus only on external behavior. Compliment the strong behavior (acting, speaking, writing), then correct the weak behavior by pointing to a model for the employees to emulate.

If a business asked me to talk about these new employees (which I can do as authoritatively as anyone), I would focus less on their supposed internal constitutions, and more on what they are capable of doing. Pinpoint their weaknesses, then provide concrete strategies for overcoming those weaknesses. Their managers should not compliment the person ("You are a great person, but . . . "); instead, compliment a real accomplishment, then move to the weakness. Research shows that coddling or complimenting the person directly leads to inferior performance.

But coaches always have known that.